Rapport PRB 2016

Republic of Mauritius
REVIEW OF PAY AND GRADING STRUCTURES

AND 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
REPORT 2016
LUM
VO
GENERAL BACKGROUND
& RELATED ISSUES
AND
CONDITIONS OF SERVICE
PAY RESEARCH BUREAU

MARCH 2016
REVIEW
OF
PAY AND GRADING STRUCTURES
AND
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
TABLE OF CONTENTS
Chapter
Page
1.
INTRODUCTION ...................................................................................................................... 1
2.
APPROACH AND METHODOLOGY........................................................................................ 9
3.
ECONOMIC BACKGROUND ................................................................................................. 17
4.
PAY CONSIDERATION AND STRATEGY............................................................................. 19
5.
PUBLIC SECTOR MANAGEMENT REFORMS ..................................................................... 25
6.
REVIEW OF ORGANISATION STRUCTURES ..................................................................... 43
7.
PERFORMANCE MANAGEMENT SYSTEM ......................................................................... 49
8.
PERFORMANCE RELATED INCENTIVE SCHEME ............................................................. 61
9.
TRAINING AND DEVELOPMENT .......................................................................................... 65
10.
REVIEW OF SCHEMES OF SERVICE AND QUALIFICATIONS .......................................... 71
11.
RECRUITMENT AND PROMOTION ...................................................................................... 81
12.
TALENT MANAGEMENT ....................................................................................................... 89
13.
EMPLOYMENT ON CONTRACT AND ALTERNATIVE MODES OF EMPLOYMENT ........ 107
14.
PART-TIME EMPLOYMENT ................................................................................................ 115
15.
RETIREMENT AND RETIREMENT BENEFITS PENSION SCHEME FOR THE PUBLIC

SECTOR ............................................................................................................................... 119
16.
PUBLIC SERVICE PENSION ............................................................................................... 145
17.
E-GOVERNMENT ................................................................................................................. 149
18.
CONDITIONS OF SERVICE AND BENEFITS ..................................................................... 157
18.1
END-OF-YEAR BONUS ..................................................................................................................... 158
18.2
TRAVELLING AND CAR BENEFITS ................................................................................................. 161
18.3
PASSAGE BENEFIT SCHEME .......................................................................................................... 237
18.4
LEAVE .............................................................................................................................................. 241
18.5
WORKING WEEK, FLEXITIME, WORKERS ON SHIFT/ ROSTER/STAGGERED HOURS AND

OVERTIME.......................................................................................................................................... 265
18.6
TASK WORK IN THE PUBLIC SECTOR ........................................................................................... 285
18.7
SPECIAL DUTY AND EXTRA DUTY ALLOWANCE ......................................................................... 287
18.8
SALARY ON PROMOTION ................................................................................................................ 289
18.9
INCREMENT AND INCREMENTAL CREDIT ..................................................................................... 292
18.10
ACTING AND RESPONSIBILITY ALLOWANCES ............................................................................ 299
18.11
MEAL ALLOWANCE .......................................................................................................................... 302
18.12
OUT OF POCKET ALLOWANCE ....................................................................................................... 304
18.13
UNIFORMS ......................................................................................................................................... 305
18.14
FAMILY PROTECTION SCHEMES .................................................................................................... 309
18.15
RISK, INSURANCE AND COMPENSATION ...................................................................................... 316
18.16
FUNERAL GRANT ............................................................................................................................. 316
18.17
COMMUNICATION FACILITIES ......................................................................................................... 326
18.18
FOREIGN SERVICE ALLOWANCE AND OTHER RELATED ALLOWANCES ................................ 328
19.
STATUTORY BOARDS AND COMMITTEES ...................................................................... 345
20.
RODRIGUES AND THE OUTER ISLANDS ......................................................................... 351
21.
IMPLEMENTATION PROCESS AND POST REVIEW MECHANISM ................................. 357
22.
OTHER PERTINENT ISSUES AND RECOMMENDATIONS............................................... 365
23.
CONCLUSION ...................................................................................................................... 371
MASTER SALARY CONVERSION TABLE
Annex
Conditions of Service
Introduction
1.
1.1
INTRODUCTION
The Pay Research Bureau (PRB), an Independent Institution, is mandated by

Government to carry out periodic reviews on Pay & Grading Structures and
Conditions of Service in the Public Sector and the Private Secondary Schools.
The PRB submitted its 7th Report in October 2012 and Government gave its
approval for its implementation in toto with effect from January 2013.
Background
1.2
Following the publication of the 2013 PRB Report in October 2012, there was
an outcry among public sector employees. The Federations and Unions
protested strongly and made representations that the Errors, Omissions and
alleged Anomalies arising out of the 2013 PRB Report should not be looked into
by the PRB but instead by an Independent Body/Commission. In view of
concerns expressed and the ensuing criticism with relation to certain
recommendations contained in the 2013 PRB Report, the Government on 16
November 2012 decided to set up an independent committee under the
chairmanship of Mr Manraj to look into errors, omissions & anomalies arising
out of the 2013 PRB Report.
1.3
The Errors, Omissions & Anomalies Committee (EOAC) was, therefore, set up
with the following Terms of Reference:(i)
receive through the Ministry of Civil Service and Administrative Reforms

(MCSAR) representations from staff associations, trade unions, public
officers, local government officers, officers of the Rodrigues Regional
Assembly, officers employed by parastatal and statutory bodies and
employees of private secondary schools and/or their representatives
regarding errors, omissions and alleged anomalies arising out of the
recommendations made in the 2013 PRB Report;
(ii)
examine such representations and make recommendations thereon, as

appropriate; and
(iii)
determine in light of such representations the extent to which it is

appropriate, necessary and advisable to modify the Reports of the PRB
and to accordingly make such other additional recommendations.
1.4
In making its recommendations the Committee had to take into consideration

the broad parameters as laid down at paragraph 1.4 of Volume I of the 2013
PRB Report.
1.5
The EOAC Report was released in March 2013. Initially, the Report was widely
acclaimed by the Federations of Trade Unions and the public sector employees.
The Cabinet gave its approval for implementation of the EOAC Report for:
(a)
the effective date of implementation of the recommendations contained

in the Report to:
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Pay Review 2016
Introduction
(i)
take effect in respect of salaries, on 1st July 2013 and arrears for
the period 01 January to 30 June 2013 be paid in cash in July 2013
and instead of the grant of Special Leave as recommended in the
Report;
(ii)
ensure that Conditions of Service already recommended in the

2013 PRB Report to take effect on 01.01.13 while new Conditions
of Service recommended in the Report would take effect on
January 2014;
(b)
payment of salaries was phased in three stages: 01 January 2013,

01 January 2014 and 01 January 2015;
(c)
the EOAC further recommended that the next Review of Pay and
Grading Structures and Conditions of Service in the Public Sector should
be effective as from 01 January 2016 because it is viewed that the
practice of publishing a Report of this magnitude once every five years
impacted negatively on recurrent expenditure, inflation and other
economic indicators.
1.6
The publication of the EOAC Report was followed by a series of protests

expressed by aggrieved individual/public officers, trade unions and Federations
of Trade Unions. Many employees concerned complained that the parity that
existed previously in the Report has been disturbed whereas some others
pointed out a distortion in certain hierarchies/cadres. A close scrutiny has
revealed the extent to which those recommendations had given rise to
problems.
1.7
For the upper echelon, that is, for those officers eligible for chauffeur-driven car,
their salary was maintained whereas for the lower echelon, the revision was
quite significant.
1.8
The general constat/observation was that internal as well as external parity

have been severely disturbed. For instance, promotional grades have been
granted the same salary point as their source grades. The Qualification Bar
(QB) has been removed from the salary scale of a few grades implying that
employees not possessing the required qualification would also be allowed to
move up to the top of the salary scale. These employees who are qualified felt
rightly to be downgraded and considered the situation to be unfair towards them
as they had put in supplementary efforts and sacrifice which have not been
recognised. They have, consequently, suggested that the QB be reinstated. In
addition, well set parities between certain grades have become blurred, leading
to frustration, inasmuch as the difference in responsibility and complexity of the
work have not been taken into consideration and these are not reflected in the
recommended salaries.
Introduction
1.9
It has also been observed that certain grades have been upgraded without any
justification and this has caused major distortion in the salary relativity.
Similarly, certain other grades have been added to the list of grades eligible for
70% duty free facilities without a proper survey being carried out or systematic
study to determine their eligibility for such benefits. The recommendations
regarding travelling and car benefits were strongly criticised given that many
officers who with the 2013 PRB Report were eligible for travelling benefits found
their eligibility for such benefits deprived with the EOAC Report. There are
other cases which have been highlighted in the appropriate volumes of this
review exercise.
1.10
All these problems prompted public sector employees to make massive

representations to the Bureau and to the MCSAR with a view to taking corrective
actions. In the face of widespread discontentment in the public sector, the
Government decided to set up a Committee under the Chairmanship of the then
Senior Chief Executive of the MCSAR, to look into representations arising out
of the EOAC Report 2013.
1.11
The Committee examined all the issues and addressed only those pertaining
to:
1.12
(i)
reinstatement of Conditions of Service related to eligibility for car

allowances and benefits and some other benefits;
(ii)
harmonisation of certain Conditions of Service;
(iii)
harmonisation of salary in respect of grades on the establishment of the

Civil Service and Rodrigues Regional Assembly; and
(iv)
revision of salaries of part-timers.
The Committee further recommended that the following issues which could not
be addressed be referred to the PRB for consideration in the context of the 2016
Report:
(i)
representations on salaries consequent to genuine errors or omissions;

and
(ii)
adjustment of salary and review of organisation structures (merger of

grades, upgrading of qualification requirements, splitting of merged
grades to their former positions, creation of levels, etc).
It is against such a background that this Report has been kicked off.
Strategy
1.13
Despite the shortcomings, the Bureau put forward a strategic plan which
established the overall direction and orientation of this Report. We have
identified a theme aligned with the main philosophy of the Governments
programme and vision to construct a modern and professional public sector to
serve and protect the interest of the whole population.
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Pay Review 2016
Introduction
Transformation of the Public Sector

1.14
The theme Transformation of the Public Sector to meet citizens needs, noncitizens needs as well as other stakeholders needs became the basis for
putting in place the strategic direction we wish to achieve in this Report. The
theme was brainstormed with staff of the Bureau and discussed with all
stakeholders during consultations.
1.15
This 8th Report is being written in the context of the new Governments
programme that put emphasis: creation of jobs, reducing poverty on new
technological development, a modern and advanced education and health
systems, the right to information, improved water distribution, food security,
among others, leading to a modern public sector meeting the needs of citizens
and improving the delivery mechanisms for providing more professional and
better services to the common man. In short, this Report is putting the base to
achieve the Second Economic Miracle.
1.16
To achieve these objectives, the Bureau is recommending a new set of

measures. Emphasis on effective recruitment in the public sector is being made
to ensure that the best and meritorious persons are selected for holding specific
posts. The importance and use of technology and innovation (Digital
Connectivity) is being highlighted as well as training and development of
employees, their succession plan leading to a proper career path/career
earnings and a compensation policy based on their qualifications, duties and
responsibilities and position in their organisations. The need for a healthier
working environment is also being emphasised to build that culture of enhanced
performance. All these issues are discussed lengthily in separate chapters of
this Volume.
Considerations
1.17
The Bureau has discussed with the main Federations and other stakeholders
and based its recommendations on the theme as spelt out at paragraph 1.14
above while taking into consideration the following factors:
-
the first time a report of this magnitude is being published within a period
of three years; no reasonable time gap has been allowed to implement
the 2013 PRB Reports;
the specific context of a New Government having a new programme

putting emphasis on constructing a modern and professional public
sector;
the need to utilise the available human resources in a more strategic

way;
the need to attract the most suitable talent to the public sector;
the capacity of Government to pay, the turbulent economic environment

and the social acceptability of the Report;
Introduction
a comprehensive pay package that is linked to promoting efficiency,

accountability, productivity and economy through rationalisation of
structures and improved conditions of service while taking into account
the loss of purchasing power since 01 January 2013 and the salary
compensation granted by Government for the years 2015 and 2016;
the need to observe fiscal discipline while putting emphasis on efficiency,

accountability, responsibility, transparency and good governance;
the recommendations geared towards the best global practices and their
adaptability and reliance in the Mauritian context;
the need to have a public sector run on the principles of value-based

ethics, enlightened leadership and human ground development to the
extent possible; and
the pay structure has ensured, to the extent possible, that employees do
not suffer economic hardships so that they can deliver and render the
best possible service to citizens of this country.
1.18
The Bureau has received many representations both from staff side and
Management on so-called anomalies. As stated earlier, many have their roots
not in the recommendations made in the 2013 PRB Report, but in the
subsequent modifications brought in by the EOAC Report. Whenever possible,
the Bureau has removed these anomalies taking into consideration its remit and
framework. Employees at all levels have made representations for a significant
increase in their home pay and improvements including benefits.
1.19
The main themes of this Report: recruitment, career path, continual training and
development of employees, the workplace environment and the use of the
modern technology as well as the need for good governance, transparency,
accountability and responsibility have been spelt on in the many chapters of
Volume 1 of this report.
1.20
The Chapter on Performance Management Systems (PMS) and the

Performance Related Incentive Scheme (PRIS) has been reviewed and
improved to respond to submissions made thereof.
1.21
It is the role of Government to inspire confidence in mind of public sector

emphasing that they will not be hounded by unnecessary harassments by
investigating bodies/media. The recent events of hounding officers as criminals
for failures of bonafide decisions is being felt badly. This will discourage officers
to take bold decisions in fear of being hounded if such a decision misfires. Any
mishap should not be looked upon with suspicion unless it has proved to be
criminal intent to transit himself or someone else.
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Pay Review 2016
Introduction
Implementation Process and Post Review Mechanism

1.22
The revised salaries provided in this Report will take effect from 01 January
2016 in accordance with the Master Salary Conversion table as at Annex to
this volume. All the recommended salary scales are segments of the Master
Salary Scale which is provided hereunder:
Rs 7800 x 200 - 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 32500 x 925 37125 x 1225 40800 x 1525
49950 x 1625 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000
95000
1.23
Following the publication of the Report, the Bureau shall assist in the
implementation thereof by providing the interpretation of the recommendations
made. Cases of genuine errors and omissions shall, thereafter, be addressed.
Option
Following the publication of this Report, Public Sector employees would be
required to exercise their option between accepting the revised salaries and
conditions of service or to retain their 2013 salaries and conditions of service.
The responsibility for distribution, collection and monitoring of the option forms
rests with the MCSAR.
1.24
It is worth noting that according to the prescription of the Employment Relations

Act, the revised emoluments and terms and conditions of service of the 2016
Report once opted for, cannot be the subject of an industrial dispute.
1.25
Those Public Sector employees who have not opted for the revised salaries and
conditions of service as recommended by the 2016 PRB Report should be paid
compensation in accordance with the Additional Remuneration (2016) Act 2015
Pay Structures
Pay Policy
Major changes including new proposals in Conditions of Service.
A brief note on the main Public Sector Organisation

Civil Service
1.26
The services offered by all Ministries and Departments are covered in the Civil
Service. The pay packages provided to all public sector employees/workers
have been worked out taking into consideration the factors as enunciated in the
Chapter on Pay Considerations. Grades have been created solely on functional
needs basis. We have devised a new mechanism to continue, if need be, to
retain people particularly in scarcity areas and where there exists a tendency of
exodus.
Introduction
Parastatal Bodies
1.27
There are 92 parastatal bodies as well as the private secondary schools falling
under the purview of the Bureau. We have, in this Report, formulated
recommendations for appropriate levels matching the needs and functions of
the different organisations, for effective service delivery. Wherever desirable,
we have provided for delayering of structures and merging of grades for speedy
decisions while ensuring adequate career progression for employees. We have
also, in light of changes in the structure of general services in the Civil Service,
brought changes to the structure in PSBs for an alignment to the extent
possible.
Local Authorities
1.28
Most of the recommendations made in the 2013 PRB Report have been
implemented. In this review exercise, we are making provisions, to the extent
it is possible, for aligning the structures of the General Services cadre, Internal
Control cadre as well as the Financial Operations and Procurement and Supply
cadres with what obtain in the Civil Service. Provisions have also been made
for training and development opportunities.
1.29
Specific provisions have been made for career earnings to certain grades and
to reinforce where relevant the organisation structure of Divisions/
Sections/Units. Schemes of service of grades, wherever applicable, have been
aligned with their counterparts in the Civil Service.
Rodrigues Regional Assembly

1.30
A few structures have been reviewed and modernised so as to fit the new sets
of expectations in line with the new policy framework and direction. The General
Services grades have been streamlined, where deem expedient, along what is
obtainable in the Civil Service.
Frequency of Pay Review/Periodicity of Report

1.31
In 1982, the Bureau published its first Report with recommendations for new
salary scales and it gave a broad indication of major changes in the conditions
of service in the Public Sector. In the years 1987, 1993, 1998, 2003, 2008 and
2013, subsequent Reports were published on a quinquennial basis on the
overall Review of the Pay and Grading Structures and Conditions of Service in
the Public Sector and the Private Secondary Schools. This is the first time that
a Report is being published after a period of three years only following a
recommendation of the EOAC.
1.32
However, we have noted that, following a major review exercise involving heavy
financial costs, an appropriate time lag needs to be allowed to implement and
assimilate the recommendations to measure the effectiveness and impact on
the service delivery and efficiency of institutions. In this respect, the publication
of a Report of such a magnitude within a period of three years has impeded the
process leading to assessment of efficiency of institutions. The Bureau,
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Pay Review 2016
Introduction
therefore, had consultations with the Government on this issue and

recommends that the next Review of Pay and Grading Structures and
Conditions of Service in the Public Sector should be effective as from 01
January 2021.
Presentation of the 2016 PRB Report
1.33
The 2016 PRB Report comprises two volumes:
Volume 1 covers the General Background and Related Issues and

Conditions of Service. It also contains core chapters like Public Sector
Management Reforms, Training and Development, Retirement and
Retirement Benefits, amongst others.
Volume 2 consists of four parts where each Part deals with a specific
sector of the wider Public Sector:
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 this Volume
1.34
Chapter 1 provides an overview of this volume. In addition, it also gives an

indication of the strategic objectives as well as the background against which
the Report has been prepared.
1.35
Chapters 2 to 17 deal with the approach and methodology used for this Report,
the economic background, the major pay considerations in determining salary,
Public Sector Management Reforms, PMS, Training and Development, and
Public Service Pension, among others. The Conditions of Service governing
the public sector have been discussed at Chapter 18 and at Chapter 21 we have
provided guidelines for implementation and a post review mechanism followed
by a discussion on other pertinent issues.
The Way Forward

1.36
The overriding objective of this Report is the improvement in the effectiveness

and efficiency of the service with a view to providing quality services to all
stakeholders.
1.37
In this perspective, it is believed that employees should play the role expected
from them to materialise this objective. On their part, authorities/organisations
should provide the proper environment which will induce desired employee
behaviour for the achievement of the objective.
************
Approach and Methodology
2.
APPROACH AND METHODOLOGY
Backdrop
2.1
This is our 8th Report on Pay and Grading Structures and Conditions of Service
in the Public Sector. Unlike the past PRB Reports, this Review was conducted
in a very challenging and demanding context. Besides carrying out a triennial
general review for the first time, the Bureau had to correct serious and disturbing
shortcomings that arose out of the Errors, Omissions and Alleged Anomalies
Committee (EOAC) Report. Indeed a formidable task was laying ahead of us.
Approach
2.2
Despite operating within a reduced time frame, the Bureau adopted its
customary approach based on extensive consultations in the preparation of this
Report. Our wish was to gather maximum information and to remain open and
transparent in our exchange of views with staff and management. With this in
mind, we chalked out a work programme comprising a mix of communication
approaches to accomplish our planned activities and events pertaining to the
Review exercise.
2.3
As a prelude to the core meetings, preliminary ones were arranged with the
main Federations. The objective was to reinforce relationship, meet their
members and apprise them of the calendar of activities of the review exercise.
We began on the 13th of March 2014, by meeting representatives of the
Federation of Civil Service & Other Unions followed by those of the State
Employees Federation and the Federation of Public Sector and Other Unions.
Subsequently, we also met members of the following Federations namely: The
Federation of Parastatal Bodies and Other Unions, All Civil Service and Other
Employees Federation, the Mauritius Labour Congress, the Federation of
Democratic Labour Unions, the Federation of Progressive Unions, the
Independent Unions Federation and the Confederation Mauricienne des
Travailleurs.
2.4
The next step was to collect fresh and relevant data to update existing records,
conduct surveys (including interview of officers) and effect site visits. We
therefore issued a Circular in March 2014 to all Heads of Ministries/
Departments/ Organisations, soliciting their assistance to submit data in both
hard and soft copies. Among the information sought were the vision, mission,
objectives, the customer charter, an updated organisation chart and an updated
list of employees in all grades. We also requested the organisation to designate
an officer at senior level as contact person and facilitator to assist in the
submission of the required information, and make arrangements for site visits,
filling of job description questionnaires, conduct of surveys, etc. A target date
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Pay Review 2016
was set for the submission of the required information. Unfortunately, many
organisations did not respond within the given time frame and some
organisations submitted their documentations after a period of three months
and even more.
2.5
In May 2014, the Bureau issued another Circular inviting Federations to submit
their views/observations and proposals on conditions of service prior to the
holding of meetings with them which was scheduled for August 2014. In making
their demands, they were requested to give their views/comments on general
issues. The 16th of June 2014 was set as deadline for the submission of their
memoranda. However, following a request from the Federation of Civil Service
and Other Unions, the time limit was extended till the end of July 2014 though
the Bureau remained flexible by even accepting representations after the
extended time limit.
2.6
Meanwhile during the period April to July 2014, upon the invitation of
Federations and Unions, officers of the Bureau attended workshops/work
sessions to provide explanations and clarifications on past recommendations of
the Bureau. A template for submitting representations was designed by the
Bureau and submitted to the Federations for onward transmission to their
affiliates.
2.7
The first meeting was held with the Federation of Civil Service & Other Unions
in August 2014 to discuss their representations on the General Conditions of
Service. Similar meetings ensued with other Federations namely the State
Employees Federation, the Federation of Public Sector and Other Unions, the
All Civil Service Employees and Other Unions Federations, the All Workers
Trade Union Federation.
2.8
Once all the Federations have deposed on Conditions of Service, the Bureau
started consultations with unions of the Parastatal Bodies in September 2014.
In view of several requests for postponement, those meetings extended till
December 2015.
2.9
In October 2014, the Bureau kick-started the interview exercise in respect of the
Job Description writing for manual grades. An updated version of the Job
Description Questionnaire was used for this purpose. To palliate the shortage
of staff at technical level, we had recourse to experienced officers of the Human
Resources Cadre to complete the interview exercise. Once filled, the Job
Description Questionnaires were forwarded to the relevant organisations for
signature and vetting by the Supervisor. This exercise lasted for nine months
ending in June 2015.
Pay Review 2016
~10~
2.10
As regards non-manual grades, Job Description Questionnaires were sent to

officers by post. In both cases, i.e. Manual and non-Manual grades,
representative samples of officers by grades were randomly selected using
stratified sampling technique. Job Description Questionnaires were also issued
to officers during consultative meetings whenever such request was made and
on the need arising to cover all functions and new features of a job. All Job
Description Questionnaires that were returned to the Bureau were carefully
verified to identify possible omissions and ambiguities that required further
clarifications.
2.11
In January 2015, the Bureau issued a Circular Letter to the Management of

each organisation requesting for:
(a)
proposals of re-engineering/structural change including, inter- alia,

delayering, merging of grades, multi-skilling, creation of additional levels,
re-definition of job specification, job enlargement, job-enrichment and
restyling of posts which would enable the respective organisation to have
a fit-for-purpose structure to deliver on its mandate more efficiently and
effectively;
(b)
views and suggestions for improving existing conditions of service, the

introduction of new conditions which may contribute to induce desired
employee behaviour for enhanced service delivery and the satisfaction;
and
(c)
comments on general issues such as Pensions, Performance

Management System, Performance Related Incentive Schemes,
Training and Development, Recruitment and Retention of people of the
right competencies, e-government, as well as other issues related to
Reforms, etc.
2.12
Response to this circular letter was rather slow and several contacts had to be
made with some organisations to obtain the required information.
2.13
In early February 2015, the Bureau held its first meeting with the top officials of
the Ministry of Civil Service & Administrative Reforms to discuss on their
proposals of conditions of service and reforms. In view of the number of issues
that needed to be examined, subsequent meetings had to be scheduled in June
2015 and July 2015 respectively.
2.14
Upon invitation from the Rodrigues Regional Assembly, the Director, Pay
Research Bureau and the Deputy Director proceeded to Rodrigues in March
2015 for a one day mission. During the course of their stay they met the Island
Chief Executive (ICE) who was apprised of the calendar of activities and
different stages involved in a general review process namely job description
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Pay Review 2016
writing, site visits, meetings with different parties, staff associations, official side
as well as individual employees. The ICE informed the PRB delegates that the
RRA and the staff association would be submitting a joint memorandum for
consideration by the Bureau and gave a brief description of the conduct of
business of the RRA.
2.15
Meetings with the staff associations of the Civil Service began around midMarch. Remaining meetings with Parastatal Bodies, Local Authorities and the
Private Secondary Schools were concurrently held. Even non-unionised staff
who had expressed their wish to depone were invited to do so.
2.16
As per the established practice, the Bureau proceeded on its next mission to
Rodrigues from 11 to 16 May 2015. Initially, on the 12 May 2015, an Acting
Principal Job Analyst accompanied by a team of five Survey Officers started the
interview of the selected job incumbents, wrote their job description and had
them signed by job holders and where possible vetted and signed by their
immediate supervisors and returned to the team. That exercise continued up
to 15 May 2015. Those Job Description Questionnaires which could not be
completed were despatched later to the Bureau.
2.17
The Director and the Acting Deputy Director went to Rodrigues in the evening
of the 12 May 2015. On the next day, the Directorate assisted by the Acting
Principal Job Analyst met the Island Chief Executive apprising him of the 4 days
visit programme. The delegation met the representatives of the Government
Services Employees Association (GSEA) and heard two other staff
Associations namely the RGEA and the RPSWU. During the latter meetings,
the Modus Operandi of future submissions were discussed and agreed
thereon.
2.18
On the 13th of May, the Director, HR and one Manager HR from the Ministry of
Civil Service and Administrative Reforms (MCSAR) joined the PRB team. The
Chief Commissioner received the Directorate and the Director, HR of the
MCSAR in the early morning of the 14 May.
2.19
The Chief Commissioner apprised the delegation of the new policy orientation
of the RRA and its main priorities. He invited the Director to give particular
attention to some emerging and pending issues in the Next Review.
2.20
Consultative joint meetings were held as from the morning of 14 May which
continued till 15th of May. Individual employees who expressed their wish to
depone were also heard by the PRB delegation. Survey Officers after
completing job description writings, joined and assisted the Directorate during
the last part of meetings which ended usually after 6.00 to 7.00 p.m. During
their stay, the Survey Officers conducted around 150 Job Description writings.
Prior to the visit some 300 self-written description questionnaires were
submitted to the RRA to be filled by officers.
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2.21
In May 2015, the Bureau started meetings with the Management of Local
Authorities. Representatives of the parent Ministry as well as those of the
Ministry of Civil Service & Administrative Reforms attended all the meetings.
2.22
Consultations with the Management of Parastatal Bodies were scheduled as

from June 2015. Representatives of relevant parent Ministry were invariably
requested to attend. In many instances, scheduled meetings had to be
postponed either because Board of Parastatal Bodies were not yet constituted
or in view of the unavailability of the officers. This impacted severely on our
tight time schedule we had to produce our Report. We also noted the absence
of representatives of Parent Ministries in some of the meetings that were
convened or there were representatives of the Ministries who could not assist
properly the Management of Parastatal Bodies given that they were informed at
the last hour to attend the meeting and they were not fully prepared in terms of
documentation, policy and orientation.
2.23
The Bureau had to re-work all the time table of meetings to accommodate
postponements. Nevertheless we kept on the momentum and provided for
replacements wherever this could be reasonably done. Meanwhile officers of
the Bureau proceeded to visit organisations to identify de visu working
conditions of employees in certain grades who made requests for site visits.
The data collected and observations made during these visits were analysed
and discussed along with other representations.
2.24
In July 2015, the Bureau issued its first survey questionnaire on travelling by
car to all public sector organisations concerned. The aim was to collect
information on the extent of official travelling performed by officers who were at
present not eligible for duty exemption on a car but were regularly performing
field duty. Other surveys were subsequently administered covering issues
which include Recruitment and Retention, Training and Development, Flexible
Hours of Attendance and Performance Management System.
2.25
In August 2015, the Bureau wrote to Heads of organisations requesting them to

ensure that required documentation in terms of new/additional/missing
information, latest statistics as well as other relevant information sought during
meetings or through correspondence, be submitted to the Bureau within a
months time at latest.
2.26
Despite the earnest effort of the Bureau to complete the Report on time, some
Ministries/Departments including Federations of Unions kept on requesting for
postponement of scheduled meetings causing immense disruption in the work
flow and set time plan. Consequently, the Bureau took the decision to schedule
those meetings beyond 1600 hours during weekdays and Saturdays to avoid
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Pay Review 2016
further delays in its work plan.
Parties were informed accordingly.
correspondence was issued to that effect in September 2015 to all those

concerned.
2.27
In spite of the above measures taken by the Bureau, requests were still being
made by Ministries/Departments for postponement of scheduled meetings. The
attention of the Secretary to the Cabinet and Head of the Civil Service was
drawn to that effect and subsequently he issued a circular to all Supervising
Officers of Ministries/Departments urging them to attend all the meetings
scheduled by the PRB; he also informed that, in the event they failed to attend
the meetings, the Bureau would proceed without their views.
2.28
During meetings, all stakeholders were apprised on the main theme of the
Report, the state of the economy, growth prospects and the rate of inflation.
Members were invited to support the PRB in its endeavour to put in place the
concept of transformation based on a series of innovative measures and
techniques such as HR Planning, elements conducive to a performing
environment, safe and healthy workplace, a modern and sophisticated IT
infrastructure, continuous training and development to ensure upgrading of
skills and competencies, establishing succession plan for career path, among
others.
METHODOLOGY
2.29
All the duly signed and vetted Job Description Questionnaires that were
returned to the Bureau were scrutinised to update our point rating evaluation
scheme. In cases where job descriptions were not available for whatever
reasons, we drew information from the existing Job Description Questionnaires,
the schemes of service and submissions of unions and management on the
tasks performed by officers in the grades concerned.
2.30
On the basis of the updated job evaluation schemes, Benchmark entry grades
as well as Benchmark hierarchies were reassessed. Salaries of Benchmark
grades were then determined and used as anchorage to set the salary of all the
other entry grades (manual and non-manual). Grades with comparable levels
of responsibility were grouped for grading purposes.
2.31
The element of work on shift/roster/staggered hours which does not apply to all
grades in the public sector has been taken into consideration and integrated in
the recommended salary scales where applicable.
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2.32
A Master Salary Scale has been devised as hereunder:

Rs 8000 x 205 - 8820 x 230 -10200 x 250 - 11450 x 260 -14050 x 275 - 15150
x 300 - 15750 x 325 - 17700 x 375 - 19575 x 475 - 21950 x 625 - 23200 x 775
- 32500 x 925 - 37125 x 1225 - 40800 x 1525 - 49950 x 1625 - 62950 x 1850 68500 x 1950 - 74350 x 2825 - 80000 x 3000 - 95000
2.33
All recommended salary scales of the different grades are segments of the
above master salary scale.
Presentation of the Report

2.34
The Report is presented in two Volumes. Volume 1 of the Report deals with
General Background and Related Issues and Conditions of Service. Volume 2
is apportioned in four parts as follows:Part I
Civil Service
Part II
Parastatal and Other Statutory Bodies and the Private Secondary

Schools
Part III :
Local Authorities
Part IV :
2.35
In Volume 2 Part I, the Bureau sets down the pay and grading structures,
specific conditions of service and organisational redesign of Ministries,
Departments and Other Service entities in the Civil Service.
2.36
Recommendations pertaining to Parastatal Bodies are laid down in Volume 2

Part II.
2.37
The Report on Local Authorities (Volume 2 Part III) contains

recommendations for grades in the Municipal and District Councils as well as
Village Councils.
2.38
Grades in the Rodrigues Regional Assembly (RRA) are covered by

recommendations made in Volume 2 Part IV.
2.39
As regards salary coding, we are using an eight digit code. The first set of two
digits indicates job classification based on the nature of work. The middle and
last sets of three digits indicate the initial and top salaries of the grade
respectively and these represent relevant salary points in the Master Salary
Scale.
2.40
For flat salaries, the code for the initial salary is 000. Acronyms with numerical
annotations have been used as salary codes for grades in the Parastatal Bodies
and Local Authorities. All salary schedules have been presented in descending
order except for Parastatal Bodies.
************
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Economic Background
3. ECONOMIC BACKGROUND
International Economic Environment
3.1
Since the last 2013 PRB Report, the international economic environment has hardly
improved and continues to be uncertain and challenging. During the period 20132015, global annual growth rate was 3.3% on average. Output growth in Europe,
our main trading partner, has declined considerably to 0.7%. In its latest World
Economic Outlook released in January 2016, the IMF has revised further down its
growth projections for 2016 and beyond.
Mauritian Economy
3.2
As regards the Mauritian economic performance, average annual growth rate

during the three year period 2013-2015 was moderate at 3.3%. Major sectors such
as agriculture, financial services, ICT, retail trade and food processing registered
slower growth due to weak demand.
3.3
In fact, total investment as a ratio to GDP declined sharply from 23% in 2012 to
17.8% in 2015 a drop of 5.2 percentage points and private investment from
17.7% to 13%. Unemployment remains at 8%. Domestic labour cost has been
rising thrice as much as productivity growth during 2013-2015, undermining our
international competitiveness.
3.4
Concerning developments in respect to the price level, inflationary pressures

remained subdued during the period 2013-2015. Prices increased by only 2.7%
annually on average. The inflation rate in 2015 was 1.3% - the second lowest rate
in five decades.
3.5
On the fiscal side, public sector debt has been on the rise again since 2013 and
reached a high level of 56% of GDP in December 2015. In addition, there are
increasing fiscal risks and contingent liabilities that could weigh heavily on public
finances.
Key Challenges Ahead

3.6
Mauritius main challenges include: increasing competitiveness through greater

regional integration, creating a stronger environment for innovation, making growth
more inclusive by addressing scarcity of skilled human resources, and bolstering
resilience to natural disaster and climate change.
3.7
As an open economy, developments on the international front will inevitably have

an impact on the Mauritian economy. In addition, the stated objectives of the
government are to achieve higher growth of at least 5.5% annually, enhance
employment creation and reduce poverty. These will require the pursuit of
structural reforms with a view to:
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Economic Background
(a)
transforming our economy and broadening our economic base and

space;developing growth-enhancing infrastructure;
(b)
raising productivity to global competitiveness levels through ICT, Science,

Technology, Engineering and Mathematics (STEM) and innovation;
(c)
streamlining and simplifying business licensing processes, and addressing

other administrative red-tapism to put Mauritius among the top 15 countries
in the World Bank Ease of Doing Business;
(d)
securing a supportive labour market and job-friendly wage policy to reverse

growing skills mismatch and unemployment;
(e)
addressing emerging ageing population issues to secure sustainability of

pension systems, including the public sector pension system;
(f)
promoting inclusive growth and enhancing employability of unemployed and

vulnerable groups; and
(g)
upholding fiscal sustainability, financial stability and economic resilience.
3.8
A dynamic, proactive and efficient civil service will be crucial to provide the required
support to Government for addressing emerging and future challenges and deliver
effective and quality services to the nation. Continuous rationalising of structures
and processes, and upgrading of skills level of public officers combined with digital
technology will be critical for successfully implementing those structural reforms
and embedding the economic transformation agenda.
3.9
In this respect, due regard has to be given to the prevailing unfavourable economic
environment and the fiscal constraints arising from the statutory public debt limit set
in the Public Debt Management Act at 50% of GDP by end 2018.
3.10
This Report has, in its recommendations, tried to balance the need for adjusting the
pay package in the public sector with the need for pursuing prudent macro-fiscal
policies to face national and global challenges ahead while at the same time
focussing on the transformation of public sector organisations into modern and
professional institutions dedicated to the service of the nation.
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Pay Consideration and Strategy
4. PAY CONSIDERATION AND STRATEGY

4.1
It is in a very challenging and highly complex environment that this general

review is being conducted. Besides having to deal with the short comings of
the current salary structures arising out of the implementation of the
recommendations of the Errors, Omissions and Anomalies Committee (EOAC)
Report, the Bureau had to come up with an aligned, fair, acceptable and
sustainable salary structure. Ensuing are the main considerations of this
Report.
EOAC recommendations
4.2
As observed by the staff side, the EOAC has recommended a general increase
in salary rather than addressing issues of errors, omissions and anomalies. In
so doing, it is viewed that the Committee has ventured beyond its set terms of
reference and has perturbed salary differentials for no valid reason even for
grades where no representations have been made to the EOAC.
4.3
On top of recommending up to a certain level salary increases in the range of

19% to 26% over the 2012 gross salary, the EOAC has also recommended
that the periodicity of the review of pay and grading structures and conditions
of service in the Public Sector should be once every three years.
Governments stated objective and vision

4.4
In line with government policy, the Bureau has remained mindful on the
responsible and judicious use of public funds to ensure that taxpayers money
are spent responsibly.
4.5
The Bureau has focussed on the transformation of the Public Sector

Institutions to inject productivity, efficiency and quality service to meet
government objectives and espouse its vision and target to transform Mauritius
into a vibrant, innovative global city with high quality of life and social
inclusiveness, among others.
State of the Public Finance

4.6
The economic situation of the country has been a major consideration in this
Review. An in-depth analysis of the state of the Mauritian economy has been
reproduced at Chapter three of Volume 1 of this Report. It is to be noted that
the recommendations of this report have kept in mind the macro-economic
stability in the country and the need for fiscal prudence and close monitoring
of the budget.
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Internal Relativities
4.7
Appropriate pay differentials among different grades/skills play a significant

role in maintaining a harmonious employee relationship, motivating employees
at all levels and retaining talented people to meet the organisational objectives
and contributing to the effectiveness of the public service.
4.8
In determining internal pay relativities, and setting a job hierarchy, the Bureau
bases itself on the point rating job evaluation scheme, where a number of
compensable factors are considered. Though this system may not be perfect,
it has stood the test of time and has been accepted as equitable and fair by
the majority of employees over successive PRB Reports.
4.9
During consultations with the Federations and Unions, it was repeatedly voiced
out that the EOAC pay recommendations have seriously disturbed relativity
among grades. This further resulted in a distortion of the salary structures
established by the PRB. Hence pressing demands were made to re-establish
previously set relativities to the extent possible. To bring corrective measures,
many adjustments had to be made in the pay and grading structure and
including even rationalisation of the qualification requirements of grades in
extreme cases.
4.10
We consider that Job Evaluation should continue to be used as a basis to

establish the relative worth of jobs for a balanced and equitable pay structure.
Loss in Purchasing Power

4.11
The loss in purchasing power for the period January 2013 to December 2015
has been an important consideration in this review. On average, the erosion
in purchasing power is estimated to reach 5.6 % by December 2015.
4.12
The EOAC has recommended that compensation for increase in cost of living
for the years 2014 and 2015 would be payable to employees as may be
determined/decided by the National Tripartite Forum.
However, no
compensation for increase in cost of living was paid to the employees
concerned in 2014. In 2015, Rs 600 was paid as extra remuneration to
employees across the Board.
4.13
In calculating the salary increase, the cumulative rate of inflation and the
cumulative rate of compensation since the last review have been taken into
account. Employees up to a certain level have been fully compensated for the
loss in purchasing power.
4.14
We hold the view that in times of economic hardship it is the lower levels that
are the hardest hit and therefore need greater insulation against inflation.
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Salary Ratio/Claims of unions

4.15
The pre-tax General Worker: Permanent Secretary ratio which was set at 1:7.5
by the EOAC Report in 2013, now stands at 1:7.3. The post tax salary ratio
works out to 1:6.9 in 2015.
4.16
Submissions have been received from the main Federations to maintain an

acceptable salary ratio to ensure a fair and reasonable salary distribution
among the grades in the public sector. Demands were made for a minimum
salary of Rs 15000 for the General Worker.
4.17
On the other hand, during consultations, we have received strong arguments

for large pay hikes from professionals and the higher echelon on account of
their
responsibilities,
accountabilities
and
working
conditions.
Representations were made for upgrading the posts of Senior Chief Executive
and Permanent Secretary.
4.18
The Bureau has examined all the arguments put forward and considers that
acceptability and sustainability of its salary recommendations are of overriding
concern. We are, therefore, in this Report bringing the salary ratio to 1:7 by
setting the top salary of the General Worker to Rs 17375 and that of the
Permanent Secretary to Rs 122000.
External relativities
4.19
Like in any general review, it is important to examine the pay relationship

between the public and the private sector for broadly comparable grades to
ensure the external competitiveness of the pay structures. For this purpose,
the Bureau relied on published Salary Surveys, Remuneration Orders and
other secondary data sources.
4.20
To take into account market realities, the Bureau has based itself on the 2014
Remuneration Barometer for Mauritius, an initiative launched by the Mauritius
Employees Federation (MEF) to provide the latest trends in remuneration in
the Private Sector. An examination of the salaries of the different categories
of employees reveals that, comparatively the Private Sector has a pay lead at
the top level where the salary level ranges from Rs 106000 to above
Rs 420000. At the middle management level (e.g., Diplomates, Degree
holders, Associate Professionals, Professionals) there is more or less some
equality in the pay rates. Similarly at the lower end, salary levels somewhat
converge except that the starting salary in the Private Sector revolves around
Rs 5500 whereas the minimum salary in the Public Sector is Rs 6400.
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4.21
On the evolution of salaries in the Private Sector, the National Economic and
Social Council (NESC) Report 29 states that:
There is no standard pay determination mechanism that is applicable across
all the grades and across all the sectors of the private sector. The
determination of salary structures depends on a host of factors ranging from
the size of enterprises, sectors of operation, profitability, etc. In addition,
salaries of middle and upper level grades can include substantial benefits in
the form of cars, air tickets, bonuses (profitability, performance & end-of-year),
stock options and other perks.
4.22
In further investigating the salaries for the Private Sector for the period 2005
to 2014, the NESC found that:
The rate of increase in salary for a Professional, middle income earner is
lower than that of both the high income earner and the low income earner
(same as for the public sector but more pronounced).
The ratio of a CEO to Office Attendant salary differential has climbed from
13:1 in 2005 to 14.5:1 in 2014 (a slight increase as in the public sector).
4.23
The above has been of consideration in this review.
The Total Remuneration Package

4.24
For a meaningful pay comparison, it is important to consider the total

remuneration package obtainable in the Public Sector i.e. pay and other
benefits such as leave, duty remission, travel grant and other various
allowances. Over and above these conditions of service, public sector
employees enjoy security of tenure and have career development
opportunities. These factors have therefore been considered.
4.25
A pay structure should also consider the cost involved in the acquisition of
certain specific qualifications in specialised fields and scarce skills which have
been taken into account in the remuneration packages.
Performance Based Reward

4.26
Over the last Reports the Bureau has systematically advocated for the
implementation of PMS in the Public Sector in a surge of Accountability for
results. This is testimony to the fact that the Public Sector is heading towards
the establishment of a performance oriented culture in line with its vision for a
Professional Public Sector committed to excellence.
4.27
To inculcate a culture of performance, the PRB in its reward strategy has linked
the grant of annual increments with the performance appraisal report. Thus
based on their performance standards, employees earn their annual increment
and progress along their salary scale. While the PMS has been fully
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implemented in the Civil Service, some work still remains to be done in the
Parastatal Bodies and Local Authorities.
4.28
We consider that the grant of the annual increment should continue to be linked
with performance standards.
Special provisions for graduates and professionals

4.29
4.30
Presently there are special provisions for graduates and professionals as well
as for officers of the level of Deputy Permanent Secretary to move
incrementally in the Master Salary Scale so as:
(i)
to ensure that the remuneration package of incumbents with relevant

experience in the Public Sector is competitive, and
(ii)
link the grant of increment to more stringent performance criteria to bring

about a performance oriented culture.
This form of incentive is being maintained.
Stagnation
4.31
Though the Bureau considers that it is very demotivating to serve in a single

grade for long years without any promotion, it is also alive to the fact that
promotions are tied to the occurrence of vacancies or existence of positions at
higher levels. To circumvent this awkward situation and provide some form of
compensation for those who have not been able to get a promotion during their
service, the Bureau has made provision for the grant of Long Service
Increment (LSI) to certain categories of officers subject to satisfying some
conditions. This is being maintained.
Recruitment and Retention Problems

4.32
A few public sector organisations are still facing problems of recruitment and
retention in respect of certain categories of professionals, e.g., in the Marine
Sector. On the other hand, our survey also reveals that there is no strong
justification for the continued payment of SPRA in some other sectors because
of favourable labour supply conditions.
4.33
The Bureau has taken note of the situation and considers the grant of SPRA
as a reward strategy to palliate the shortage of scarce talents is of no relevance
in the present context. We are however maintaining the payment of SPRA for
a transitional period of one year up till December 2016.
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Pay Review 2016
Conclusion
4.34
With the above policy consideration in mind, the Bureau had regard, among
others, to:
(i)
national affordability and social acceptability;
(ii)
the need to establish fair relativities to maintain harmonious employee

relations;
(iii)
the need to address, to the extent possible, the relativity concerns of

stakeholders to ensure fairness and equity in the Pay System;
(iv)
pre-tax salary ratio between the General Worker to Permanent

Secretary which has been set at 1:7;
(v)
the need for senior public staff to show leadership through some pay
restraint;
(vi)
ensure adequate differentials in reward to match responsibilities;
(vii)
afford a better salary for the low and middle income earners through a
higher percentage increase in salary;
(viii)
reduce future recruitment costs by a downward extension of all salary

scales; and
(ix)
the need for a performance oriented culture and inducing desired

employee behaviour for an effective and efficient service delivery to
meet citizens needs and for the wider benefit of the community.
Caution
4.35
As a word of caution, we are hereunder drawing attention on the following as

we have been doing in past reports:
though in general, pay should be more or less in line for comparable jobs, it
would be unfair to expect total equality between the public and the private
sectors. Factors such as conditions and security of employment, quality of
intake, perquisites, hours of work, etc., differ significantly from a public concern
to a private concern. In the private sector, the need to remain competitive, to
obtain larger and larger share of the market and to be profitable, are factors
which set limits to pay increases in many organisations. 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.
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5.
Public Sector Management Reforms
PUBLIC SECTOR MANAGEMENT REFORMS
5.1
There is an increased concern for the Public Service to be modernised and

professionalised in order to meet the challenges of the 21st century. The Public
Service needs to be responsive to the public that is increasingly demanding for
a higher standard of service.
5.2
In line with the New Government Vision 2030, the Ministry of Civil Service and
Administrative Reforms put in place an agenda of Reforms to transform the
landscape of the Public Service so as to make it more flexible and responsive
to the needs of the citizens while keeping the interest of the public officers.
5.3
The Bureaus main theme for this Report is Transformation of the Public Sector
for enhanced service delivery to meet citizens, non-citizens as well as other
stakeholders needs.
In crafting the strategies, it is imperative that
Ministries/Departments/Organisations take into consideration the road map to
achieve the objectives of this transformation. Transformation should be dealt
with at three levels Ministry/Organisations, Institutions and employee level.
The focus of this theme is on continual training and development, career path,
career earnings, conducive work environment, digital technology, amongst
others.
5.4
With the technical assistance of the Commonwealth Secretariat (COMSEC), the

Ministry of Civil Service and Administrative Reforms would formulate a Civil
Service Reforms Strategy in line with Vision 2030 to bring about
transformational and meaningful change in the Civil Service. The strategy
would focus on:
(i)
(ii)
(iii)
5.5
the review of existing reform initiatives and building an understanding of

the reform context;
the formulation of a draft Civil Service Reform Strategy document,
incorporating a Human Resource Strategy, as well as a Capacity
Building Strategy; and
the development of a draft implementation matrix for the short, medium
and long terms activities.
For the transformation to happen, alignment of the resources of the following

six institutions would be necessary:
(i)
Ministry of Finance and Economic Development This Ministry is

responsible to provide funds for filling of posts and financing of projects;
(ii)
Ministry of Civil Service and Administrative Reforms The Ministry

is responsible for implementing PRBs recommendations and it is
spearheading reforms in the public sector. In this vein, there is the Civil
Service College which has been set up will lead in the training of public
officers;
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5.6
(iii)
Public Service Commission The Commissions role is to recruit the

best qualified, most suitable and meritorious candidates to serve in the
Civil Service. The Local Government Service Commission looks after
the recruitment in the Local Authorities while the respective Boards are
there for the parastatal bodies.
(iv)
Pay Research Bureau The Bureau is responsible for making

appropriate recommendations for salary grading and conditions of
service and for ensuring that its recommendations are properly
interpreted and implemented. Consequently, the Departmental and
Implementation Monitoring Committee and the Central Implementation
and Monitoring Committee (CIMC) has been constituted. The CIMC is
chaired by the Senior Chief Executive, Ministry of Civil Service and
Administrative Reforms where PRB is a member.
(v)
The Ministry of Technology, Communication and Innovation is

responsible for improving and modernising the IT infrastructure
throughout the Civil Service.
(vi)
The new Ministry of Good Governance and Financial Services would

assist organisations in adopting/adapting the principles of transparency
and accountability and good governance in their day to day
management. As such CEOs have to be accountable for any decision
taken.
The resources of these six institutions have to be pooled together, for

transformation to take place.

5.7
Public Sector Management Reforms (PSMR) are initiatives taken 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.
5.8
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.
5.9
In addressing issues of PSMR, particular attention is paid to economic, social,

political, environmental and technological considerations with focus on
improvements in outcomes to transform the Public Sector.
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5.10
In its successive Reports, the Bureau has made wide-ranging

recommendations in respect of Public Sector Management Reforms, the
striking ones being Programme-Based Budgeting (PBB) and PMS in the context
of the Medium Term Expenditure Framework (MTEF), Gemba Kaizen, ISO
Certification, Misty Shopping, among others. Recommendations pertaining to
Customer/Counter Services Scheme were also made.
The overall
effectiveness of the measures taken were assessed through Exit Interviews
and surveys.
5.11
Consequently, a series of reforms were undertaken by Ministries/Departments

and other sectors to keep pace with development in the ever-changing and
evolving context of the then New Public Management Initiatives.
5.12
In the above context, appropriate strategies were crafted to respond to the main
challenges faced by the public sector environment. In this respect, the Bureau
recommended, inter alia, the maintenance of the Public Sector Reforms
Steering Committee (PSRSC); the spearheading, implementation and
monitoring of the reform initiatives by the MCSAR.
5.13
The 2013 PRB Report reiterated the provisions made in respect of reform
initiatives in the public sector taking into consideration the socio-economic
landscape of the country.
5.14
Subsequently, the EOAC Report recommended the establishment of a

permanent hierarchical structure to clearly delineate between responsibilities
and streamline the reform process throughout the Public Sector.
5.15
The main components of the structure are as follows:

(a)
The Reforms Steering Council (RSC);
(b)
The Strategic Policy Unit (SPU);
(c)
The Public Sector Re-engineering Bureau (PSRB); and
(d)
Reforms Cells.
Recommendation 1
5.16
We recommend that the above components of the permanent hierarchical

structure which clearly delineate between responsibilities and which
streamline the reform process throughout the Public Sector should be
maintained.
Working Environment
5.17
In our quest for transforming the Civil Service for enhanced service delivery, we
have laid emphasis for the provision of a conducive working environment for all
public officers.
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Pay Review 2016
5.18
Another important factor regarding safety and health governance is a

fundamental part of an organisations overall risk function. Failure to manage
safety and health risks effectively entails both human and financial costs.
5.19
Supervising Officers in Ministries/Departments should have an important role in

ensuring that public officers are provided with working environments that are
safe and without risk to health.
5.20
In this respect, Supervising Officers should ensure that the recommendations

made by Safety and Health Officers through risk assessments and safety audits
are taken on board as enunciated at Chapter 18 of this Volume.
Reform Cells in Ministries and Departments

5.21
To facilitate the implementation of reforms approved by the Council, the EOAC

recommended that each Ministry and Department re-activates the Reform Cells
to coordinate with the Public Sector Re-engineering Bureau and the Project
Management and Delivery Unit in a more pro-active and efficient manner.
5.22
A Reform Cell is chaired by an officer not below the level of Deputy Permanent
Secretary (formerly known as Principal Assistant Secretary) and includes all
Heads of Section as well as representatives of Staff Associations or recognised
Unions.
5.23
Each Reform Cell, inter alia:

(a)
monitors and identifies weaknesses hindering the progress within the

organisation;
(b)
reviews processes, operations, and procedures to improve service

delivery;
(c)
facilitates the effective implementation of all relevant approved reform

initiatives within the scope of their unit;
(d)
devises an annual training plan for all members of staff after conducting
a training needs analysis;
(e)
develops, schemes for performance-related incentives based on agreed

criteria and desired outputs; and
(f)
provides regular reports on the progress, observations, and suggestions

to the Public Sector Re-engineering Bureau and the Office of Public
Sector Governance.
Reform Cells in Parastatal Bodies and Local Authorities

5.24
EOAC recommended that the Office of Public Sector Governance ensures that
Reform Cells be initiated in all Parastatal Bodies and Local Authorities to review
individual structures, human resource utilisation and their scope of activities.
Their assignment would be aligned with those of the Reform Cells in Ministries
and Departments.
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Ministry of Finance and Economic Development (MOFED)

5.25
The Ministry of Finance and Economic Development shall strive to:

(a)
provide the necessary support to Ministries, Departments, Parastatal

Organisations, and the Local Authorities;
(b)
actively initiate reform initiatives falling under its jurisdiction for approval
by the Reforms Steering Council and assist in the subsequent
implementation process; and
(c)
collaborate with the Reforms Steering Council and the Ministry of Civil
Service and Administrative Reforms in the elaboration of their
Performance-Related Reward and Incentive Scheme for various
Ministries and Departments as well as in Parastatal Bodies and Local
Authorities.
Continual Training and Development

5.26
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.
5.27
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
which are linked with our reward strategy over and above academic
qualifications and experience. Moreover, continual training should be strongly
linked with career path and career progression as expatiated at Chapter 9 of
this Volume.
Recommendation 2
5.28
Head of Organisations should ensure that, to the extent possible, training

be provided at all levels.
Consolidation of Schemes of Service

5.29
It is observed 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.
5.30
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.
5.31
Generally 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.
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5.32
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 3
5.33
We recommend that 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
5.34
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.
Recommendation 4
5.35
The Public Sector Reforms Steering Council should, in consultation with

the Public & Disciplined Forces Service Commissions (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

5.36
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.
5.37
The use of IT across the Public Sector has the objective of modernising the
system for improved service delivery. Many Ministries, Departments and
Organisations have recognised the increasing importance of electronic systems
and have adopted many E-Government initiatives.
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5.38
5.39
Recommendations have been made 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; and
(iii)
computerisation and automation of work processes.
Provision was made for a designate position of Head ICT to lead e-Government
projects and initiatives in Ministries/Departments/ Organsiations.
Recommendation 5
5.40
We recommend that Ministries/Departments/Organisations should

provide the necessary support to the Head ICT in respect of e-Government
initiatives.
Reforms Process
5.41
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.
5.42
Reform initiatives should be pursued till the end so as to reap the benefits
thereof.
5.43
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.
Knowledge Management
5.44
We are living in a world of rapid change driven by globalisation, the knowledgebased economy coupled by ever-fast development of information,
communication and technology (ICT). This change, however, not only poses
some challenges, but also offers opportunities for both private and public
sectors alike.
5.45
Knowledge Management (KM) has for sometimes been at the core of

government tasks inseparable from strategy, planning, consultation and
implementation (OECD 2001). However, evidence drawn from the existing
literature suggests that public sector is falling behind in these practices.
Governments are now realising the importance of Knowledge Management to
its policy-making and service delivery to the public and some of the government
departments are beginning to put Knowledge Management high on its agenda.
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Awareness of Knowledge Management in the public sector

5.46
A major component of successful Knowledge Management practice is raising

its awareness not only to managers at all levels, but also to frontline personnel.
The concept of KM need to be better understood and benefits much talked
about by everyone in the organisation in order for the organization to be
conducive to the KM practices.
Managing Organisational Knowledge

5.47
The essence of managing knowledge is concerned with deciding with whom to

share, what is to be shared, how it is to be shared, and ultimately sharing and
using it. Managing knowledge produces value when shared knowledge is used
and reused.
Benefits of Knowledge Management

5.48
In an organizational setting, benefits can occur at two level; individual and

organisational. At the individual level, KM provides employees opportunities to
enhance skills and experience by working together and sharing other peoples
knowledge and learn from each other, thereby improving personal performance,
thereby leading to better career development.
5.49
At the organisational level, KM provides two major benefits for an organisation:

(i)
Improving the organisations performance through increased efficiency,

productivity, quality and innovation.
(ii)
Organisations that manage knowledge claim higher rates of productivity.

By having greater access to their employees knowledge, organisations
make better decisions, streamline processes, reduce re-work, increase
innovation, have higher data integrity and greater collaboration.
Importance and need of Knowledge Management for government

5.50
The management of knowledge is of increasing importance for governments in

dealing with the challenges created by the knowledge economy.
Civil Service Reform

5.51
Developments taking place at both regional and international levels, dictate that
the Civil Service, as the key engine that facilitates the socio-economic
development of the country, has to constantly innovate and deliver timely results
that are of high quality and value.
5.52
In its 2015-2019 Programme, Government has taken the commitment to

bringing transformational changes in the Civil Service so as to render it
responsible and responsive through the implementation of a series of measures
focusing on Human Capital Development, Streamlining of Processes and
Optimization of Information and Communication Technologies.
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5.53
The aim is to ensure the readiness of public officers at all levels by equipping
them with the necessary knowledge, skills and attitude to better adapt to a
modern and results-oriented business environment. The onus to act in a
responsible and professional manner, therefore rests on public officers
themselves who should always bear in mind that the results of their actions
impacts heavily the lives of the Citizens.
Recommendation 6
5.54
The Ministry of Civil Service and Administrative Reforms, through the

Civil Service College, Mauritius should accordingly arrange for
appropriate training programmes to be dispensed to professionals and
other senior officials involved in project management.
Customer Satisfaction Survey

5.55
So far, the Ministry of Civil Service and Administrative Reforms conducts annual
Mystery Shopping exercises in some selected organisations where services are
dispensed to the general public. The results obtained are shared with the
respective Ministries/Departments for appropriate action.
5.56
Taking into consideration that feedback on citizens direct experience with

public services is extremely important in policy formulation and to improve
delivery of services, the Ministry of Civil Service and Administrative Reforms, in
collaboration with Statistics Mauritius, is introducing Annual Customer
Satisfaction Surveys in the Civil Service.
The right Mindset for a Modern Civil Service

5.57
It is an undeniable fact that the use of Information and Communication

Technology (ICT) has brought significant changes to business practices,
impacting positively on individual and organizational performance. ICT has,
thus, become an indispensable tool enabling the highly desired shift from the
business as usual mode of operation to a smarter way of doing things. This
trend, which is worldwide, is bound to continue in the Civil Service. While use
of technology will be helpful to modernize business practices, the role of public
officers as users of systems is of paramount importance. This undoubtedly
requires a new mindset on the part of public officers.
5.58
With a view to strengthening the capacity of the Ministry of Civil Service and
Administrative Reforms in its endeavour to promote good governance and
ethical behaviours at all levels, the Public Service Bill is under process.
Quality Initiatives
5.59
With a view to further enhance the quality of services being delivered by Public
Sector Organisations, the Ministry of Civil Service and Administrative Reforms
is facilitating the implementation of some Quality Initiatives. These initiatives
have indeed enabled the participating organisations to streamline their work
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processes and procedures. Efforts will therefore be sustained at the level of the
Ministry of Civil Service and Administrative Reforms to further increase the
participation level in such initiatives.
Performance Management System
5.60
The Performance Management System was implemented on a pilot basis in a

few Ministries/Departments in 2006 and has, since, been gradually extended to
cover the whole civil service. Following intensive sensitization and training
sessions across all levels of public officers and based on feedback and
comments received from various stakeholders, international consultants and
the Pay Research Bureau itself, the PMS processes have, in 2012, been
streamlined and the appraisal forms simplified.
5.61
The most significant achievements realized so far with respect to PMS

implementation are as follows:
(i)
Phasing out of Annual Confidential Report in 2013;
(ii)
PMS established and accepted as the official tool for appraising and
reporting on individual performance;
(iii)
Grant of annual increment is performance-based; and
(iv)
Filling of Performance Appraisal Form is mandatory and the compliance

rate is satisfactory.
Executive Performance Management Review for Supervising Officers

5.62
The MCSAR is also coming up with an Executive Performance Management

Review for Supervising Officers. Performance Appraisal system will be the only
instrument used to assess individual performance as from January 2013.
Accordingly, 3 types of Performance Appraisal Forms had been devised,
namely for Senior Management Staff, Workmens Group and General Staff.
5.63
To cater for the whole of the Civil Service, the MCSAR has devised an Executive
Performance Management Review (EPMR) form for Supervising Officers. The
EPMR would be an important step towards managing performance of
organisational level.
5.64
The EPMR would reflect accountability and commitment of Supervising Officers

to the achievement of strategic goals through evidence-based performance
information. Instead of Appraiser/Appraisee interaction on performance review,
the system would provide for self-assessment of Supervising Officers with
respect to key commitments that have been undertaken at the start of the
Performance Management Cycle. Thereafter, the Head of Ministry/Secretary
to Cabinet and Head of the Civil Service would submit their views thereon.
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Consolidation and Sustenance

5.65
The MCSAR is satisfied that PMS is now starting to take root as an important
strategic tool to better manage human resources in the public service. There is
need, however, to consolidate the system further and ensure its long-term
sustenance.
5.66
A yearly monitoring exercise is conducted by the MCSAR to ascertain the level

of compliance with established PMS procedures and also to gather feedback
and suggestions.
Recommendation 7
5.67
We recommend that periodical evaluations be conducted to assess the

outcome of PMS implementation in the service, its impact on management
of HR and on delivery of services and also to take remedial measures
likely to enhance its effectiveness.
Performance Related Incentives

5.68
The salary package comprising basic salary, annual increment, overtime, extraduty, adhoc and other allowances already provide incentives to cater for
situations where an individual officer delivers beyond his expected level of
performance.
5.69
It is proposed to work out options for non-financial incentives as a means

to recognize individual excellence in service delivery revamped Public
Service Excellence Award Scheme with revised evaluation criteria may be
the appropriate instrument for rewarding excellence at organisational/
group or unit level.
Monitoring of organisational performance

5.70
Now that individual performance appraisal system is beginning to get

entrenched in public service management, there is need to align individual and
organizational performance for the system to be really effective.
Recommendation 8
5.71
We recommend that the roles of the Public Service Reengineering Bureau,

Reforms Steering Council, Public Sector Efficiency Bureau need to be
harmonised for enhanced capacity building at institutional level.
Human Resource Management Information System (HRMIS)

5.72
Along with the Performance Management System (PMS), the Ministry of Civil
Service and Administrative Reforms is leading an unprecedented reform
initiative, namely the Human Resource Management Information System
(HRMIS). The system will not only establish an online human resource
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database for the Civil Service, but will also re-engineer the human resource
management functions and related Financial Operations.
5.73
In addition to the Human Resource and Payroll Modules, the HRMIS also
provides for a Self-Service application which will enable all Civil Servants,
irrespective of grade, to access, and to some extent amend their basic details
within a defined and secured environment. The HRMIS is expected to be fully
operational in all Ministries/Departments by end 2016/early 2017.
5.74
Several tasks such as computation of leaves and passage benefits, pensions

as well as payment of salaries will be carried out almost instantly with a click of
the button. Furthermore, the system will create synergy between the HR and
Finance Divisions enabling employees to benefit from fast services.
Implementation of the system will considerably relieve them from routine works.
Strategic Human Resource Planning and Management will become possible in
the Civil Service resulting in a judicious use of human and financial resources
across the Civil Service.
5.75
In order to enjoy the maximum benefits of the HRMIS, it will have to be well
understood and utilized by all officers of the HR Cadre as well as those of the
Financial Operations Cadre dealing with Payroll.
The success and
sustainability of the HRMIS therefore depends highly on the commitment and
dedication of these officers. The role of the Human Resource Division in
Ministries/Departments is therefore vital to ensure successful implementation of
the HRMIS Project.
5.76
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.
Recommendation 9
5.77
We recommend that all Ministries/Departments should continue to

provide support to the Ministry of Civil Service & Administrative Reforms
for the mounting and effective implementation of the HRMIS.
Role of technical staff of the Ministry of Technology, Communication and

Innovation (MTCI)
5.78
Implementation of sizeable and complex projects, like the HRMIS, in a

seamless manner relies much on technical back-ups and support. Users of the
system should at no single moment be confronted with an unreasonable
downtime period, due to hardware or connectivity or bandwidth problems. The
different Technical Divisions of the Ministry of Technology, Communication and
Innovation (Central Informatics Bureau, Central Information Systems Division,
IT Security Unit and the Government Online Centre) have therefore a proactive
role to play so that all technical problems are identified and sorted out within the
least possible delay.
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Recommendation 10
5.79
We recommend that the MTCI puts at the disposal of MCSAR a pool of

well-trained technical team to be responsible for all technical matters and
to also devise strategies for sustainability of the HRMIS Project. For
practical reasons, the team should be accountable to MCSAR. The terms
of reference of the team should accordingly be clearly defined by MTCI
and MCSAR.
Technical Support to Ministries/Departments for ICT Projects (within an HR

perspective)
5.80
The Ministry of Technology, Communication and Innovation has within its eGovernment strategy, identified several areas in different Ministries/
Departments where e-services could be delivered to the citizens. It thus goes
without saying that a digital revolution is taking place and there is no doubt that
in a very near future, these initiatives will considerably change the landscape of
the Civil Service.
5.81
The successful achievement of e-Government initiatives depends a lot on the

level of synergy among those involved in managing projects. Due to inadequate
technical support, Ministries/Departments are at times left on their own in
managing ICT projects. They are indeed required to handle almost all matters,
from start to end, with a view to ensuring timely implementation of such projects,
in spite of the presence of Project Managers of the Central Informatics Bureau,
who instead of driving projects for Ministries/Departments, only provide
consultancy services. In the 2013 Report of the Director of Audit, shortcomings
have been highlighted in the functioning of the various technical divisions of the
Ministry and appropriate recommendations have also been made with a view to
ensuring adequate support to Ministries/Departments for the timely
implementation of e-Government projects.
5.82
Given that adoption of e-Government in the various Ministries/Departments is

inescapable to bring our country to a higher level of development, the different
technical arms of the Ministry of Technology, Communication and Innovation
need to act differently by taking the lead role and facilitate implementation of
projects across the service. As such all technical issues related to e.g.,
connectivity, hardware/server management, bandwidth capacity, choice of the
type of software, security matters, required etc., should be handled by them.
Recommendation 11
5.83
We recommend that the Ministry of Technology, Communication and

Innovation should thus allocate the services of dedicated teams to
Ministries/Departments.
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5.84
We further recommend that the Ministry of Technology, Communication

and Innovation takes appropriate steps to provide adequate training to its
technical staff to equip them with the necessary skills and attitude to
better support Ministries/Departments in achieving their respective
targets.
5.85
We also recommend that the Ministry of Technology, Communication and

Innovation should arrange with the Ministry of Civil Service and
Administrative Reforms for the proposed training to be dispensed by the
Civil Service College, Mauritius.
Human Resource Development (HRD) Strategy

5.86
The HRD Strategy should be aligned with the overall vision of the Government
as enunciated in the Government Programme 2015-2019 Achieving
Meaningful Change. In this context, a series of cutting edge measures must
be implemented to bring a transformational change in the civil service with focus
on human capital & talent development and optimization of information and
communication technologies as a tool for training and development.
5.87
The contribution that human resources make, is only one of several factors that
determine the effectiveness of public service delivery.
Organisational
performance depends on factors such as the organizational climate, rules and
regulations, procedures and practices, techniques and technological
applications. To be effective, training needs to support and facilitate the reform
initiatives both in the environmental and motivational spheres. With the advent
of major government projects such as Human Resource Management
Information System and Performance Management System, a broader
dimension and orientation will be given to the training function to render it more
demand-driven, performance based and reforms oriented in the civil service.
5.88
As training is only one of several measures needed for enhancement of

performance and achievement of organizational objectives, the HRD
strategy has to be synchronized with other measures contributing for a
shared vision and common objectives.
Civil Service College Mauritius (CSCM)

5.89
The CSCM will set the foundation and framework for the institutional support
towards capacity building and Human Resource Development through lifelong
learning, training in ICT, e-learning and also multi-skilling. The college will help
to systematically expand training and development efforts across all levels of
the civil service and also for the various sectors including state-owned
enterprises and parastatals.
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5.90
The college will also help to bridge performance gaps identified during
performance appraisal of public officers and make a positive impact on overall
productivity in the civil service. It is also proposed to give a regional dimension
to the college with linkages to other public service training institutions in Africa,
Asia and the Indian Ocean. The CSCM will be the central training institution
and the apex body.
Recommendation 12
5.91
We recommend that each Ministry/Department should be required to

contribute a defined percentage of its training budget to CSCM through
the MCSAR.
5.92
The Civil Service College has an important role to play in capacity building. The
College and the Public Sector Re-engineering Bureau as well as the Reforms
Cells must work together to establish a framework for the delivery of wellstructured training programmes geared towards improved performance and
effective service delivery.
5.93
While mounting training courses, the College should focus on induction

programmes for newly-recruited employees, training and skills development
programmes for serving employees; specific on the job-related training; training
and executive development for senior management staff; reskilling programmes
for redundant employees; and refresher courses, workshops, seminars to
encourage the sharing of learning and experience at national and regional level.
E-Learning Strategy through Leaning Management System (LMS)

5.94
Ministries and Departments must make a maximum use of online courses

through the LMS. The development of e-learning courses in the public sector
will complement traditional courses, with a number of outstanding advantages
for public institutions and public officers, including reduced costs.
5.95
The LMS will strengthen professional and personal development and provide
universal access to learning in the Civil Service. The learning web-based
platform must reach a very large number of public officers, while management
of courses will be simplified and logistical constraints reduced. The LMS will be
used to promote e-learning culture to contribute to build knowledge and selfconfidence and encourage public officers to take responsibility for their own
learning and self-development.
Training Needs Assessment (TNA)

5.96
A Training need is the gap between the desired and actual levels of
performance in the organisation. Where performance standards are laid down,
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deficiencies in performance can easily be measured by observing actual

performance and comparing it with the prescribed level of performance. Listing
the competency requirement for each of the functions needed to fulfil
organisational objectives and the level of proficiency required therein, will point
to training needs. Difference between the competency requirements of the post
and the competency levels prescribed for recruitment to the post will help to
identify training needs for induction courses.
Recommendation 13
5.97
We recommend that every Ministry/Department will have to carry out

periodic training needs assessments in respect of all the functions of the
organisation. In cases where the necessary expertise is not available in a
specific department, the services of Human Resource Managers should
be sought.
Monitoring & Evaluation (M&E)

5.98
The successful achievement of strategic goals and objectives depends highly

on how implementation of programmes and projects are being monitored,
evaluated and timely corrective measures taken.
5.99
Monitoring and Evaluation (M&E) is a process that helps improving performance

and achieving desired results. Its goals is to improve current and future
management of outputs, outcomes and impact. It is mainly used to assess the
performance of programmes and projects by establishing links between the
past, present and future actions.
5.100
In view of the considerably huge amount of public funds being mobilised to

implement major projects under the supervision of Ministries/Departments, it is
believed that its high time that the M&E becomes part and parcel of the project
management process in the Civil Service.
5.101
Monitoring and evaluation help improve performance and achieve results. More
precisely, the overall purpose of monitoring and evaluation is the measurement
and assessment of performance in order to more effectively manage the
outcomes and outputs.
5.102
Benefits of training will only accrue to the organisation and the individual if
trainees get adequate opportunities to apply the knowledge and skills they have
acquired. This is possible only if the trainee is employed on duties where there
is scope to apply these skills. Hence the departments placement policy and
training plan must be linked. This requires the support and co-operation of line
managers.
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Recommendation 14
5.103
We recommend that arrangements be made by Ministries/Departments for

proper monitoring and evaluation of performance.
Conclusion
5.104
The Bureau considers that the above recommendations be implemented

by Ministries/Department/Organisations in order to help the
Transformation of the Public Sector to happen.
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6.
Review of Organisation Structures
REVIEW OF ORGANISATION STRUCTURES
Introduction
6.1
The Pay Research Bureau is responsible, among others, for the review of pay
and grading structures in the Public Sector comprising the Civil Service,
Parastatal Bodies, Local Authorities, the Rodrigues Regional Assembly and the
Private Secondary Schools.
6.2
As is the practice in every general review, for the sake of improved efficiency
and effectiveness, the Bureau invites and examines proposals for restructuring
from both the official and the staff side.
6.3
This review is no different from previous ones where many submissions have
been received in connection with new grading structures. Some organisations
even made representations for an overall restructuring. We equally received
proposals from individuals to the effect that organisation structures should
provide more opportunities for their career progression.
Past PRB Recommendations

6.4
In the 2008 Report, through its recommendations, the Bureau encouraged

organisations to move towards flatter structures.
Wherever this was
implemented, longer salary scales were provided for improved career earnings.
6.5
Along similar lines, based on survey findings and submission of parties, the
Bureau, in its 2013 PRB Report, advocated flatter and IT supported structures
with polyvalent grades for greater flexibility.
Merging of grades was
recommended where it was found to be consistent with the functional needs
and requirements of the organisation. Emphasis was also laid on the
responsibility of the Supervising Officer as regards creation of grades.
Guidelines for the creation of grades were enunciated and a conceptual
framework for organisation design recommended.
EOAC Recommendations
6.6
The Errors, Omissions and Anomalies Committee Report recommended the

setting up of a Public Sector Re-engineering Bureau under the purview of the
Ministry of Civil Service and Administrative Reforms, to, inter-alia, develop the
necessary management and operational organigram to promulgate on optimal
structure for the delivery of services in the Public Sector.
6.7
It equally recommended that the Office of Public Sector Governance ensures

that Reform Cells be initiated in all Parastatal Bodies and Local Authorities to
review individual structures, human resource utilisation and their scope of
activities.
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Proposals of Management
6.8
In January 2015, the Bureau issued a Circular to all Heads of

Ministries/Departments/Organisations inviting proposals for any reengineering/structural change including, among others, delayering, merging of
grades, multi-skilling, creation of additional levels, redefinition of job
specification, job enlargement, job-enrichment and restyling of posts which
would enable their organisation to have a fit-for-purpose structure to deliver on
their mandate more efficiently and effectively.
6.9
During Consultative meetings that were subsequently held with the

Management of the different organisations, the Director, PRB invited the Chief
Executives/those acting in that capacity to expatiate on the roles, mission,
vision, and organisational strategy and objectives. He requested them to
enunciate on the evolution of the activities and future orientation of the
organisation. At the very outset of each meeting, parties were informed that
grades would not be created for the mere sake of giving promotion. It is only
on the basis of functional needs and organisational requirements that such
requests would be considered. It was also emphasised that grades are created
only when they bring added value to the mandate of the organisation, that is,
produce more and better results, deliver higher levels of efficiency and
effectiveness and meet customer expectations.
Submissions of the Staff

6.10
Most representations made from the staff side pertained to, among others,
restructuring of cadres, creation of additional levels for promotional prospects,
in some cases merging of levels for career earnings, whilst in others the
demerging of combined grades to restore seniority and supervision. Requests
for new job appellations were also received to be more attuned with the duties
being performed.
Survey on Organisational Structures

6.11
A survey questionnaire was administered to all Heads of Public Sector

orgnisations requesting them to submit their suggestions on how to improve
organisational structures for a more responsive service. Of those who replied,
53% proposed to renew schemes of service of grades to redefine job
responsibilities and about 40% suggested the creation of polyvalent grades to
perform more than one function.
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Observations and Recommendations

6.12
We have carried out an in-depth analysis on the existing organisational

structures and their functioning as well as on each and every written/oral
submission received. The following was noted:
(i)
Organisational review was almost synonymous to the creation of grades

and restyling of existing positions. Structures enable an organisation to
determine where jobs should be placed in a hierarchy, to define pay
levels and the scope for pay progression and provide the basis on which
relativities can be managed. Excessive bureaucracy with work being
checked and rechecked by staff at successive grades leading to
monotony and inefficiency.
(ii)
Public sector organisations are predominantly organised by functions

with a hierarchy of personnel.
(iii)
Bureaucratic pathologies still exist such as weakness in the

implementation of programmes, use of outdated information technology,
insufficient attention on deliverables, performance management and
results and overlapping of responsibility.
(iv)
Operational requirements of certain organisations make it necessary for

structure to be multi-layered.
(v)
In professional hierarchies, cadre structures vary for similar range of

salaries.
(vi)
Few structures are lean and flat.
(vii)
More emphasis is placed on careerism instead of productivity and

commitment reinforcing the importance of promotion as the only means
of progression.
(viii)
In many parastatal organisations (irrespective of their size and scope of

activities), there is a tendency to align on the structures obtainable in the
Civil Service and in some cases without justification.
(ix)
Physical aspects of organisation such as space, environment and

ergonomics are at times overlooked.
(x)
In many instances request was made for the creation of promotional

grades to relieve stagnation or to provide additional monetary gains for
those nearing retirement.
(xi)
There is a general understaffing with respect to existing workload across

public sector organisations.
(xii)
Budget constraints set limits to the filling and/or creation of posts.
(xiii)
In some organisations, the structure was not utilising every piece of

equipment to facilitate the existing processes.
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Pay Review 2016
6.13
The reasons put forward by organisations for restructuring include: to sustain

the current needs of the service and to be able to meet future challenges; to set
up a more productive human resources strategy to rationalise the system of
staffing in various departments; to cope with new challenges and in view of the
increase scope of responsibilities and the increase in the annual budget;
expansion of activities; the impact of IT on work processes; to be more
responsive to customer needs; natural constraints on finance and the need to
work smarter rather than harder; and to be able to quickly turn strategies into
action and take rapid decisions to respond to the new imperatives of the
evolving sector.
6.14
Demands were made for the review of grading structures in Support Cadres.
Apparently, the demerging of grades by the EOAC in such cadres for the
purpose of restoring control and supervision has led to several claims from the
staff side. Whereas, on the one hand, for the sake of supervision, a new level
has been supposedly restored, paradoxically on the other hand it is also noted
that the level has been made evanescent. This had led to frustration and
demotivation among staff of the lower rungs. The moreso as established
internal salary relativities have been seriously disturbed.
6.15
The challenge posed was not only to restore the relativity but also to come up
with a grading structure commensurate with the different levels of
responsibilities required to discharge an effective and efficient service and
which is also supportive of the career aspirations of the employees.
Recommendations in this regard have been made where appropriate under the
respective literature of the relevant organisations.
6.16
For this review, in accordance with our theme of Transformation, we tend to

subscribe with the UNDP which states in its Report on Public Administration
Sector Study in Bangladesh (2007) that in order to better serve the citizens and
enable appropriate economic and socio-cultural development, the Civil Service
needs to evolve: from being hierarchical, centralized, and bureaucratic into
being efficient, empowered, creative and responsive; and stakeholderoriented, transparent and accountable.
6.17
The Bureau therefore reaffirms its previous recommendations for flatter

and IT supported structures with polyvalent grades, wherever this can be
done, for greater flexibility. We believe that there is need for more
accountable organisations where: the structure supports the vision and
is designed to achieve the set objectives; there is clarity of roles and
accountabilities within processes in terms of who are responsible for
what to avoid confusion and to increase efficiency and transparency; the
structure has the adequate number of levels of responsibilities with
minimum reporting line to facilitate decision taking and to achieve results;
there is empowerment of employees to be innovative and take decisions
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commensurate with their responsibilities and orientation is more on the

service and the client/public.
6.18
We consider that each head of organisation should periodically review the

mission, vision and strategy of his organisation. This should be done to:
(i)
evaluate organisational performance against the set objectives;
(ii)
check and ensure consistency between mission, vision and

strategy; and
(iii)
ensure that the organisational structure is still fit for purpose.
6.19
In the light of such reviews, a restructuring exercise may be envisaged to

maintain the momentum of the organisation, if need be.
6.20
Management should pay special attention to the ergonomics of the

workplace, that is, layout and provision of basic office supplies and
equipment;
6.21
Organisations should establish and nurture cooperative working

relationships among people and group to perform activities in a more
customer satisfying manner.
************
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7. PERFORMANCE MANAGEMENT SYSTEM

7.1
Managing and developing people are core management functions of any

modern organisation. In this perspective, Performance Management System
(PMS) is designed to formalise and facilitate this process. Its main objective is
to improve the organisational performance to the benefit of both the
organisation as well as its employees. Performance Management improves
organisational effectiveness as well as individual and team performance. The
PMS processes provide means of bringing and consolidating relationship with
people, identifying training and development needs as well as talent and
potential planning, learning and development activities and making the most of
the talent possessed by the organisation.
7.2
Properly carried out PMS should be seen as a means of increasing the

engagement and motivation of people by providing positive feedback and
recognition. It is an ongoing process between Appraiser and Appraisee
whereby feedback is given and shortcomings may be addressed immediately.
In fact, PMS is built on openness and expected to facilitate:
(i)
the alignment of employees on the strategic goals of their organisation;
(ii)
systematic and proactive staff development; and
(iii)
foster good industrial relations between supervisors and supervisees so

as to develop better understanding and engagement.
7.3
Besides, PMS may also be used for providing HR related information, that is,
identifying development as well as training needs and also to address areas of
under performance.
7.4
Over the last Reports, the Bureau has systematically advocated for the
implementation of PMS in the Public Sector in a surge of Accountability for
results. This is testimony to the fact that the Public Sector is heading towards
the establishment of a performance oriented culture in line with its vision for a
Professional and Modern Public Sector committed to excellence.
7.5
We are aware that considerable progress has been achieved in the field of PMS
in the Public Sector.
However, many difficulties have been
encountered/reported at implementation stage and which necessitate
immediate remedial measures. In this Report, we are further consolidating the
pillars on which PMS stands and we are making provision to simplify procedures
and PMS forms so as to facilitate implementation and make the system user
friendly and cost effective. Additionally, we are making provision for addressing
the issue of underperformance. We are also reporting on Executive
Performance Management Review (EPMR) for Supervising Officers of
Ministries/ Departments which is being implemented on a trial basis as from this
year and revisiting PMS processes and forms for employees of the Workmens
Group.
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Historical Background
7.6
The introduction of the concept of performance dates back to more than two
decades ago. Since 1987 the Bureau has drawn the attention for performance
to be reviewed regularly and for the design of an improved appraisal system.
Consequently, the Steering Committee on the PMS Improvement Programme
appointed a Sub-Committee to work on the review of the Performance Appraisal
System as it was an essential tool to increase productivity in the public sector
in general.
7.7
Since then, we have in successive Reports, highlighted the benefits of PMS to

the employee and to the organisation as well. As from 1994, the Ministry of
Civil Service and Administrative Reforms implemented PMS on a pilot basis at
the Ministry of Agriculture & Food Security, Ministry of Health & Quality of Life,
Ministry of Foreign Affairs, Regional Integration and International Trade and the
Ministry of Civil Service & Administrative Reforms. However, it was observed
that PMS being a new system, there was a reluctance to change. We also then
recommended the replacement of the System of Confidential Reporting by an
appraisal system. Performance Management and the appraisal system were
strongly resisted. It was reported that cultural differences, perceptions of
favouritism, biased ratings were impediments in the implementation of the
system.
7.8
In an attempt to instil a performance culture across the public sector, the Bureau
has in its 2003 and 2008 Reports advocated for the implementation of a PMS.
In 2008, the Bureau made recommendations to facilitate the implementation of
PMS in the public sector. It further recommended the phasing out of the CR
and the adoption of Performance Appraisal Reports by PSC as from January
2013. Ultimately, the CR which was so criticised for its opaque characteristic,
was replaced by the more transparent PMS system since January 2013 and as
from that date the reporting system to the PSC would comprise:
(i)
the Performance Appraisal Report on the officers concerned; and
(ii)
a Report on fitness for promotion on each officer concerned.
7.9
This recommendation was in fact made in the 2008 PRB Report which also
contained an array of other recommendations and steps to ensure the effective
implementation of PMS across the Public Sector.
7.10
After attaining this first milestone, other objectives are being targeted. These
pertain to measures meant to further facilitate the implementation process and
for generating HR related information which is crucial in decision making in
certain instances.
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PMS A Practical Managerial Tool in the Public Sector

7.11
As we have stated earlier PMS should be used more as a development tool to

improve organisational effectiveness and performance of employees. The
whole process should be simplified and made understandable.
7.12
PMS has the characteristic of being transparent. It is not based on fault finding.
It is rather an exercise meant to improve employees as well as organisational
efficiency through identification of performance gaps and providing thereto
related training. It should be seen more as a formal or informal conversation
between the appraiser and appraise where attainable goals are discussed and
agreed. Regular informative and easily interpreted feedback are provided and
performance problems are discussed as they happened in order that immediate
corrective actions are taken. Additionally, the training that needs to be
dispensed is also easily identifiable and appropriate actions may be taken. In
fact, all the steps in the PMS are easily implementable.
7.13
In the light of all these, PMS may be considered as a practical management tool
in the public sector.
PMS and Transformation

7.14
According to the theme chosen by the Bureau, the transformation of the public
sector is expected to take place for better service delivery to meet citizens
needs, non-citizens needs and other stakeholders needs. To this end, the role
and responsibilities of the six main institutions involved have been described at
Chapter 5 of this Volume. Alignment of resources of these institutions would
positively impact upon the organisations as well as their employees leading to
improved performance in the whole public sector for the benefit of users of
public service.
7.15
Focus is here on an integrated and systematic approach to improve

organisational performance to achieve strategic aims. PMS will act as a catalyst
to boost up the synergy among the six main institutions. For instance better
performance will generate greater synergy which will result in greater
responsiveness to citizens as well as non-citizens needs.
Present Position
7.16
PMS has been established as an important management tool as evidenced by

the findings of surveys carried out by the Bureau and the MCSAR. The survey
carried out by the MCSAR is on the Monitoring of PMS for Performance
Management cycle 2014 and the first phase of 2015. Whereas the Bureau has
carried out a survey in the context of the 2016 Report to assess the current
status and to take cognizance of problems encountered in the implementation
of PMS and to seek views of stakeholders concerning the eventual use of PMS.
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Survey on PMS
7.17
The survey carried out by the Bureau aimed at capturing data concerning the
problems encountered by organisations and the particular stage at which
difficulties were met. It was also used to collect Respondents views concerning
the simplification of processes as well as the use of PMS.
7.18
The Survey Questionnaires were addressed to the Head of

Ministries/Departments, Chief Executives of Parastatal Bodies, Heads of Local
Authorities as well as Head of Department (Rodrigues Regional Assembly). Out
of the organisations surveyed, 108 responded to our invitation and filled in the
survey form. Out of these, 38 were from the Civil Service, 63 from Parastatal
Bodies whereas seven (7) were from the Local Authorities. It should be pointed
out that many among the Parastatal Bodies did not respond to parts of the
questionnaire except the PMS.
Survey Findings
Implementation of PMS
7.19
In the Civil Service, 95% of organisations surveyed aver having fully

implemented PMS. It should be noted that one Ministry has been recently set
up and hence has not been able to implement PMS within the short time period.
Out of the 63 Parastatal Organisations which responded to the survey only 15,
representing 24%, claimed having implemented the PMS. 22 others (around
35%) stated that they are at sensitisation stage while 12 others (19%) had
stated encountered problems at design stage. As far as Local Authorities are
concerned five organisations (71%) stated having implemented the PMS.
7.20
In the Civil Service, 26% of Respondents had difficulties at implementation

stage whereas in the Parastatal Bodies, 67% out of those organisations which
have implemented PMS had difficulties at implementation stage and 40% of
respondents cited training of trainers as a big problem.
7.21
47% of Civil Service organisations considered that the filling of Performance

Appraisal Form was a problem area while 50% of Respondents complained
about time unavailability. As far as reaching agreement or Appraisal is
concerned, it appears that difficulties met were negligible.
7.22
For the Parastatal Bodies, findings revealed that two-third of those having
implemented PMS had difficulties in the Performance Appraisal Form filling
exercise while around 40% had time related problems.
7.23
Simplification of the PMS process had been proposed by at least 80% of

Respondents in the Civil Service and 68% of the organisations surveyed
considered that the form filling exercise should be reviewed. As regards
Performance Settings, 47% of respondents believed that there was need to
review same. In the Parastatal Bodies, 40 out of the 63 Respondents were in
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favour of simplifying the PMS process. It should be noted that 14 out of these
40 had already implemented the PMS.
Use of PMS
7.24
61% of Civil Service organisations which have responded state that PMS is
being used for direct communication while 55% aver that it is used for training.
As regards the use of PMS for promotion purposes, 79% do believe in it and
61% of Respondents have stated that PMS is used for staff development. 32%
of Respondents have further expressed their views that PMS is being used for
rewards while 26% consider that PMS is meant for performance measurement
only.
7.25
Out of the 15 Parastatal Organisations having implemented PMS, 60% have

stated using PMS for direct communication, training, and promotion. 47% of
these organisations have used PMS for the grant of rewards. While 66% of
these Respondents use PMS for staff development. 53% have stated that they
use PMS for performance measurement only.
Addressing Underperformance
7.26
Addressing underperformance is probably one of the most daunting challenges

in managing employees. The underperformance of a few employees has a
bearing on other staff members. Failure to take corrective action in such a
situation will impact negatively on the other staff members whereby employees
who used to perform effectively may be demotivated by the tolerance of poor
performance.
7.27
Generally, employees may experience short periods of unsatisfactory

performance where they do not achieve set targets. However, this does not
constitute underperformance unless these periods do persist despite the
feedback provided to them and also the opportunity to improve. Upon
occurrence of such situations, a formal strategy needs to be put in place to
address same. In fact, problems linked to performance or behaviour do not
correct themselves automatically. So, the human intervention is essential to
prevent a worsening of the situation.
7.28
According to the MCSAR, for only 39% of employees who were rated Fair and
Unsatisfactory that a Performance Improvement Plan was developed. In view
of the fact that the object of PMS is also to address areas of below par
performance, greater emphasis is being laid on the development of the
Performance
Improvement
Plan
(PIP)
whereby
all
Ministries/
Departments/Organisations should feel concerned and comply by the
prescriptions of the Report or regulations emanating from the MCSAR. We are,
therefore, dealing with this issue in greater depth.
7.29
Strategies crafted to address underperformance are in relation to the causes

thereof. So, at the outset, it is necessary to identify during the Performance
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Review Meeting, the factors that are influencing the employees ability to
perform effectively. Thereafter, appropriate corrective measures should be
developed to address same, that is, a Performance Improvement Plan should
be developed to enable the employee concerned to improve performance within
a specified time. However, if no satisfactory improvement is noted, jobholder
should also be made aware that the organisation may even resort to disciplinary
action.
7.30
7.31
The underlying causes of underperformance may be regrouped under five

broad headings as hereunder. At Annex 1 are proposed measures to address
same. These measures are mere guidelines and are not exhaustive. The
MCSAR may develop other measures which can be equally effective in
addressing underperformance.
(i)
Lack of clarity about goals/expectation
(ii)
Lack of knowledge/skills/competencies for the job
(iii)
Lack of commitment or effort
(iv)
Issues arising out of poor health/sick leave
(v)
Personal/Domestic difficulties
A close scrutiny of the causes of underperformance may be summarised as

cannot do and would not do. For cases related to competencies,
Management should do needful to develop a PIP at the earliest while for attitude
related problems, tact should be used to make the employee deliver. However,
upon persistent refusal on his part to perform the organisation may also
contemplate to have recourse to disciplinary action. Taking all these into
consideration, we have made the following recommendations.
Recommendation 1
7.32
We recommend that:
(i)
(ii)
Pay Review 2016
(a)
Management should ensure that performance agreements are

clear and they should provide regular feedback on
performance; and
(b)
where performance agreements are not clear enough for

employees to deliver, the latter are duty bound to seek
clarification from Management.
(a)
Management should, at the earliest possible, proceed with the

development of a PIP which is appropriate in the
circumstances; and
(b)
where the employees performance is good in general but

cannot perform in certain posting, Management should
reconsider the posting of that particular employee.
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(iii)
Where employees systematically refuse to perform or to cooperate,

Management should after having considered all other options,
resort to disciplinary action against the officer concerned.
(iv)
Management should deal with underperformance arising out of

poor health/sick leave on an adhoc basis, taking into consideration,
regulations already in force on that issue.
(v)
Supervisors, besides appraising and providing feedback, should

also provide support and advice so as to encourage and enable the
appraisee to deliver on target again.
Role of the MCSAR

7.33
In accordance with its mission statement, the MCSAR is responsible for

spearheading administrative reforms to enable the delivery of timely and quality
services to stakeholders. From this perspective, it is required to closely monitor
the implementation of PMS in the Public Sector. It has designed, planned,
organised and is now leading the project. It has provided training to appraisees
as well as to appraisers. Up to now the implementation process has worked
quite well but, still certain areas need to be given additional consideration. The
MCSAR is centrally leading the PMS project in the Public Sector, nevertheless
all organisations need to have a PMS Monitoring Committee to better monitor
the progress within the organisation.
7.34
As the system has taken root in the Public Sector, now the focus is rather on
monitoring, which the MCSAR has embarked upon. It should, therefore,
continue in this direction.
Recommendation 2
7.35
We recommend that the MCSAR ensures the monitoring of PMS in the

Public Sector through surveys or other reliable means, so that
shortcomings or impediments are identified early and that they come up
with measures to address the problems.
7.36
According to our survey on PMS, 47% of Civil Service Organisations and 66%
of Parastatal Bodies which have implemented PMS do have problems in filling
the Performance Appraisal Form. A large majority of organisations, both in the
Civil Service as well as in the Parastatal Bodies are in favour of reviewing the
PAF. In the circumstances, the MCSAR needs to revisit the PAF with a view to
facilitate the process. In addition, it should also ensure that competencies as
per the PAF be applicable for all grades, as far as possible.
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Recommendation 3
7.37
We recommend that the MCSAR should, from time to time revisit and
update the PAF so as to facilitate the process of PAF filling exercise.
7.38
We further recommend that, as far as possible, the competencies used

should be applicable for all grades.
7.39
PMS Monitoring Committee at the level of Ministries/Departments is responsible

to drive the project for the Ministry. However, there is need for the MCSAR to
exercise strong supervision to ensure that the project is not left on its own. It
should ensure that in problem areas, the prescribed measures are followed by
the Ministries/Departments. Otherwise, the PMS will result in a mere form filling
exercise.
Recommendation 4
7.40
We recommend that the MCSAR closely monitors the work done by the
PMS Monitoring Committee of Ministries/Departments/Organisations to
ensure that all measures are applied as prescribed.
7.41
Training remains a perpetual and important aspect in PMS. Recruitment is

regularly made in the Public Sector and therefore for these employees to be
able to deliver as their fellow colleagues, they need to be provided with relevant
training. In the circumstances, it is incumbent upon the MCSAR to ensure that
training courses are regularly dispensed so that all new recruits are provided
the opportunity to attend same.
Recommendation 5
7.42
We recommend that the MCSAR ensures that employees who join the
Public Sector are granted PMS related training to enable them to deliver
along the same lines as their fellow colleagues.
7.43
Many appraises do make request for training which they believe they require.
However, in the Chapter on Training and Development in the last Report, the
Bureau had recommended that training courses should be designed on the
basis of the measurable core competencies required by the different grades as
identified by the PMS. We also recommended that expressed rather than
perceived needs of staff should be assessed. So, we should be prudent to
provide that training which will eventually improve service delivery.
7.44
Any organisation should benchmark and assess the capability of its employees
identifying both gaps and strength through PMS. Once identified, organisations
should fill capability gaps through appropriate training, organise in-house
training programmes and provide opportunities for exposure abroad.
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Recommendation 6
7.45
We recommend that the training provided to appraisees should be based

on real needs as identified by the PMS.
Executive Performance Management Review

7.46
The MCSAR has introduced the Executive Performance Management Review

(EPMR) for Supervising Officers of Ministries/Departments in the context of the
PMS. Its objective is to render these officers more accountable for the overall
performance of their respective organisations. It is being implemented as from
January 2016 on a pilot basis.
PMS for Employees of Workmens Group

7.47
Certain Ministries/Departments as well as Unions/Federations have

represented that implementing PMS for employees performing manual duties is
quite problematic. The arguments put forward are as follows:(i)
They find it difficult to fill in the Performance Agreement Form.
(ii)
They cannot fully grasp the appraisal method, the ratings and the appeal
system.
(iii)
In view of their level of literacy, they cannot contribute in the

development of a PIP, even in consultation with their Appraiser. They
also encounter difficulties to finalise the development of work plan.
(iv)
In many circumstances, there is no proper office available to

accommodate employees for the appraisal exercise, particularly for
those operating outdoor duties.
(v)
HR personnel encounter much difficulty to monitor the PMS of these

employees, particularly those who work in outstations.
Hence, they have pleaded in favour of waiving the application of PMS for
employees of Workmens Group.
7.48
The above points constitute obstacles in the proper implementation of PMS for
employees of the Workmens Group. The risk exists that the PMS may become
a mere form filling exercise for these employees, in which case, the philosophy
of PMS would be defeated. The survey carried out by the MCSAR has
confirmed certain of the difficulties averred by the Ministries/Departments and
Unions/Federations.
7.49
On the other hand, PMS has already taken root in the Civil Service and it has
replaced the mode of reporting to the PSC for promotion purposes and it is also
linked to the grant of yearly increment. Waiving same would, therefore, breed
other problems. In the circumstances, there is need to reconsider how these
difficulties could be alleviated through reviewing the processes and the PMS
Forms.
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Recommendation 7
7.50
We recommend that the MCSAR revisits the PMS processes and forms for
employees of the Workmens Group with a view to addressing the
problems enunciated above, which proposals should be submitted to the
HPC for approval.
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ANNEX 1
Guidelines to address under performance
(i)
Lack of clarity about goals/expectation

Unclear and ambiguous requirement and expectations from employees as well as
change in tasks or priorities may end up in employees not being able to perform in
accordance with set targets. So, it is incumbent upon Management to ensure that
each individual staff member is clear about his/her individual objectives and to
provide regular feedback on performance so that employees may be back on target
again. However, it should also be recognised that incumbents too are responsible
to seek clarifications concerning goals/expectations.
(ii)
Lack of knowledge/skills/competencies for the job

When employees are short of certain knowledge/skills/competencies to perform
effectively and efficiently, a Performance Improvement Plan needs to be set up to
assist them improve their performance. Management in consultation with the
employees in question should establish the most appropriate measures that could
consist of coaching or specific formal training. However in case there is a bad fit,
that is, where an employee who is not versed in certain aspects of the work and
despite efforts made, cannot deliver on set targets, Management should reconsider
the employees posting.
(iii)
Lack of commitment or effort

Lack of commitment or effort connotes a behavioural problem and should,
therefore, be dealt with tact. Supervisors should use a tough but fair approach.
They should inform jobholders that should their performance not improve, they may
also be liable to disciplinary actions. During the Performance Review Meeting,
Supervisors should use all concrete examples or critical incidents to support their
contention. However, Supervisors should take care not to use a threatening tone.
(iv)
Issues arising out of poor health/Sick Leave

In dealing with cases where there is underperformance as well as absence, care
should be taken to ensure that the non-achievement of set targets is related to the
health before taking other actions. While on one hand the mere taking of sickness
absence is not conclusive of underperformance, poor health not resulting in
sickness absence may yet be the cause of poor performance. Therefore such
cases should be considered on an adhoc basis in accordance with the prevailing
legislation on sick leave.
(v)
Personal/Domestic difficulties
Some people may not be aware that their personal problem may be impacting on
their performance. Once they are apprised, they take corrective measures so as
to improve performance. Jobholder should also obtain professional support from
Supervisors. Particular attention should also be taken to ensure that in dealing with
such cases, they are not further exacerbated.
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8.
Performance Related Incentive Scheme
PERFORMANCE RELATED INCENTIVE SCHEME
8.1
An overall salary review aims principally at providing a compensation package

attractive enough to boost employee morale; improve efficiency and the delivery
mechanism in the public sector; and reward meritorious performance. This requires
a shift from the conventional salary structure to a performance related incentive
model. The main objective of redesigning public sector compensation systems
therefore is the strengthening of the linkage between Performance and Incentive.
8.2
Employees, being at the centre of an organisation, play an important role in

improving organisational performance and by extension the performance of the
Government. They can vary their effort, their co-operation with colleagues and
management, and their contribution to improving the effectiveness of their inputs.
In such a situation, mechanisms are needed to ensure that workers are motivated
to undertake their work in a manner congruent with the interests of the organisation.
8.3
An incentive scheme provides the answer. It can reward individual or group output.
It induces desirable behaviour and attitude to improve performance for better
service delivery. It helps encourage commitment of workers, reinforce existing
culture and values where these foster high levels of performance, innovation and
team work. Linking incentive to performance also potentially introduces equity and
consistency in the pay structure and enables the organisation to attract more able
workers.
8.4
A Performance-Related Incentive (PRI) is defined as the variable part of pay which

is awarded each year (or on any other periodic basis) depending on performance.
PRI schemes are applied at the individual employee level and at the team/group
level. The definition of PRI excludes:
8.5
any automatic pay increases by, for example, grade promotion or servicebased increments (not linked to performance); and
various types of allowances which are attached to certain posts or certain

working conditions (for example, over time allowances, allowances for
working in particular geographical areas).
Performance Related Incentive Scheme (PRIS) should be used as a tool for

ushering in reforms rather than waiting for reforms. Before taking up PRIS, the
following broad changes in organisational functioning are essential for an effective
implementation of PRIS:
(a)
increasing employee participation through strengthening of delegation and

accountability at each level of decision making to improve delivery of
services to stakeholders;
(b)
complete thrust on ultimate deliverables and outcomes;
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(c)
enabling work environment with adequate infrastructure facilities and proper

physical working conditions;
(d)
institutionalisation of stakeholder participation to ensure effectiveness and

responsiveness in service delivery;
(e)
use of ICT for transformation in work processes and public service delivery
integration with minimal public interface for reduction in delay;
(f)
change in performance management system incorporating open and

transparent assessment and linking of performance measurement
indicators to deliverables in performance appraisal systems;
(g)
shift in accountability framework from emphasis on process compliance and

input control to effective and responsive delivery of results and services; and
(h)
the design of an appropriate incentive package.
8.6
In the 2013 PRB Report the necessity to introduce PRIS was highlighted. It was
argued that this is an important element in many performance management
schemes and like any incentive scheme that rewards performance, PRIS requires
a robust Performance Management System (PMS). We understand that Ministries/
Departments, by now, have a fully operational PMS and can therefore implement
PRIS.
8.7
The 2013 EOAC Report, among others, recommended that:
8.8
(a)
the Ministry of Civil Service and Administrative Reforms and the Public
Sector Re-engineering Bureau should work out the guidelines and
methodology for the operationalisation of the scheme by October 2013 to
be submitted to the Reforms Steering Council;
(b)
the Reforms Steering Council should determine the criteria for the allocation
of the productivity component to Ministries/Departments;
(c)
the Ministry of Finance and Economic Development should make necessary

budgetary provisions for the payment of the productivity bonus in line with
the criteria adopted by the Reforms Steering Council; and
(d)
the Reform Cells at the level of Ministries/Departments should under the

guidance of the Public Sector Re-engineering Bureau work out the criteria
for the allocation of the productivity component to teams and individuals
based on their performance.
However, given that the Re-engineering Bureau, Reforms Steering Council and
Reform Cells of Ministries and Departments have so far not been operational, the
above recommendations have not been implemented. We are, therefore,
reiterating the existing provisions of the 2013 PRB Report for implementation by
the relevant Committees/Authorities.
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Recommendation 1
8.9
We recommend that:
(a)
annual salary increments should only be awarded taking into

consideration efficiency, diligence, commitment including availability
and regularity of officer at work and based on open and recorded
performance assessment ratings; and
(b)
no increment shall be earned in case an officer is unfavourably

reported upon.
Recommendation 2
8.10
8.11
We recommend that:
(a)
the Standing Committee on Performance/Productivity Related Reward

(P/PRR) set up under the chairmanship of the MCSAR and comprising
representatives of the Ministry of Finance and Economic Development
(MOFED) and the Pay Research Bureau to examine and consider
P/PRR proposals submitted by organisations, be maintained;
(b)
the Standing Committee on P/PRR may co-opt such representatives of

Management and the staff side, as it deems appropriate, for the
determination of a case before submitting same to the High Powered
Committee for approval; and
(c)
either monetary or non-monetary reward may be granted to

exceptionally performing teams or individual employees, who have
excelled well beyond the call of duty, subject to the approval of the
Standing Committee on P/PRR and the High Powered Committee.
Performance Management is inevitably associated with incentives and is the

stepping-stone for its success. Public sector organisations are also continuously
improving their processes to facilitate the implementation of PMS whilst focussing
on quality services. To this end, organisations are aiming at being ISO certified
and strive for its sustainability.
Recommendation 3
8.12
We further recommend, subject to the approval of the Standing Committee

on P/PRR and concurrence of High Powered Committee, 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
(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.
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Pay Review 2016
8.13
The above recommendation which would apply exclusively to employees

who have individually performed to the satisfaction of Management shall be
applicable on a pro-rata basis to employees who have worked for only part of
the time during the two years required to earn the full bonus.
8.14
We further recommend that:

(a)
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
(b)
officers drawing top salaries or flat salaries may be granted a lump

sum of up to a maximum of one weeks salary once in two years for
continuous high level performance (very good) for more than two
years
subject to the approval of the Standing Committee on P/PRR and

concurrence of the High Powered Committee.
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Training and Development
9. TRAINING AND DEVELOPMENT

Importance of Training and Development
9.1
Training is inextricably linked with reforms in the Civil Service. Its purpose is to
improve the performance and productivity of staff and ensure that they have the
relevant skills and values to change entrenched mind-sets. Training and
Development represents a mutual obligation the obligation of the organisation
to see that all its staff are regularly and continuously trained, developed and
updated; and the obligation of the individual to take responsibility for enhancing
skills, knowledge, capabilities and expertise necessary to improve his job
performance.
9.2
The need for training is felt when there are, among others: environmental
change (computerisation; automation and mechanisation); organisational
complexity (modern interventions, technological upgrading and diversification);
Human relations issues (adaption to work culture and human values); and
change in the job assignment (to equip old employees with new techniques and
technologies).
Government Commitment
9.3
Government, in its 2015-2019 Programme has taken the commitment to bring

transformational change in the civil service to render it more responsible and
responsive in order to provide an expedient service to boost the economy.
Role of the Ministry of Civil Service and Administrative Reforms

9.4
The Ministry of Civil Service and Administrative Reforms is responsible for the
training of public officers to equip them with the necessary knowledge and skills
to enable them improve their job performance.
The Civil Service College, Mauritius

9.5
As formulated in the Government Programme, the Civil Service College (CSC)

has been set up as a state owned private company. Its main objective is to
specifically cater for the growing training and development needs of officers at
all levels, including those from Local Authorities and Parastatal Bodies.
9.6
As focal point for all matters related to training and staff development, the CSC
focusses on reforms oriented, performance based and demand driven training,
identified by different stakeholders through PMS to bridge gaps and bring the
awaited transformation in the civil service through continuous professional
development.
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Role of Ministries/Departments/Organisation
9.7
Ministries/Departments/Organisations have the corporate responsibility to

ensure sustained performance and productivity through training and
development of their human resources.
Role of the Employee

9.8
Employees have the professional obligation to update their knowledge and

improve their skills to remain efficient and effective members of the public
service.
Present Position
9.9
A variety of training programmes is being conducted yearly for all categories of

employees in the civil service to increase the employees sense of responsibility
and accountability in order to enhance their motivation and commitment towards
a performance based and service oriented culture.
9.10
To enable organisations to provide training in identified fields to its staff, the

Ministry of Civil Service and Administrative Reforms has, in its Circular Letter
No. 9/2016, invited Supervising Officers including Parastatal Organisations,
Local Authorities as well as Rodrigues Regional Assembly to ensure that
sufficient provisions are made in their budget for the training of their officers by
the Civil Service College. Additionally, as per Directive No. 14 issued on 10
October 2013 by the Procurement Policy Office or Procurement of Training
Services, it has been mentioned that:
For any procurement of training services, the public body should consider the
Civil Service College as a first option through direct procurement. The price for
the services will be determined jointly by the public body and the Civil Service
College.
Submissions
9.11
During consultation, the Bureau held with the Management of Ministries/

Departments/Organisations and with representatives of Federations/Unions
demands were made for increased and improved training. It was represented
that: training should be compulsory; Parastatal Bodies should be empowered to
devise their own mechanism to impart training; there should be no restriction on
the availability of fund; training period of 60 hours should be extended; all
organisations should compulsorily carry out a comprehensive training needs
assessment and finally the CSC should be opened to employees outside the
civil service.
9.12
The staff side proposed that the selection of candidates for overseas training
should be transparent, fair and equitable so that every officer in the service is
given a chance in his career to attend mission/courses abroad so as to benefit
from the international exposure. Others have pointed out that the selection of
candidates should not be centralised at a specific Ministry and the onus should
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rest upon the Responsible Officer to recommend an officer for overseas

mission/training subject to his satisfying the established criteria. It has also
been reported that there is poor commitment on the part of Responsible Officers
to implement training programmes although there is a vote in the Budget.
Survey Findings and Observations
9.13
9.14
To gauge the effectiveness of the 2013 PRB recommendations with regard to

training and development, a general survey was carried out in the public service.
The response rate was good with 49% for the Civil Service inclusive of
Rodrigues Regional Assembly, 60% for Parastatal Bodies and 58% for Local
Authorities.
The survey has revealed that 39% of organisations in the Civil Service,
24% in the Parastatal Bodies and 43% in the Local Authorities have
conducted TNA for all staff during the last 12 months.
In 80% of Civil Service organisations that responded officers benefit from

overseas training. The proportion is 49% for Parastatal Bodies and 86%
for Local Authorities where employees benefit from overseas training.
Opportunities for training have increased since the last PRB

recommendations as stated by 50% of organisations in the Civil Service,
33% of organisations in the Parastatal Bodies and 43% of organisations
in Local Authorities.
The number of organisation which has been able to implement annual

training requirements is 16% in the Civil Service and 7% in Parastatal
Bodies. However, no organisation in the Local Authorities has
implemented the annual training requirements.
The survey has showed that 50% organisations in the Civil Service, 33%
Parastatal Bodies and 86% organisations in the Local Authorities
evaluate the effectiveness of training dispensed.
The above findings revealed that there is irregular provision of training to staff
as the majority of public sector organisations did not conduct a Training Needs
Assessment. Opportunities for overseas training is very good in the Civil
Service and Local Authorities as opposed to Parastatal Bodies. More effort is
needed in Parastatal Bodies and Local Authorities to provide training
opportunities and implement the annual training requirements of their staff.
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Analysis
9.15
After carefully examining the submissions and the survey findings, it was
observed that most of the problems regarding Training and Development in
organisations pertained to implementation issues. In fact in its Report, the PRB
has extensively dealt with the issue of training through a systematic approach
namely: the conduct of the Training Needs Assessment (TNA); Design of
Training based on information obtained from TNA; choosing of suitable delivery
training methods; allocation of training budget; amount of training to be
dispensed to different categories of employees; keeping of data on the training
activities through the training information systems; and monitoring and
evaluation of training and finally the roles and responsibilities of the key players
in the Public Sector Training and Development Strategy.
9.16
Much emphasis have been laid on the need to equip public officers with the
required skills and competencies in order to be more efficient and effective to
meet future challenges and ensure a successful modernisation of the civil
service - the moreso to nurture a culture of performance beneficial to all the
stakeholders and the country at large. In addition to enhancing organisational
efficiency in the delivery of a customer-based service, training moulds the
character, changes the behaviour and inculcates a positive mind-set in
employees to serve selflessly.
9.17
The Bureau considers that a sound system of training is crucial to keep the
personnel within the public service on equal footing to adapt to the emerging
functional and operational changes. There is need for organisations to pay
particular attention in all fairness and equity, to the Job/Work Related Training,
In-Service Training and Overseas Training/Mission abroad. It is important that
recruits be familiarised with the internal environment and smooth running of the
organisation, given the time to acquaint themselves with the personnel, and
acquire the basic knowledge of registry, finance, purchasing and system of civil
service administration. On the other hand, opportunities should also be given
to those officers already in service to upgrade their knowledge, skills and
acquire managerial/leadership capabilities and to keep abreast with the latest
technological development.
Orientation
9.18
In line with the theme of this Report Transforming the Public Sector for
enhanced service delivery to meet citizens needs, non-citizens needs and
other stakeholders needs, it is imperative for organisations to gear towards a
strategic human resource management system where the employee is viewed
as a vital source to be valued, motivated, developed and accomplished to
achieve the Ministry/Department/Organisations mission and objectives. Within
the proposed transformation process, it is fundamental to match individuals
competencies with the job they have to do and bridge competency gap for
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current and future roles through training.

training interventions.
Hence the need for appropriate
Training Interventions
9.19
We are hereunder recommending some training and development

interventions, as expatiated in the 7th Report of the Central Pay
Commission which we believe is of relevance in the transformational
process and which should be adopted by the MCSAR/Civil Service
College/Public Sector Organisations in the framing of their training
policies.
Entry Level Training: To be imparted to all employees before they are

assigned duties/responsibilities of any post after recruitment.
Mid-Career Training: A career-linked training to be provided to all

employees at various levels/stages of their career before they are promoted
to positions of higher responsibilities.
Short Term Thematic Training: To be made available to employees

preferably once in two years with an objective to build their professional
competencies in relevant themes and to inculcate desirable Personal
Attributes.
Customised Training: An intensive programme specifically designed for

officers working in a particular domain/sector with the objective of providing
deeper knowledge, latest developments and understanding of the small
practices and also to facilitate experimental learning and sharing.
Orientation Training: To be provided to employees, who have been posted

to a new Ministry/Department, with the objective of familiarising therein with
the grades and overall functioning of the concerned Ministry/Department.
Long-Term Training: To facilitate officers, especially the new generation to

upgrade their knowledge and skills in the sector having relevance to their
current or future assignments, by requiring higher qualification either locally
or on line or abroad, thus enabling them to contribute higher performance in
the service.
Workshops/Seminars/Conferences: Middle or Senior level officers should

be given opportunities to attend National and International
Workshops/Seminars/Conferences to acquaint themselves with relevant
knowledge, latest thinking and technological developments/devices.
Pre-retirement Training: To assist officers who are 55 years and above to

cope with the world outside active employment within the Public Service.
Overseas Training: For officers in the professional grades to broaden their

horizon, in such cases, the Responsible Officer should stand guided by the
provision of guidelines set by Ministry of Finance and Economic
Development.
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Concluding Note
9.20
We hold the view that to give training more prominence and valuing the civil
servants needs, it is imperative to have the commitment of Elites/Responsible
Officers who should, in this endeavour, facilitate the proper implementation of
Training programmes to ensure officers/employees improvement and
commitment, attitudinal changes and acquiring new skills and knowledge.
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Review of Schemes of Service and Qualifications
10. REVIEW OF SCHEMES OF SERVICE AND QUALIFICATIONS

10.1
Generally, each specific grade in the public service has a prescribed scheme of
service which also includes the qualifications requirement. This chapter looks
at the evolution regarding schemes of service since the last Report and the
problems relating to their prescription and the issue of qualifications with a view
to improving efficiency and effectiveness in the delivery of services.
Scheme of Service
10.2
A scheme of service is a legal document prescribed in accordance with

regulations of the Service Commissions. It specifies the qualifications, duties,
competencies, skills and experience required of the prospective job holder as
well as the duties and responsibilities of a job. It also specifies the mode of
recruitment/appointment and the salary attached to the grade.
10.3
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, organisation
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 to the organisation, the
employees concerned and disrupt the service delivery.
10.4
The Ministry of Civil Service and Administrative Reforms (MCSAR) is

responsible for processing all schemes of service before they are submitted to
the appropriate Service Commissions for consideration and agreement. The
Senior Chief Executive of the MCSAR has the responsibility for the prescription
of scheme of service for each grade in the Civil Service and he gives his
approval for prescription of the schemes after agreement by the appropriate
Service Commissions.
10.5
With a view to improving the process and enabling the proper framing of
schemes of service, the MCSAR has embarked on a few reform measures
regarding schemes of service.
(i)
Streamlining of Procedures
New and streamlined procedures have been provided to reduce the time
frame for prescription of schemes of service, thus, enabling the filling of
vacancies promptly. A Handbook for the Drafting of schemes of service
in the Public Sector has been published by the Ministry of Civil Service
and Administrative Reforms to provide better guidance to
Ministries/Departments and other organisations in the Public Sector.
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(ii)
Review of Qualifications for grades at Entry Level

The policy for specifying the qualifications requirements in schemes of
service for entry grades in the public service has been reviewed to
specify only the highest qualifications with effect from January 2013 in
order to simplify the qualifications requirements in schemes of service
and to be in line with international trends. However, Ministries/
Departments still having the need to specify all basic qualifications in
view of the nature of duties to be performed should submit justifications
for maintaining same.
(iii)
Setting up of an Electronic Platform

In order to further streamline procedures and minimise delay, the
MCSAR has started a new project to set up an e-platform which would
electronically link the different Ministries/Departments and other
stakeholders for the processing of schemes of service. This innovative
approach would respond to stakeholders needs by reducing the time
taken to finalise schemes of service.
10.6
The procedures for prescription of schemes of service as described in the

Handbook for the Drafting of Schemes of Service in the Public Sector with
subsequent amendment brought following meeting held with Officers-in-Charge
of HR Divisions of Ministries/Departments is reproduced below for consistent
implementation:
(a)
a Responsible Officer, after seeking the agreement of his Minister,

consults the appropriate Staff Associations and the Federations of
Unions for their views and comments on the draft scheme of service;
(b)
an advance copy of the proposed scheme of service including a scheme

of service in respect of new posts or for any proposed amendment which
may have a bearing on the salary grading of the post is submitted to the
Senior Chief Executive, Ministry of Civil Service and Administrative
Reforms for examination;
(c)
the Ministry/Department considers the views/comments from the staff

side (i.e. Unions and Federations of Unions) and submits the proposed
scheme of service to the Senior Chief Executive, Ministry of Civil Service
and Administrative Reforms for consideration along with the views and
comments received;
(d)
should there be a need for further clarification, the Ministry of Civil

Service and Administrative Reforms deals with this through direct
discussions and meetings with those concerned;
(e)
on finalisation, the proposed scheme of service is forwarded to the

appropriate Service Commission for consideration and agreement; and
(f)
where the agreement of the appropriate Service Commission has been

obtained, the scheme of service is prescribed in its official form.
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Recommendation 1
10.7
We recommend that the MCSAR should continue to examine schemes of

service from a broader perspective with a view to ensuring consistency
and uniformity across the Public Sector.
10.8
We have received representations from stakeholders that despite provisions of

the guidelines, there is still delay in the processing of schemes of service and
procedures are not being consistently followed. This elongated processing time
is causing delay in the filling of vacancies and is impeding service delivery.
Recommendation 2
10.9
We recommend that organisations, while keeping in view the guidelines

for the drafting of schemes of service, should take advantage of the
HRMIS and use on-line facilities for the prescription of schemes of service
with a view to reducing further the processing time.
Qualifications
10.10
A very important requirement for the performance of a job is qualification which

varies according to responsibility, accountability and complexity of a job.
Evidently the higher the responsibilities, accountabilities and complexities, the
higher is the qualification for the job. Qualifications specified in schemes of
service have often given rise to different problems. We enunciate below some
of the reported problems and make appropriate recommendations.
Alternative and Equivalent Qualifications

10.11
When conducting a recruitment exercise in public sector organisations, very

often there is need to appoint candidates who possess qualifications which are
considered to be equivalent/alternative to those prescribed in the scheme of
service for the grade. We have in our past Reports 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. As an
organisational remedy to palliate for the shortage of staff, this practice should
continue under the same conditions.
Recommendation 3
10.12
We recommend 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.
Additional Qualifications
10.13
The competencies and skills required for incumbents to deliver effectively in the
respective positions are defined in the scheme of service. Today, we have an
increasing number of officers who have successfully completed their tertiary
education and in certain areas these officers possess higher academic
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qualifications than the minimum required for the grade, and are quite often
performing duties at a higher level.
10.14
Officers joining the grade with higher qualifications than the ones prescribed for
the grade are granted incremental credit which recognises their added value
and potential in the performance of their duties. However, in other instances,
officers possessing higher qualifications are called upon to perform duties of a
higher position in the organisation and in such cases 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). There is need for this provision to continue as long as it is helping in
the smooth delivery of services.
Recommendation 4
10.15
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 organisation through allocation of relevant
duties, this 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

10.16
Normally, experience required in a scheme of service is quantified as a given

number of years or as experience at certain levels. While there is no reported
implementation problems regarding the given number of years, we continue to
have representations regarding the levels of experience.
10.17
In our past Reports, the definitions of the types of Management normally used
in schemes of service were described as hereunder:(i)
Management at the primary level of operations in an organisation 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 organisation.
Generally, senior management officials determine objectives, policies
and plans of an organisation, mobilise assets and may be responsible
for major units in an organisation.
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10.18
We have also noted that reference is made to the term Top Management which
normally refers to the Chief Executive Officer or officers deputising for the Chief
Executive Officer in his absence and who are involved in the strategic issues of
the organisations.
Recommendation 5
10.19
We recommend that the terms Management, Middle Management, Senior

Management and Top Management should not be used in drafting
schemes of service, except when those terms clearly indicate the level of
operations in their respective positions.
Qualifications Requirements for Grade-to-Grade promotion

10.20
In our previous Reports, we have 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 should, where relevant, continue to be applied.
Recommendation 6
10.21
We recommend 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.
Recognition/Accreditation of Prior Experience

10.22
The ability of employees to deliver on-the-job is highly dependent on the

knowledge, skills and competencies of the incumbent. In our previous Reports,
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. This provision should continue to apply
provided the experiential learning is recognised by an approved body.
Recommendation 7
10.23
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.
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Qualifications Requiring Registration with Recognised Bodies

10.24
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. Currently, the full
amount of the annual subscription fee 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.
10.25
Officers serving in posts carrying a salary in a scale the maximum of which is

not less than Rs 52775 are granted an assistance equivalent to 50% of the
annual subscription fee subject to a maximum of Rs 2860 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.
10.26
In the context of this review exercise, no representations were made by the

Federations on this issue. However, several individuals and unions have made
demands for full refund of subscription fees for all officers, whether required to
be registered or not. We are, therefore, improving the current provision.
Recommendation 8
10.27
We recommend that:
(i)
an officer who is required to be a registered member of

professionally 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 payable to one of the relevant professional bodies;
and
(ii)
an officer drawing salary in a scale, the maximum of which is not

less than Rs 56450 who, though not required to be registered with
professionally 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 75% of the annual
subscription fee subject to a maximum of Rs 3575, provided that
the knowledge/knowhow derived from being a member of the
Institutes/Bodies is of relevance to the duties of the officer.
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Continuous Professional Development (CPD)

10.28
An assistance is currently being provided to some professionals who are

required to achieve a minimum number of units of CPD every year as a
condition to maintain their membership in their respective professional
Institutes/Bodies. We are reviewing the ceiling that can be paid for such cases.
Recommendation 9
10.29
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
75% of the total expenses in relation to the achievement of the appropriate
number of units of CPD, subject to a maximum of Rs 13750 annually.
Technical Officer Cadre providing Support Services to Professional Cadre

10.30
Currently, there is an oversupply of overqualified professionals in the job market

as a consequence of the improvement in the availability of learning
opportunities provided by distance learning institutions and the setting up of an
increasing number of tertiary institutions in the country. As such, many officers
recruited in the public service possess higher qualifications than those
mentioned in their respective schemes of service.
10.31
In our last Report, recommendations were made to provide for some reward to
officers of technical cadre who are 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. These
recommendations remain valid as we still have the same situation.
Recommendation 10
10.32
We recommend that officers in entry grades of a technical cadre, may be

allowed to proceed beyond the top of their 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, where the qualification requirement for the entry grade is a
diploma and subsequently the incumbents have upgraded their
qualifications to a degree or post graduate in the relevant field.
10.33
This recommendation would be applicable only to officers drawing salary

in a scale the maximum of which is not less than Rs 42325 and who are
often called upon to do part of the professional functions.
10.34
We further recommend that the above provision shall equally apply to

officers of the Civil Service, Parastatal Bodies, Local Authorities and the
Rodrigues Regional Assembly.
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Special Provisions for Graduates and Professionals

10.35
Graduates and professionals are recruited to join the public sector

organisations, and serve in various fields including Administration, Accounting,
Architecture, Computer Science, Economics, Education, Land Surveying,
Pharmacy, Quantity Surveying, Statistics, etc.
10.36
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,
upward movement in the cadre is by selection whereas in others it is by
promotion on the basis of seniority.
10.37
In our past review exercises the following issues were examined:
10.38
(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;
(iii)
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.
(iv)
the need for career earnings where levels have been traded off or levels
could not be created.
Presently, with a view to providing incentives to graduate professionals

stagnating on their top salary for several years, there is provision for graduates
and professionals as well as for officers of the level of Deputy Permanent
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 11
10.39
We recommend that graduate 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 56450 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 61325, provided that they:
(i)
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have drawn the top salary for a year;
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(ii)
have been efficient and effective in their performance during the

preceding year; and
(iii)
are not under report.
Recommendation 12
10.40
We further recommend that officers drawing salary in a scale the

maximum of which is not less than Rs 62950 and not more than Rs 89000
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:
(i)
(ii)
have been consistently efficient and effective in their performance

during the preceding year; and
(iii)
10.41
The foregoing recommendation should also apply to corresponding flat

salaries in the same range.
10.42
We have today more and more people possessing higher qualifications in

various fields. This is due to the fact that there are more and more facilities
which are available to acquire higher qualifications. On the other hand, special
provisions have been made for graduates and professionals to move
incrementally by three additional increments for three consecutive years after
having reached the top of their respective salary scale. There is need to link
the higher salary and the qualifications requirements to reflect the market
position in the country.
Recommendation 13
10.43
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 56450 to a post graduate
Degree or equivalent post graduate qualification in the respective fields,
except in scarcity areas.
10.44
The foregoing recommendations for graduates and professionals should

equally apply to Parastatal Bodies, Local Authorities and the Rodrigues
Regional Assembly, wherever relevant.
Experience for Graduates in the Public Sector

10.45
In view of the current market situation in the country regarding graduates, we

are making a special recommendation for graduates with specific qualifications
to gain experience in the public sector and improve their employability.
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Recommendation 14
10.46
We recommend that the Authorities consider the advisability of recruiting

graduates with specific qualifications on a fast track basis to assist
organisations as well as enable graduates to acquire experience in the
public sector for a period of two years. During their internship, they may
be paid an allowance equal to three increments less than the initial salary
of the salary scale recommended for the relevant grades. These
graduates may thereafter be given consideration for appointment to posts
where they are qualified in their respective fields subject to satisfying the
criteria of Public Service Commission/Local Government Service
Commission/any other recruiting body.
Trainee Grades in the Public Sector

Recommendation 15
10.47
We recommend that the Authorities should consider the advisability of

enlisting the services of trainees, over and above establishment, in entry
grades requiring at least the Cambridge Higher School Certificate or
equivalent, wherever the need is felt in the public sector, in order to
ensure that candidates with the right skills and competencies are
subsequently appointed to the relevant grades. During the period of
traineeship, trainees should undergo a period of training at the Civil
Service College, Mauritius or at any other approved institutions and be
paid a monthly allowance equivalent to two thirds of the initial salary
recommended for the relevant grades. The Ministry of Civil Service and
Administrative Reforms should, after consultations with parties
concerned, identify areas where such trainees are required and set up
schemes for the mode of enlistment and the terms and conditions of
enlistment.
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Recruitment and Promotion
11. RECRUITMENT AND PROMOTION

11.1
Recruitment, as a human resource management function, refers to the overall

process of hiring, selecting and appointing the suitable and best qualified
candidates with the ideal mix of competencies for a job vacancy. It is the
cornerstone of the whole personnel structure. It is all important so as to fill in
the vacancies and also to have the appropriate number of officers in an
organisation to enable the latter to deliver on its mandate efficiently and
effectively.
11.2
It is apparent that recruitment is a key mechanism, underpinning good

government and embracing good management practice, which requires a highly
competent people to work for the benefits of the nation in an increasingly
competitive global community and in the context of a fast changing society with
ever increasing demands. In other words, a country cannot be of high standards
and competitiveness regardless of an efficient and effective recruitment.
Legal Framework
11.3
11.4
With reference to recruitment and selection, the Public Service Commission

(PSC), a Constitutional Body, is vested with, under Section 89 of the
Constitution, inter alia, power to appoint persons to hold or act in any offices in
the public service (including power to confirm appointments).
Appointment/Promotion is a constitutional prerogative of the PSC. Likewise,
other bodies vested to carry out appointment/promotion in the public sector are:
(i)
the Disciplined Forces Service Commission for offers 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.
The objectives of the Commissions are to:

(i)
identify and appoint qualified persons with the drive, skills and attitude
for efficient performance;
(ii)
safeguard the impartiality and integrity of appointments and promotions

in the Civil Service and to ensure that these are based on merit; and
(iii)
take disciplinary action with a view to maintaining ethical standards and

to safeguarding public confidence in the public service.
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Delegation of Power of Appointment

11.5
Section 89 (2) (a) of the constitution empowers the Commission to delegate,

subject to such conditions as it deems fit, 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 been delegating its powers of recruitment to Responsible Officer
in respect of many grades, especially in the Workmens Group and also for
recruitment of temporary personnel outside the permanent and pensionable
establishment, for examples Project Managers, Resource Persons,
Employment on sessional basis or on special schemes and recently the
appointment of Medical Officers at the Ministry of Health and Quality of Life.
Though the Commission delegates powers of recruitment to Ministries and
Departments it, however, remains accountable for such recruitment exercises
and has the responsibility to ensure that these are carried out according to the
directions and conditions it has set. In case the directions and conditions are
not observed, the power delegated to the Responsible Officers may be
withdrawn by the Commission.
11.7
Broadly, there are two major routes for recruitment to the public service
(a) interviews (b) written examination or in certain cases a combination of both.
Whatever be the methods, the recruitment system is based on the merit
principle and while the potential candidates with the best profiles are called for
the selection exercise and the most suitable and meritorious ones are retained
and offered appointments in all cases, as mandated by the regulations in force.
First appointment, to pensionable office on permanent basis is on one
year probation.
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 vacant position and the
recruitment of the best available candidate with the skills and personality
required for the Civil Service (the merit principle).
11.9
Along this line we recommended in the 2013 Report that the Ministry of Civil
Service and Administrative Reforms 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.
We are maintaining this recommendation.
Recommendation 1
11.10
We recommend that the Ministry of Civil Service and Administrative

Reforms 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.
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Organisation and Recruitment Policy

11.11
Public Sector organisations should make recruitment policy a part of their

strategy. It should be well planned and organisations should not just respond
as needs arise. A planned and long term approach is mandatory to ensure that
organisations meet their long term aims and objectives. Organisations should
have a framework for identifying what skills and abilities they need to improve
performance and plan what skills they will require in one, two or five years time
to ensure the attainment of their goals. They must have a clear picture of the
number of people and the type of skills and abilities they need now and in the
future. To that end, a Human Resource Planning (HRP) exercise is important.
Human Resource Planning (HRP)

11.12
HRP is the process that links the human resource needs of an organisation to
its strategic plan to ensure that staffing is sufficient, qualified and competent
enough to achieve the organisations objectives. It is the most important
managerial function which ensures the right type of people, in the right number,
at the right time and place who are motivated to do the right kind of work which
results in both the organisation and the individual receiving the maximum long
range benefits. In a nutshell, HRP is to ensure the best fit between employees
and job.
11.13
Against this backdrop the Bureau is of the view that a HRP exercise should
mandatorily be carried out in all organisations. An HR forecast should look
ahead at the people implications of organisational strategy. It ensures that
supply of people in terms of numbers, knowledge, skills, attitudes and values is
matched with demand. In this way it allows organisations to align and integrate
people strategies with their strategies.
Recommendation 2
11.14
We recommend that all organisations should mandatorily carry out a HRP

exercise so that they can have the right number, qualified and competent
people to deliver successfully on their mandate.
11.15
We further recommend that it should be made mandatory for all HR cadre

in all public sector organisations to carry out HRP for the rightsizing of
their respective staff for better accountability, effectiveness and
efficiency.
Promotion
11.16
Promotion is a rise in the status of a civil servant to a position of higher grade

which carries greater responsibilities. According to the Public Service
Commission (PSC) Regulations, promotion means conferment upon a person
in the public service of a public office to which is attached a higher salary or
salary scale than that attached to the public office to which the officer was last
substantively appointed or promoted.
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11.17
11.18
Generally there are two types of promotion i.e. class to class promotion and
grade-to-grade promotion. The Human Resource Management Manual
(HRMM) defines the two types of promotion as follows:
(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.
Currently, a class-to-class promotion is effected invariably through a selection

exercise while a grade-to-grade promotion is determined on a case-to-case
basis with the mode of promotion clearly stated in the relevant schemes of
service. We are, in this Report, maintaining the present provision.
Recommendation 3
11.19
11.20
We recommend that:
(a)
class-to-class promotion should continue to be invariably made

on the basis of selection; and
(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.
We also recommend the following promotion framework as guidelines for

determining promotion procedures:
(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
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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

11.21
Since January 2013, the Report on fitness for Promotion has replaced the
annual Confidential Report and is being used solely as a basis for promotion
prospect.
Recommendation 4
11.22
We recommend that the Report on fitness for Promotion should

continue to be the sole basis used for promotion purposes.
Effective date of Grade-to-Grade Promotion

11.23
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.
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11.24
11.25
It has been reported by both the Public Service Commission (PSC) and the
Ministry of Civil Service and Administrative Reforms (MCSAR) that the present
system of grade-to-grade promotion poses practical problems and hence the
Commission is facing difficulties in the implementation of this recommendation,
particularly its effect on seniority placing and its bearing on career prospects of
officers. It has also been pointed out that this situation has even given rise to
various representations/appeals before the Public Bodies Appeal Tribunal
(PBAT) in cases as mentioned below:
(i)
officers on sponsored study leave with full pay abroad who are not
available at the time of assignment of duties;
(ii)
officers on interdiction and subsequently reinstated;
(iii)
officers not assigned duties for one reason or another; and
(iv)
officers refusing assignment of duties.
We have examined the problems that the Commission had to face and in a bid
to overcoming these difficulties and avoiding such cases being referred to the
PBAT, the Bureau is making the following recommendations.
Recommendation 5
11.26
We recommend that the effective date of grade-to-grade promotion should

be the date of assumption of duty.
11.27
We further recommend that the effective date of promotion in respect of

cases mentioned below should be the date of vacancy or the date on
which officers in their respective batches have been promoted for
seniority purposes and for pay purposes it should be the date of
assumption of duty:
(i)
officers under interdiction and subsequently reinstated on being

cleared of charges against them;
(ii)
officers who are under report (involved in Police cases) and for
whom vacancies have been reserved pending finalisation of their
cases and cases against them have been dismissed;
(iii)
(a)
officers on scholarship abroad with the approval of the

Commission; and
(b)
officers selected for open scholarship and who are

subsequently granted leave with full pay to follow the course;
(iv)
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officers on leave without pay subject to provisions of PSC circular

No 4 of 1977.
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Age Limit for Entry

11.28
At present, the age limit for entry to the Public Service is 40 years. The age
limit as regards employees who join the Workmens Group is 48 years. We are
maintaining the present position.
Recommendation 6
11.29
We also recommend that the minimum age for entry to the public service
should continue to be 18 years except where otherwise stated by a
provision in the scheme of service.
***********
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Talent Management
12.
12.1
12.2
TALENT MANAGEMENT
Talent Management refers to the anticipation of required human capital for an

organisation and the planning to meet those needs to reach its goals. It is an
organisations commitment to recruit, retain and develop the most talented and
superior employees available. A highly talented working force has the potential
to create value and wealth in organisations. A talent management strategy
needs to link to business strategy of the organisation to make sense and to
enable it to deliver on its mandate.
Talent Management is an essential element of any strategic human capital
management program. For the public sector to sustain and remain an employer
of choice, the adoption of a talent management strategy is mandatory. In this
context, different components which relate to talent management strategy have
been dealt with in this Report. These components comprise Schemes of
Service, Recruitment, Promotion, Retention, Performance Management
System, Training, Alternative Modes of Employment, Reward Strategies,
Flexible Working, and Recognition and Appreciation of Talents, among others.
12.3
In this chapter we deal mainly with Recruitment and Retention in the Public
Sector. The other components are dealt with elsewhere in different chapters of
this Volume.
12.4
The demand for better services from citizens compels the public sector to
recruit, motivate and retain staff of the right calibre with appropriate
competencies and attitudes. Recruitment is costly and the phenomenon of
scarcity may be more complex in the public sector on account of the vast array
of grades it comprises. We have come up, through our Reports, with an array
of strategies to attract and retain people in key areas in the public sector. The
use of retention allowances has indeed acted as a tool to either hold off a
potential resignation or encourage such employees to defer their decision to
leave.
12.5
Recruitment, as a human resource management function, is one of the activities

that impact most critically on the performance of an organisation. There are
several strategies that organisations can and do employ to ensure the existence
of the best possible pool of qualified applicants from which they can fill
vacancies as and when required. However, once recruited, the staff need to be
rapidly and sufficiently motivated such that the organisation does not face
another staff shortage in the short or medium term.
12.6
To avoid such situations of staff shortage, managements/organisations should

ensure that their employees are provided work that make use of their skills and
they have large possibilities of promotions, while not being under the constant
pressure of poor management style and poor work environment. Incumbents
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Talent Management
also leave when they find that organisations are no longer committed to their
projects or to innovation or to technological development.
12.7
In the past few decades, the countrys public service recruitment practices have
progressed from permanent and pensionable employment to a mix of
permanent and contingent employment and recruitment, on contract, or on parttime basis of professional and technical individuals. Recommendations have
been made for making the most effective use of talented nationals from within
and outside the organisation to provide the services needed at this stage of the
countrys development and to allow the public service to keep pace with the
innovations already pioneered in other countries of similar historical background
as Mauritius. However, it is taking a long time to identify and implement the
new and effective strategies and in many cases the inhibiting factor is
managerial inertia to innovate and improve working environment.
12.8
The lure of the private sector by way of greater monetary benefits, and the
resultant need to devise measures to attract and retain talents in government,
has been a long standing issue. To this end, various schemes have been
devised for implementation at various levels in public sector organisations in
spite of the host of benefits that are available for working in the public sector.
The previous Reports placed much emphasis on the adoption of employment
practices, training schemes, organisational remedies and reward strategies to
tackle identified persistent recruitment/retention problems in the public sector.
These recommendations still have to undergo continuous refinement to
maximise their potential for effectiveness and, at the same time, to minimise the
possibility of abuse.
12.9
Public Sector Organisations are still having recourse to the four broad
categories of measures to tackle identified persistent recruitment/retention
problems. These four broad categories are:Employment Practices
Employment on contract and alternative modes of employment.
Employment on consultancy basis.
Employment on sessional basis.
Recourse to Bank of in-service and/or retired officers.
Employment on a month-to-month basis further to delegation of powers by

the Public Service Commission.
Continuation of service beyond compulsory retiring age in very specialised

areas.
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Talent Management
Training Schemes
Sponsoring new recruits to follow courses in very scarce areas.
Mounting of appropriate courses locally.
Recruitment under cadetship/traineeship schemes.
Drastic reduction in the cost of training fees
Organisational remedies
Redistribution of duties to officers/staff in post.
Rendering schemes of service more flexible by widening scope of

recruitment.
Waiving of age limit.
Reviewing and enlarging qualifications requirement.
Reducing training period wherever and to the extent possible.
Assigning duties to less qualified but experienced officers.
Giving special consideration to officers who have performed the duties of

the grade.
Reward Strategies
Improvement of career structures to enhance the scope of promotion.
Negotiable point of entry in salary scales.
Grant of non-pensionable allowance.
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 a Special Professional Retention Allowance as a retention

measure in specific sectors up to a certain period.
12.10
The above four broad categories of measures resorted to palliate the shortage
of staff in the public sector have, so far, been effective tools. However, the
issues of recruitment and retention are still among the areas of concern in the
public sector in general and more specifically in the Civil Service.
12.11
The Federations of public sector organisations have not made written

representations on recruitment and retention problems of scarce grades.
However, during consultative meetings held at the Bureau, for this Report, they
have strongly drawn our attention on vacancies in several grades that have not
been filled or on officers leaving certain grades for others due to unattractive
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Talent Management
pay package or difficult working conditions. The Bureau has taken note of such
representations and would make appropriate recommendations in the relevant
Ministries/Departments/Organisations.
Survey Questionnaire
12.12
In the context of this review exercise, a new survey was carried out by the
Bureau in June/July 2015 to gauge the effectiveness of the 2013 PRB
Recommendations and address reported shortcomings on persistent
Recruitment and Retention problems in the Public Sector.
A survey
questionnaire was despatched to all Heads of Ministries/Departments,
Parastatal and Other Statutory Bodies, Local Authorities and the Rodrigues
Regional Assembly to collect relevant data for the three years 2012 to 2014.
Furthermore, the issue was lengthily discussed and deeply explored during the
numerous consultations with Staff Representatives and Management in the
context of the overall review exercise.
12.13
The response rate for the questionnaire was good with a return of 60.7 % for
the Civil Service, 46.2% for Parastatal and Other Statutory Bodies and 58.3%
for Local Authorities. The Rodrigues Regional Assembly did not respond to our
survey. We assume that those who have not responded to the survey do not
have serious Recruitment and Retention problems.
Survey Findings
12.14
As a matter of policy, 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 continuously registered
a vacancy rate of above 20%. Vacancy rate here refers to the number of vacant
posts as a percentage of established posts.
12.15
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
Employment
Relations Tribunal
Shorthand Writer
Government Printing
Department
Machine
Minder/Senior
Machine Minder
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Establishment
Size as at
January 2014
3
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123
Vacancy Rate (%)

as at January
2014
33
25
Ministry/Department
Ministry of Finance
and Economic
Development
Talent Management
Grade
Government Valuer
Establishment
Size as at
January 2014
Vacancy Rate (%)

as at January
2014
19
42
50
25
57
(Valuation
Department)
Ministry of Finance
and Economic
Development
(Assessment Review
Committee)
Vice Chairperson
Ministry of Youth &

Sports
Technician (Youth
and Sports)
Ministry of
Technology,
Communication and
Innovation (Data
Protection Office)
Data Protection
Officer/Senior Data
Protection Officer
Ministry of Energy
and Public Utilities
Planner/Senior
Planner
67
Ministry of Education
and Human
Resources, Tertiary
Education and
Scientific Research
Educator (Primary)
[Modern Chinese]
34
91
21
24
16
69
State Counsel
36
39
Senior State
Counsel
14
29
Principal State
Counsel
11
73
State Attorney
16
69
Ministry of Public
Infrastructure and
Land Transport
(Energy Services
Division)
Mauritius Police
Force
Attorney-Generals
Office
Electrical Engineer/
Senior Electrical
Engineer
Catering Supervisor
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Talent Management
Ministry/Department
Grade
Establishment
Size as at
January 2014
Vacancy Rate (%)

as at January
2014
Fishing Boat
Inspector
(Engineering)
100
Fishing Boat
Inspector (Nautical)
100
100
Ministry of Ocean
Economy, Marine
Petty Officer
Resources, Fisheries,
Shipping and Outer
Principal Marine
Islands
Engineering
Surveyor
Ministry of Housing
and Lands
100
Marine Engineering
Surveyor
100
Nautical Surveyor
67
Town and Country

Planning Officer
33
Housing
Development Officer
67
Table II - Vacancy Rate in Grades requiring Degree/Professional/Technical

Qualification in the Parastatal and other Statutory Bodies
Organisation/Department
Grade
Establishment
Size as at
January 2014
Vacancy Rate
(%) as at
January 2014
25
50
Technician
67
Assistant
Technician
(Printing)
80
Educator
(Secondary)
(Mandarin)
Mahatma Gandhi Institute
Educator
(Secondary)
(Plumbing and
Pipe Fitting)
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National Computer Board
Talent Management
Grade
Information
Security
Consultant
Establishment
Size as at
January 2014
Vacancy Rate
(%) as at
January 2014
33
Table III - Vacancy Rate in Grades requiring Degree/Professional/Technical

Qualification in the Local Authorities
Establishment
Size as at
January 2014
Vacancy Rate
(%) as at
January 2014
Municipal Council of
Beau Bassin/Rose Hill
Safety and
Health Officer/
Senior Safety
and Health
Officer
100
Port Louis
Civil Engineer
100
Vacoas/Phoenix
Attorney
100
Grade
General Observations
12.16
A scrutiny of the survey results, as depicted above, compared to those of the

previous reports clearly reveals that there has been a net improvement of the
scarcity situation. For cases where the establishment size is only a few posts
and all of them have not been filled, the vacancy rate of 100% may seem high
but has to be viewed and measured in its true perspective. Many organisations
have submitted a nil return. The measures recommended by the Bureau and
implemented by the relevant authorities and organisations have, therefore,
been efficient and effective in easing and curbing the problem of scarcity. 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%.
12.17
Organisations having recruitment and retention problems have had recourse to

several strategies to have the required talented workforce to enable them to
deliver on their mandate. To palliate the shortage of staff, organisations have
resorted to headhunting, redistribution of duties, working on Saturdays/Sundays
or outside normal working hours, payment of high monthly fees, setting up of
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Bank Schemes of officers, making use of supply officers, making internal

arrangements among existing officers in the cadre, using lower grade officers
that are qualified and hiring services of private individuals on an adhoc basis
whenever required, among others.
12.18
Suggestions have also been made by some organisations for an improvement

of the situation by providing career guidance to students in educational
institutions, upgrading the entry qualifications for certain grades, running
training courses both in-house and outside the organisations, providing good
working environment and well defined career paths/opportunities and recruiting
candidates from university students together with an offer of sponsorship in the
required field. Many organisations have remarked that advertising posts with
all attached fringe benefits have helped a lot.
12.19
It is worth mentioning that certain parastatal bodies have reported that their
respective Board could not find suitable candidates although there is no dearth
of qualified professionals in the job market. Others have, however, reported
that they had problems of selection because of so many overqualified
candidates applying for same posts.
12.20
It has also been observed that there is a complete absence of measurement of

Talent Management strategy execution in terms of organisational performance
results using the levers of performance, learning and leadership, among others.
Measurements would show how Talent Management Strategy adds value to the
organisational strategy and the extent Talent Management initiatives link to
achieving organisational goals.
12.21
Consultation feedback indicates that the Bureaus recommendations have

impacted favourably in resolving, to a large extent, the problem of scarcity.
While the individuals, unions and federations have stressed that there are many
overqualified officers recruited in their grades and cadres, management of
public sector organisations including parastatal bodies and local authorities
have expressed that there are no great difficulties in filling vacancies generally,
except for a very few. Many qualified people in different fields have either
recycled themselves or simply changed career because of the job market
realities until they are enlisted in an appropriate job thereby inflating the staff
turnover rate in many organisations.
12.22
Articles from the press and the media in general, however, claim that there is a
qualification inflation in the country and there is also a mismatch of
qualifications held by job seekers and the qualifications required in the job
market. Although it is for the relevant tertiary authorities to address such issues,
which according to reports have already started, we can safely say that
recruitment and retention problems in the public sector would soon be
something of the past. We are, however, not reviewing our staff retention
policies to allow organisations to remain competitive and flexible. We are,
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therefore, maintaining our present recommendations until the next report for the
few scarcity cases surveyed.
Recommendation 1
12.23
We recommend that:
(i)
Ministries/Departments/Organisations facing prolonged difficulties

in certain grades to recruit and retain officers, should again, after
this review exercise, re-advertise vacancies in the scarce grades
on the basis of the new remuneration package highlighting all the
attached fringe benefits;
(ii)
the notification of vacancies for the scarce grades should be redrafted to include and emphasize all the attached fringe benefits
such as duty free exemption on car, travel grant, passage benefits,
allowances, etc;
(iii)
the MCSAR should ensure that an exit interview is effectively

carried out for people, in scarce grades, leaving the Public Sector
before their normal retirement age;
(iv)
the MCSAR should continue to approve allowances or higher than

initial entry points or adjustments in salary not exceeding the top
salary of the grade (i.e. paying for the qualification of the post
holder rather than the salary of the post) subject to the concurrence
of the High Powered Committee; and
(v)
Ministries/Departments/Organisations should choose the best

course of action from the categories of measures mentioned above
and the options spelt out at the Chapter on Employment on
Contract and Alternative Modes of Employment of this Volume
and submit their proposed course of action to the MCSAR for
approval.
Enforcement of Bonds
12.24
A bond, for the purpose of this Chapter, is a binding agreement between the
government and a public officer sponsored to earn a training or qualification that
commits or ties or restraints the public officer to certain obligations. Failure to
abide by the obligations automatically leads to enforcement of the clauses of
the binding agreement which normally involves a recoup i.e. reimbursement of
the expenditure incurred.
12.25
In order to ensure that the public expenditure incurred for earning a training or
qualification is not wasted, the public officers are invariably bonded by an
amount equivalent to the full cost of the expenditure incurred on them.
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Talent Management
As no demand regarding bonds has been received from the relevant

stakeholders in the context of this review, we are bringing no change to the
current provision.
Recommendation 2
12.27
We recommend that:
(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:
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(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.
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Recommendation 3
12.28
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 12.27(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 4
12.29
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.
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Appendix
Results of Survey on Recruitment and Retention in the Public Sector

CIVIL SERVICE
1.
Employment Relations Tribunal

Shorthand Writer
Since the promotion of one of the three Shorthand Writers at the Employment
Relations Tribunal in 2012, the post has not yet been filled inspite of a
recruitment exercise carried out in February 2014. In fact, no qualified
candidate applied for the post and in June 2015 the organisation asked the
Public Service Commission to re-advertise the post.
2.
Government Printing Department

Machine Minder/Senior Machine Minder (Bindery)
The Government Printing Department has reported the grade of Machine
Minder/Senior Machine Minder (Bindery) to be scarce as it is unable to fill the
required number of vacancies since 2012. Out of the 123 posts on its
establishment, it had 91 in 2012, and 92 in 2013 and 2014. Two of them have
retired and three have resigned during the past three years. During a
recruitment exercise carried out in November 2012 only three officers out of 13
required could be recruited as there was no other suitable candidate. Again, in
March 2015 only five out of 15 required could be recruited for the same reason.
The organisation is having recourse to on the job training of apprentices from
the MITD and payment of overtime to existing staff to remedy the situation.
3.
Ministry of Finance and Economic Development

Government Valuer (Valuation Department)
Vice Chairperson (Assessment Review Committee)
The grade of Government Valuer at the Valuation Department has been
reported scarce with a vacancy rate of 42%. Out of the 19 posts on
establishment in January 2014 there are only 11 incumbents in post. In fact,
two Government Valuers left in 2012 for the private sector and one retired in
2013 before reaching the normal retirement age. No recruitment exercise has
been carried out since 1 January 2012 for the grade to fill the vacant posts. The
organisation is encouraging officers of lower grades to pursue studies in
Valuation to aspire for posts in the professional cadre and proposal has been
made to revise the pay package for this grade to attract the right talented
people.
At the Assessment Review Committee, one of the two posts of Vice Chairperson
is vacant as the candidate recruited in January 2013 left one year later. In fact,
during the recruitment exercise held at the Public Service Commission on 19
November 2013, two persons were recruited out of three qualified applicants.
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However, one of them left and no exit interview was carried out. It has been
proposed to recruit this position on a permanent and pensionable basis rather
than the contractual basis to help the organisation to attract the right candidate.
4.
Ministry of Youth and Sports

Technician (Youth and Sports)
The Ministry of Youth and Sports reported the grade of Technician (Youth and
Sports) as scarce in the last Report with a vacancy rate of 50%. For this Report,
the grade is still scarce with a vacancy rate of 25% as only one of the four posts
on establishment is vacant. During the last recruitment exercise carried out in
April 2012, only one qualified applicant out of two required could be recruited
as no potential candidate was available. The work has been redistributed
among existing staff and the organisation has proposed for a better pay
package to this grade to attract the right talented person.
5.
Ministry of Technology, Communication and Innovation

Data Protection Officer/Senior Data Protection Officer (Data Protection Office)
The grade of Data Protection Officer/Senior Data Protection Officer at the Data
Protection Office has registered a vacancy rate of 57% as four of the seven
posts on establishment are vacant. One officer in this grade left the job in 2013
as he obtained a better remuneration package according to the exit interview
carried out. During the last recruitment exercise carried out in June 2014 there
were four qualified applicants available for four posts required but the exercise
has not yet been completed. Meanwhile, the organisation is having recourse to
overtime and redistribution of work.
6.
Ministry of Energy and Public Utilities

Planner/Senior Planner
The Ministry of Energy and Public Utilities has reported the grade of
Planner/Senior Planner to be scarce with a vacancy rate of 67%. This grade
has an establishment size of three and two posts are vacant. During a
recruitment exercise carried out in March 2013 two candidates were offered
appointment but both declined the offer. In December 2013, another candidate
was offered appointment and he also declined the offer. The Ministry is
reviewing the scheme of service to re-advertise the post.
7.
Ministry of Education and Human Resource, Tertiary Education and

Scientific Research
Educator (Primary) [Modern Chinese]
The grade of Educator (Primary) [Modern Chinese] has registered a vacancy
rate of 91%. In fact, there are only three officers in post out of 34 on
establishment since January 2012. During the last recruitment exercise carried
out in August 2012, only one candidate could be recruited due to unavailability
of qualified candidates. The Ministry is having recourse to volunteers and
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Supply Teachers who are not fully qualified which have helped to alleviate the
problem to some extent only.
8.
Ministry of Public Infrastructure and Land Transport

Energy Services Division
Electrical Engineer/Senior Electrical Engineer
The Energy Services Division of the Ministry of Public Infrastructure and Land
Transport has reported the grade of Electrical Engineer/Senior Electrical
Engineer to be scarce with a vacancy rate of 24% as there are only 16 officers
in post out of an establishment size of 21. Four officers left the grade in 2013
because of various reasons as higher pay, better remuneration package
elsewhere, more opportunities for training and development, better working
environment, promotion and change of career. However, during the period
covered by the survey the required number of officers could be recruited in each
of three recruitment exercises carried out which means that there is no dearth
of qualified candidates in this field.
9.
Mauritius Police Force

Catering Supervisor
The Mauritius Police Force has reported the grade of Catering Supervisor to be
scarce with a vacancy rate of 69%. Out of the eight Catering Supervisors in
post in 2014, three were promoted Assistant Catering Officer and, therefore,
there are only 5 Catering Supervisors in post for an establishment size of 16.
During the last recruitment exercise carried out in May 2014, the four funded
vacancies could not be filled as the two candidates offered appointment did not
accept the offer. The vacancies have again been reported to the Public Service
Commission in May 2015. Suggestions have been made for a flatter structure
to help the organisation to attract the right talented people.
10.
Attorney-Generals Office
State Counsel
Senior State Counsel
Principal State Counsel
State Attorney
The Attorney-Generals Office has reported the grades of State Counsel, Senior
State Counsel, Principal State Counsel and State Attorney as scarce with
vacancy rates of 39%, 29%,73%and 69 % respectively. Three State Counsels
were promoted in 2013 and one of them passed away in 2014.
During
recruitment exercises for the period surveyed, seven qualified applicants out of
26 required were recruited in June 2012, eight out of 19 required were recruited
in April and November 2013 and five out of 14 required were recruited in
October 2014.
For the grade of Senior State Counsel, one officer left the grade in 2014 as he
was promoted and no recruitment exercise was carried out for the period
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surveyed. As for the grade of Principal State Counsel, one officer was promoted
in 2012 and no recruitment exercise was carried out for this grade during the
period surveyed.
The grade of State Attorney had only five officers in post in 2014 out of an
establishment size of 16. For the last recruitment exercise carried out in
April/May 2013 only two officers were recruited out of 13 required. It has
however, been remarked that the timing for filling vacancies for the AttorneyGenerals Office is determined by the Judicial and Legal Service Commission.
11.
Ministry of Ocean Economy, Marine Resources, Fisheries, Shipping and

Outer Islands
Fishing Boat Inspector (Engineering)
Fishing Boat Inspector (Nautical),
Petty Officer
Principal Marine Engineering Surveyor
Marine Engineering Surveyor
Nautical Surveyor
The grades of Fishing Boat Inspector (Engineering), Fishing Boat Inspector
(Nautical), Petty Officer, Principal Marine Engineering Surveyor, Marine
Engineering Surveyor and Nautical Surveyor have continued to register high
vacancy rates of 100%, except for Nautical Surveyor which has registered a
vacancy rate of 67%, for quite a long time. There seem to be no improvement
regarding the filling of vacancies in these grades although the establishment
size is only a few.
Two attempts have been made to fill the only vacancy in the grades of Fishing
Boat Inspector (Engineering) and Fishing Boat Inspector (Nautical). The posts
were advertised by the Public Service Commission in February 2011 but no
qualified candidates were found. In November 2013, the posts were readvertised after amendments were brought to the schemes of service but again
the Public Service Commission informed that there were no qualified
candidates. In July 2015, the Ministry had recourse to employment on contract
to remedy the situation.
As for the grade of Petty Officer, which has an establishment size of two,
attempts were made by the Public Service Commission to fill the vacancies in
June 2012 and April 2013 but on both occasions it did not succeed. The Ministry
is having recourse to employment on contract of retired officers under Capacity
Building Programme.
For the grades of Principal Marine Engineering Surveyor, which has an
establishment size of one, and Marine Engineering Surveyor, which has an
establishment size of three, both are vacant since long. The scheme of service
for Principal Marine Engineering Surveyor was prescribed in July 2010 but as
the grade is promotional for the grade of Marine Engineering Surveyor which
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has itself registered a 100% vacancy rate for years, no recruitment could be
made. It has to be noted that inspite of four attempts to fill the three posts in
the grade of Marine Engineering Surveyor (March 2012, May 2012, April 2014
and December 2014), the Public Service Commission has not been successful
due to unavailability of qualified applicants. The Ministry has sought and
obtained approval for filling of vacancies under the Capacity Building
Programme and expression of interest has been launched in June 2015 to both
local and international bidders willing to offer their services.
There is only one officer in the grade of Nautical Surveyor out of an
establishment size of three. This grade is reported scarce since the 2003 PRB
Report. The vacancies were advertised by the Public Service Commission in
May 2012, April 2014 and December 2014 but no qualified candidates applied
for the posts. For this grade too the Ministry has sought and obtained approval
for filling of vacancies under the Capacity Building Programme and expression
of interest has been launched in June 2015 to both local and international
bidders willing to offer their services.
12.
Ministry of Housing and Lands

Town and Country Planning Officer
Housing Development Officer
The grades of Town and Country Planning Officer and Housing Development
Officer have registered vacancy rates of 33% and 67% respectively.
Out of the nine posts on establishment in 2014 only six were filled. One officer
left the grade during 2014 for better remuneration package elsewhere and
another one resigned in the same year. The duties have been redistributed
among officers in post to remedy the situation. Suggestions have been made
to disseminate information to school leavers on job prospects in Town and
Country Planning and also to include this field in the priority list for award of
scholarships.
For the grade of Housing Development Officer, there is only one officer in post
out of an establishment size of three. Two officers left the grade in 2012 for
better remuneration package elsewhere. During the last recruitment exercise
carried out in 2012 only one officer joined the grade and the others declined the
offer of appointment. The scheme of service has been amended to widen the
fields of study and attract more candidates.
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PARASTATAL AND OTHER STATUTORY BODIES AND LOCAL AUTHORITIES

1.

Educator (Secondary) [Mandarin]
Educator (Secondary) [Plumbing and Pipe Fitting]
Technician
Assistant Technician (Printing)
The grade of Educator (Secondary) [Mandarin] has been reported scarce with
a vacancy rate of 25% as one of the four incumbents in post retired in 2013 and
no recruitment exercise has been carried out since then. The duties of the
retired officer has been shared among the remaining three Educators to meet
the students needs. Similarly, one of the two posts in the grade of Educator
(Secondary) [Plumbing and Pipe Fitting] which is vacant since 2012 has not
been filled as no recruitment exercise has been carried out. The organisation
is having recourse to temporary employment of Supply Teachers to remedy the
situation.
For the grade of Technician, two of the three posts on establishment have
remained vacant since 2012 and no recruitment exercise has been carried for
the past three years. As no applicant satisfied the required profile, the scheme
of service is being reviewed by the Council.
As for the grade of Assistant Technician (Printing), four of the five posts on
establishment have been reported to be vacant in 2014. One of the two
incumbents in post in 2013 was promoted and no recruitment exercise has been
carried out since 2012 due to lack of qualified candidates. The organisation has
liaised with the MITD for a list of potential candidates and, in the meantime, it is
having recourse to temporary employment of partly qualified officers.
2.

Information Security Consultant
The grade of Information Security Consultant at the National Computer Board
has a vacancy rate of 33% in 2014 and it has a staff strength of four out of an
establishment size of six. One of the incumbents in post left in 2013 and
following its last recruitment exercise in 2014 the selected candidates refused
the offer of appointment because of salary level.
3.
Local Authorities
Attorney
Civil Engineer
Safety and Health Officer/Senior safety and Health Officer
The above three grades were among the grades reported as scarce in Local
Authorities in the 2013 Report. However, it should be noted that these three
grades have an establishment size of one or two and they have registered a
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vacancy rate of 100%. It should also be noted that except for the grade of
Attorney, the other two grades are reported scarce in other Local Authorities for
this Report.
At the Municipal Council of Beau Bassin/Rose Hill, the grade of Safety and
Health Officer/Senior safety and Health Officer has been reported scarce with
a vacancy rate of 100% because the only officer in post for an establishment
size of one left the organisation in 2013 for better prospects elsewhere and no
recruitment exercise has been carried out by the Local Government Service
Commission since then.
For the Municipal Council of Port Louis, the two posts in the grade of Civil
Engineer are vacant since 2012. The exit interviews carried out with officers
leaving their jobs indicate that they left because of the working environment and
too much paper work instead of engineering works.
As for the Municipal Council of Vacoas/Phoenix, the grade of Attorney which
was reported scarce in the last Report is vacant since 2008. The vacancy has
been freezed and no recruitment exercise has been carried out since 1 January
2012. This Local Authority is having recourse to hiring the services of an
Attorney on a case to case basis to remedy the situation. Suggestions have
been made by the Chief Executive to have this post either on a part-time or
contract basis with a better remuneration package for which appropriate
recommendations already exist.
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13.
Employment on Contract and Alternative Modes of Employment
EMPLOYMENT ON CONTRACT AND ALTERNATIVE

MODES OF EMPLOYMENT
13.1
Some years back it was conventional to think of employment as full-time but

gradually a multitude of novel methods of recruitment has surfaced and the most
common, among them, is Employment on Contract which is being resorted to
in the interest of economy and efficiency.
13.2
In Mauritius we cannot refrain to have recourse to such type of employment to

enlist the services of individuals on contract, the moreso that provisions exist at
Section 89(3)(h) of the Constitution and on approval of the Prime Minister. This
particular section stipulates that any office of a temporary nature, the duties of
which are mainly advisory may be filled by a person on contract and on nonpensionable terms.
13.3
Under this type of employment consideration is given to Mauritian or foreign

citizens and retired persons including civil servants to be reemployed on a
contractual basis.
13.4
Contract employment are, therefore, divided into four function groups:
13.5
(i)
Special Advisers who are recruited for their recognised superior wisdom,
talent, skills and expertise. Under this category, suitable persons from
outside could be outreached in the Government on negotiated
salaries/emoluments;
(ii)
Advisers who are recruited to provide technical assistance to a Minister

and to perform duties that are in line with the objectives of Government
and the Ministry/Department which they serve;
(iii)
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;
(iv)
Officers employed in areas where there is a scarcity of required skills,

against established posts to perform mostly non-advisory duties; and
(v)
Retirees from government whose skills, expertise, knowledge that was

acquired while in Government service is found to be useful to
Government.
Appointment on contracts are, therefore, generally not resorted to for all posts
in government but rather to those where incumbents will have to perform
assigned tasks for a specific period on the terms and conditions (including
remuneration and perquisites) specified in the contract. The need for contract
employment particularly arises for, inter alia, the following reasons:
(i)
to overcome the problem of shortage of experts or skilled personnel in

specific areas;
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13.6
(ii)
to carry out time-bound special projects, which are not likely to continue;
(iii)
to fulfil mandatory service conditions, as determined by Government

from time to time;
(iv)
to ensure availability of most competent, committed, and talented

personnel for certain sensitive/specialised jobs; and
(v)
to enlist people for task of a routine nature which needs large number
for a specific period and which involves low level of remuneration.
Established guidelines and procedures governing the terms and conditions of

officers employed on contract are outlined hereunder:
(i)
Advisers on contract are appointed under Section 89(3) (h) of the

Constitution and with the approval of the Prime Minister. The
recommendations made to the Prime Minister for employment on
contract by Heads of Ministries/Departments must be channelled
through the Secretary to Cabinet and Head of the Civil Service;
(ii)
the salary and terms of conditions of service should be determined with

the concurrence of the Ministry of Civil Service and Administrative
Reforms (MCSAR) 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. The salary of other
advisers is generally determined on the basis of pay of existing posts
with comparable levels of responsibilities in the public service and in
consideration of the officers qualifications and experience. Other
relevant factors in determining the pay package are the scarcity value
and market value of the desired competency;
(iv)
the other conditions of service of employees on contract save for leave,

travelling and car benefits, are in principle, and wherever applicable, in
line with what obtains in the civil service;
(v)
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
reemployed on contract or contract officers serving in established posts;
(vi)
in respect of leave, a different scheme applies to them. 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:
(vii)
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Annual Leave
21 working days
Sick Leave
21 working days
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;
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13.7
(viii)
the Annual leave of 21 working days may be taken on and off to cater
for brief absences. At the end of each 12 months service on contract,
annual leave not taken by an officer may either be cashed or
accumulated whereas unutilised sick leave in a particular year would
lapse;
(ix)
Advisers/officers on contract do not earn passage benefit during the 21

days annual leave, whether taken or cashed;
(x)
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 of duration of up to 12
months or more;
(xi)
in cases where officers are offered employment on contract for 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 does not include
the end-of-contract gratuity.
A perusal of all the above issues linked to contractual employment has been
carried out and found appropriate. We recommend accordingly.
Recommendation 1
13.8
13.9
We 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 while doing so, the concerns of confidentiality and
accountability have to be kept in view; 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.
The salaries of Advisers/Officers employed on contract are usually revised by

the Bureau in the wake of a general review exercise and consequently following
the publications of the PRB Report 2013 same were revised. However, after
the EOAC Report 2013 no provision for salary adjustment for these categories
of officers were made though the salary eligibility cut points of certain benefits
were reviewed leading to anomalous situations. The issue was referred to the
High Powered Committee whereby it was decided that the Bureau has to look
into the matter in the context of its 2016 general review exercise. We are
therefore making appropriate recommendation to that effect.
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Recommendation 2
13.10
We recommend that the salaries paid to Advisers/Officers employed on

contract be submitted to the Bureau, through the MCSAR for appropriate
adjustment following the publication of the Bureaus Report on the review
of Pay and Grading Structures and Conditions of Service in the Public
Sector and the Private Secondary Schools.
Passages to Expatriate Officers on contract

13.11
At present, expatriate officers on contract i.e. those whose permanent residence

are not in Mauritius, are eligible on appointment, for the following:
(a)
13.12
economy class air passage from the country of permanent residence to

Mauritius 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.
The Bureau has examined the benefits that are given to expatriate officers on
contract and is strongly of the view that the present entitlement is appropriate.
We, therefore, recommend accordingly.
Alternative Modes of Employment

13.13
It is a fact that in many countries resorting to contract employment is very

popular and such arrangement enables Management to tap the pool of high
calibre people who could not or do not want to make a career in the public
service. It also allows people outside the service to serve the country, bring to
contribution their expertise to the service of the nation and permit the
Departments/Organisations to deal with scarcity problems. To that end, and for
a judicious choice of the type of contract that can be entered into, we
recommended, in our last Report different patterns of work and types of
appointment which are:
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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.
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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.
Recommendation 3
13.14
We recommend that Responsible Officers of Ministries/Departments may

continue, with the approval of the relevant Service Commissions, to
recruit on the basis of the foregoing options laid down at para 13.14 to
deal with such situations as appropriate to cope with the problems of
scarcity, recruitment and retention and that of fluctuations in workload.
13.15
In appropriate cases, such appointments may be made through

enlistment of Consultants to provide consultancy services or the
engagement of the required human resources to perform specific
assignments in conformity with the provisions of the Public Procurement
Act.
Recommendation 4
13.16
We further recommend that the following measures should continue to be

adhered to:
(i)
Responsible Officers of Ministries/Departments should take

necessary and appropriate actions for the timely reporting of
vacancies to the appropriate Service Commissions.
(ii)
The Ministry of Civil Service and Administrative Reforms should

impress upon Ministries/Departments to remove from their
respective votes all post, the existence of which is no longer felt.
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(iii)
Ministries/Departments should keep an up-to-date database of their

retired employees who have subject matter knowledge, experience,
skills and expertise and whose services may be resorted to, as and
when the need arises.
************
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Part-Time Employment
14.
PART-TIME EMPLOYMENT
14.1
Work is generally considered part-time when employees are contracted to work

for anything less than the basic full-time hours. The term part-time worker
refers to an employee whose normal hours of work, calculated on a weekly
basis or an average over a period of employment of up to one year, are less
than the normal hours of work of a comparable full-time worker.
14.2
The concept of part-time employment in the public sector was first introduced
by the Bureau in the 2008 PRB Report with the objective of allowing public
officers aged 50 years or more (below the level of Deputy Permanent Secretary
and not for officers in scarcity areas) to opt for part-time work for the rest of their
career, thus, offering them the opportunity of a better balance between working
life and family responsibilities, training, leisure or civic activities.
14.3
At present, the mode of part-time employment in the public sector, is mainly

prevalent in the Local Authorities. Employees in certain manual grades such
as Sanitary Attendant, Library Attendant, Village Hall Attendant, and TV
Attendant and a few non-manual grades like Sewing Teacher and Asian
Languages Teacher are mostly employed on a part-time basis in the District
Councils. The Municipal Councils have recourse to part-time workers in the
grades of Dressmaking Teacher, Instructor/Instructress or Animateur in
Embroidery, Music, Photography, Yoga and Sport. Such employees generally
put in between 18 hours and 28 hours weekly.
14.4
In our successive Reports, we recommended the following provisions in respect

of part-time employment, which we are again maintaining in this Report:
(i)
Heads of Ministries/Departments and Chief Executives of

Parastatal Bodies and Local Authorities should be allowed to enlist
the services of part-time employees. The recruitment of such
employees should, however, be made according to the existing
procedures as for full-time employees.
(ii)
All new grades identified that 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.
(iii)
Pubic Officers aged 50 years or more holding substantive

appointment should 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 of the level of Deputy
Permanent Secretary and officers in scarcity areas. Consideration
should, however, be given to public officers (particularly working
mothers), although below 50 years, who would wish to avail
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themselves of the above recommendations to attend to family

obligations.
(iv)
The pay for part-time workers should, in principle, continue to be

on a pro-rata basis, i.e., a proportion of the full-time rate of pay
appropriate to the net number of hours worked. For serving
officers opting for part-time working, the pay should be the salary
point drawn, on a pro-rata basis, at the time of exercising the option
and the officer should be allowed to continue to be eligible to earn
the annual increment.
(v)
The advice of the Pay Research Bureau should, invariably be

sought through the Ministry of Civil Service and Administrative
Reforms for pay determination, once the mode of operation of parttime working of any grade has been determined by any public
sector organisation.
(vi)
For pension purposes, any period of part-time working for officers

holding substantive appointment should be reckoned as
pensionable service but on a pro-rata basis.
14.5
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
14.6
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 should 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 Employee
14.7
(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.
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(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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15.
Retirement and Retirement Benefits Pension Scheme for the Public Sector
RETIREMENT AND RETIREMENT BENEFITS

PENSION SCHEME FOR THE PUBLIC SECTOR
Introduction
15.1
Retirement benefit is a monthly payment to an officer who has retired from work.
A pension is payable to the officer who has retired from regular employment,
paid by the state arising from the persons former employment or the product of
investment in a personal or stakeholder pension scheme.
15.2
In the context of the 2008 PRB Report, a major reform was brought to the Public
Sector Pension Scheme i.e. a single modified Defined Benefit (DB) Pension
Scheme was introduced whereby, (a) a single contributory pension scheme has
been implemented for all public officers, (both current and future) and (b)
transitional measures have been recommended for officers in post as at 30June
2008 to secure their existing pension rights in conformity with the constitutional
provision and to ensure acceptability.
Contribution
15.3
We are maintaining the present provisions regarding contribution and

recommending accordingly.
Recommendation 1
15.4
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.
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.
Refund of Contribution
Recommendation 2
15.6
We recommend that a Public Sector employee should continue to be

refunded 100% of his contribution together with compound interest at the
rate of 4% per annum, in the event the 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 for him in respect
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of his past service in the public sector, provided he has effectively

contributed to the modified Defined Benefits (DB) Pension Scheme for a
year or more.
Retirement Age
15.7
15.8
(i)
Subject to the transitional provision as at Annex, the normal retirement

age of a public officer holding a pensionable office is 65 years. However,
officers have the right to retire at the age of 60. On the approval of the
relevant Service Commissions, 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 28 years pensionable service, as
appropriate, irrespective of age.
Since the present provision regarding retirement age is in force till June 2018,
we are maintaining the same provision as any amendment may entail legal
implications.
Recommendation 3
15.9
We recommend that the above provisions regarding retirement age be

maintained.
Accrual Rate and Qualifying Period for officers appointed on or after 01 July 2008
15.10
(i)
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The amount of pension is computed at the rate of 1/690th of pensionable

emoluments on retirement for every month of pensionable service,
subject to a maximum of 460/690th.
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(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 38 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 28 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 34 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 34 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 years pensionable
emoluments.
15.11
Representations have been received from officers of the Engineering, Architect

Quantity Surveying Cadres to the effect that, since they join the public service
late due to long years of study, they be allowed to buy remaining years of
pensionable service in order to enable them to qualify from full pension.
15.12
Provisions pertaining to the above were made in the 1998 PRB Report.
However, due to difficulties encountered in its implementation, the provision
was withdrawn in the 2003 PRB Report.
15.13
We have analysed the issue anew in the context of this Report and the following
were observed:
15.14
(i)
With the extension of retirement age from 60 years to 65 years, most

officers would complete 33 1/3 years of service at retirement age;
(ii)
Changing eligibility for full pension would entail an actuarial study in

respect of accrual rate; and
(iii)
Possibility exists for any officer to have recourse to a private pension

scheme.
In light of the foregoing, the Bureau cannot accede to the above request and is
maintaining the present provisions.
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Recommendation 4
15.15
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

15.16
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.
15.17
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 reorganisation.
Recommendation 5
15.18
We recommend that the provision regarding pension on early retirement

for those entrants who join after 30 June 2008 should be maintained.
Transitional Provision Retirement Age

15.19
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
relevant 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
15.20
15.21
We recommend that:
(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.
Tables I to III are given at the end of this Chapter.
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Transitional Provision Accrual Rate

15.22
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
15.23
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

15.24
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
15.25
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-organisation

15.26
Presently, in 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 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 officers 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.
15.27
However, for an officer in post as at 30 June 2008, the additional pension is

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 does not exceed ten sixtieths and the addition together with the
remainder of the officers 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.
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Recommendation 9
15.28
We recommend that the present pension provisions governing officers in

the case of abolition of office and re-organisation should be maintained.
Other Provisions Governing Retirement and Retirement Benefits

Pensionable Emoluments (Reverted Officers)
15.29
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).
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 15.29 above are
satisfied.
Recommendation 10
15.31
We recommend that the present mode of computation of retirement

benefits of reverted officers should be maintained.
Pensionable Emoluments (Reverted Officers in position of Accounting Head/

Chief Executive)
15.32
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 95000 a month or
(b)
a higher office than the one at (a) above in the same cadre
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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.
Recommendation 11
15.33
We are recommending that 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 101000 a month.
15.34
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
15.35
In the 2008 and 2013 PRB Reports, the Bureau made provisions for officers to
retire on grounds of facilitating mobility (among sectors) and to allow people to
take advantage of better prospects outside the service.
15.36
We also 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.
15.37
We are, in this Report, maintaining the provision regarding mobility of

manpower.
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Recommendation 12
15.38
We again 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.
15.39
We further recommend that the Ministry of Civil Service and

Administrative Reforms should 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.
15.40
In case an officer dies before the age of 55, the payment of benefits
accruing to the officer, should be paid to the heirs notwithstanding the
age of 55.
Retirement Benefits Overmanning

Recommendation 13
15.41
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

Recommendation 14
15.42
We recommend that officers who are granted leave without pay should
continue to contribute 18% of their salaries to Government in order to
have such period of leave reckoned for pension purposes.
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Traineeship, Studentship, Cadetship or Apprenticeship

Recommendation 15
15.43
We recommend that half of the period of any service in the public service
under any traineeship scheme, when immediately followed by
appointment in the related grade in the public service, should be reckoned
for pension purposes.
Temporary Appointment and Pension

15.44
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.
15.45
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
15.46
We are maintaining the above provisions.
Compassionate Allowance
15.47
For officers not on permanent and pensionable establishment, the monthly

compassionate allowance payable on retirement is computed as follows:
No of months of service x Annual Wage
720
12
Salary of an Officer upon Death

15.48
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
15.49
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 years
pensionable emoluments.
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Recommendation 17
15.50
We are maintaining the provisions 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

15.51
The estimated value of free quarters or rent allowance for pension purposes is
presently equated to 10% of initial annual salary of the officer, subject to a
maximum of Rs 6050 per annum.
Recommendation 18
15.52
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 6350 per annum.
Pensionable Value of Car Benefit

Recommendation 19
15.53
We recommend that the monetary value of the private use of a chauffeurdriven 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 drivers allowance) and self-driven government car
respectively.
National Savings Fund

15.54
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
15.55
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 should be
maintained.
Portable Pension Fund

Recommendation 21
15.56
We recommend that the portable benefits of a qualified officer (i.e. an

officer who, after having completed at least one years pensionable
service, leaves the Public Service to take up employment in the Private
Sector or to become self-employed) are transferred to such
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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.
Mutually Agreeable Retirement Scheme
15.57
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:
(a)
the addition does not exceed twenty three one hundred and thirty
eighths; and
(b)
the addition together with the remainder of the officers 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
15.58
We recommend that the above provisions pertaining to the Mutually

Agreeable Retirement Scheme be maintained.
Continuation of Service beyond Compulsory Retiring Age

15.59
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.
15.60
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
are not available; and is implemented in a manner that does not cause prejudice
to officers in post.
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15.61
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 should be adhered to:
(i)
the Responsible Officer should submit his recommendation to the Prime

Ministers 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.
15.62
The provision of paragraph 15.57 also applies to officers of the Parastatal and
Other Statutory Bodies and Local Authorities.
15.63
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 15.58, would be in the interest of the service, the
following procedures should be adhered to:
15.64
(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 Ministers Office for consideration by the
High Powered Committee;
(iii)

(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.
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 Ministers Office for
consideration by the High Powered Committee;
(iii)

(iv)
if the recommendation is approved, the Chief Executive of the Local

Authority should then seek the approval of the Local Government
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Service Commission and take such other action as may be

recommended by the High Powered Committee.
Recommendation 23
15.65
The present provisions regarding continuation of service beyond

compulsory retirement age is maintained.
Enhanced Pension Benefit for a Tour of Duty in Agalega or St. Brandon

Recommendation 24
15.66
We again recommend that any period during which an officer domiciled

in the Republic of Mauritius who is required to serve as a public officer in
Agalega or St. Brandon should continue to be reckoned as pensionable
service at the rate of two times.
New Retirement Date

15.67
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 36575
Recommendation 25
15.68
We recommend that public officers in post as at 31 December 2015 who:

(a)
draw salary in a scale the maximum of which is not more than

Rs 36575 in the revised 2016 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.
15.69
We further recommend that officers who have retired after 01 July 2008
up to 31 December 2015 and who have not benefitted from the above
provision should exceptionally be granted hypothetically one additional
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increment for pension purposes provided they satisfy all the conditions
laid at paragraph 15.68 above.
Transitional Provision Retirement Age
Recommendation 26
15.70
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
15.71
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.
15.72
Several representations have been received from various quarters that the oneoff payment of 2% of the annual pensionable emoluments for each completed
year of pensionable service is insufficient for employees who reckon more than
331/3 years of pensionable service and continue to work up to the normal date
of retirement. We have re-examined the issue and it has been revealed that
any increase of the one-off payment would be burdensome on the sustainability
of the pension fund. We are, therefore, maintaining the recommendation.
Recommendation 27
15.73
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.
15.74
We further recommend that a public officer satisfying the conditions at

paragraph 15.68 should exercise an option as to whether they wish to be
governed by the provision at paragraph 15.68 or at paragraph 15.73.
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Early Voluntary Retirement Scheme

Recommendation 28
15.75
We recommend that an officer proceeding on retirement should continue

to be given the option to cash in full accumulated vacation leave
computed on the officers retiring salary at the rate of 1/30 of the monthly
salary per day provided he retires on the day he would normally have
proceeded on leave prior to retirement.
15.76
We further recommend that on demise of the officer, the total value of

accumulated vacation leave be paid to his heir(s).
Pension Reforms Defined Contribution (DC) Pension Scheme

15.77
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 considered the implementation of a Contributory Defined
Contribution (DC) Pension Scheme for new entrants in the Public Sector in the
context of the PRB 2013 Report and the Bureau recommended accordingly.
The new scheme was made applicable to officers of the Civil Service, as well
as Parastatal Bodies, Local Authorities, the Rodrigues Regional Assembly and
Private Secondary Schools.
15.78
To drive the reform, there was an imperative need for an institutional set up to
work out the details. There were a few meetings with stakeholders concerned
to devise and work out the details regarding the new defined contribution
pension scheme. However, the Committee set up is still working on the
scheme. We are, therefore, maintaining the recommendation made in the
context of the previous Report.
Recommendation 29
15.79
We recommend that the Committee on Pension Reforms under the

Chairmanship of the Financial Secretary and comprising different
stakeholders including staff members should continue 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.
15.80
The salient features of the Defined Contribution (DC) Pension Scheme are as
hereunder:
Contribution
15.81
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.
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Contractual Employment
15.82
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
15.83
An Investment Committee comprising representatives of Government, Labour

Unions and major stakeholders will be set up to manage the Fund and set the
modalities.
15.84
Pending the establishment of a proper regulatory framework, the administration

of the Fund will be entrusted to SICOM.
Payment of Lump Sum

15.85
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.
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Annex
Table I
Phasing of Retirement Age from

60 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
August 1949
September 2010
September 1949
November 2010
October 1949
January 2011
November 1949
March 2011
December 1949
May 2011
January 1950
July 2011
February 1950
September 2011
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New Retirement Date
March 1950
November 2011
April 1950
January 2012
May 1950
March 2012
June 1950
May 2012
July 1950
July 2012
August 1950
September 2012
September 1950
November 2012
October 1950
January 2013
November 1950
March 2013
December 1950
May 2013
January 1951
July 2013
February 1951
September 2013
March 1951
November 2013
April 1951
January 2014
May 1951
March 2014
June 1951
May 2014
July 1951
July 2014
August 1951
September 2014
September 1951
November 2014
October 1951
January 2015
November 1951
March 2015
December 1951
May 2015
January 1952
July 2015
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New Retirement Date
February 1952
September 2015
March 1952
November 2015
April 1952
January 2016
May 1952
March 2016
June 1952
May 2016
July 1952
July 2016
August 1952
September 2016
September 1952
November 2016
October 1952
January 2017
November 1952
March 2017
December 1952
May 2017
January 1953
July2017
February 1953
September 2017
March 1953
November 2017
April 1953
January 2018
May 1953
March 2018
June 1953
May 2018
July 1953
July 2018
August 1953 and thereafter
65th birthday
(1 August 2018 or later)
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Annex
Table II
Phasing of Optional Retirement Age from 55 to 60 years
over the Period 2008 to 2018
New Retirement Date
July 1953
July 2008
August 1953
September 2008
September 1953
November 2008
October 1953
January 2009
November 1953
March 2009
December 1953
May 2009
January 1954
July 2009
February 1954
September 2009
March 1954
November 2009
April 1954
January 2010
May 1954
March 2010
June 1954
May 2010
July 1954
July 2010
August 1954
September 2010
September 1954
November 2010
October 1954
January 2011
November 1954
March 2011
December 1954
May 2011
January 1955
July 2011
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New Retirement Date
February 1955
September 2011
March 1955
November 2011
April 1955
January 2012
May 1955
March 2012
June 1955
May 2012
July 1955
July 2012
August 1955
September 2012
September 1955
November 2012
October 1955
January 2013
November 1955
March 2013
December 1955
May 2013
January 1956
July 2013
February 1956
September 2013
March 1956
November 2013
April 1956
January 2014
May 1956
March 2014
June 1956
May 2014
July 1956
July 2014
August 1956
September 2014
September 1956
November 2014
October 1956
January 2015
November 1956
March 2015
December 1956
May 2015
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New Retirement Date
January 1957
July 2015
February 1957
September 2015
March 1957
November 2015
April 1957
January 2016
May 1957
March 2016
June 1957
May 2016
July 1957
July 2016
August 1957
September 2016
September 1957
November 2016
October 1957
January 2017
November 1957
March 2017
December 1957
May 2017
January 1958
July 2017
February 1958
September 2017
March 1958
November 2017
April 1958
January 2018
May 1958
March 2018
June 1958
May 2018
July 1958
July 2018
60th birthday
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Annex
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
New Retirement Date
July 1958
July 2008
August 1958
September 2008
September 1958
November 2008
October 1958
January 2009
November 1958
March 2009
December 1958
May 2009
January 1959
July 2009
February 1959
September 2009
March 1959
November 2009
April 1959
January 2010
May 1959
March 2010
June 1959
May 2010
July 1959
July 2010
August 1959
September 2010
September 1959
November 2010
October 1959
January 2011
November 1959
March 2011
December 1959
May 2011
January 1960
July 2011
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New Retirement Date
February 1960
September 2011
March 1960
November 2011
April 1960
January 2012
May 1960
March 2012
June 1960
May 2012
July 1960
July 2012
August 1960
September 2012
September 1960
November 2012
October 1960
January 2013
November 1960
March 2013
December 1960
May 2013
January 1961
July 2013
February 1961
September 2013
March 1961
November 2013
April 1961
January 2014
May 1961
March 2014
June 1961
May 2014
July 1961
July 2014
August 1961
September 2014
September 1961
November 2014
October 1961
January 2015
November 1961
March 2015
December 1961
May 2015
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New Retirement Date
January 1962
July 2015
February 1962
September 2015
March 1962
November 2015
April 1962
January 2016
May 1962
March 2016
June 1962
May 2016
July 1962
July 2016
August 1962
September 2016
September 1962
November 2016
October 1962
January 2017
November 1962
March 2017
December 1962
May 2017
January 1963
July 2017
February 1963
September 2017
March 1963
November 2017
April 1963
January 2018
May 1963
March 2018
June 1963
May 2018
July 1963
July 2018
55th birthday
***************
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Public Service Pension
16.
PUBLIC SERVICE PENSION
16.1
Pension is a privilege which has been earned by the work of an employee over
the years. It is survival kit that an employee takes to cater for old age needs.
Pension, therefore, is a source of income to retired employees. Pension derived
by public sector employees refers to occupational pension and is earned over
and above the Basic Retirement Pension (BRP) which is being catered for to all
citizens attaining the age of 60, whereas the occupational pension is funded
from both the employer and the employee contributions.
16.2
Pension derived from past occupation is a recognition of long and loyal service
of employee and is rewarded in monetary terms, the computation of which, is
on the basis of the number of years of pensionable service and the retiring
salary of the employee. The Accountant-General is responsible for the
computation of occupational pension for civil servants, while the State
Insurance Company of Mauritius (SICOM) generally caters for employees of the
Parastatal Bodies and Local Authorities.
16.3
In principle, in each general review of pay and grading structures, the average
percentage of loss in purchasing power in between two reports, is compensated
by way of salary increase. On this basis, the salaries Commissioner,
Mr. D. Chessworth in his Report recommended that the pension of retired public
officers be recomputed on the basis of revised pensionable emoluments of the
relevant grade as from the date of implementation of new salaries. The same
policy has, therefore, been adopted after each PRB review. Keeping in view
the rationale of such recommendation, we are recommending accordingly.
Recommendation 1
16.4
We recommend that pension of retired public officers should continue to

be recomputed on the basis of the revised pensionable emoluments of the
relevant grades as from 01 January 2016.
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 2015
together with the cost of living allowance payable as from
01 January 2016, where applicable, 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.
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16.7
The above recommendations should also apply to pensioners of

Parastatal and other Statutory Bodies and Local Authorities.
16.8
With the advent of contributory pension scheme with defined benefits

introduced in the 2008 PRB Report, the recommended salaries consisted of 6%
representing the component for contribution and officers who did not opt to join
the scheme were granted 92% of the recommended salary.
16.9
However, the pension of public service pensioners were computed on the basis
of revised salaries inclusive of the 6% component.
16.10
Moreover, in the context of the 2013 Report, representations were received

from public service pensioners who have retired since the last 10-15 years to
the effect that they are drawing lesser quantum of pension than their
counterparts who retired afterwards. This was due to our policy of elongation of
salary scales with the initial salary downward extended to reflect market
realities, or wherever there has been merger of grades. In this respect, the
Bureau made appropriate recommendations to address the issue. We are
maintaining these provisions in this Report.
Recommendation 2
16.11
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 2016, where applicable, by one additional increment on
conversion subject to the top salary of the corresponding grades
occupied by the retiree at the time of retirement
16.12
This recommendation is not applicable in respect of officers drawing flat

salaries.
16.13
During consultations, it has been submitted that an officer who dies in service,
his/her heirs receive only the gratuity, whereas the monthly pension that would
have accrued to the officer had he not deceased while in office is not payable
to his/her heirs despite the latter having contributed to the pension fund.
16.14
This situation causes much hardship and trouble to the bereaved family,
especially in the case of a non-working wife with children under age.
16.15
We have examined the issue in-depth and we consider that the payment of a
reduced pension for a period of one year following the death of the officer could
be paid to the bereaved family taking into consideration the contribution made
by the deceased to the pension fund and the number of years he devoted to
serve the country. We are, therefore, recommending accordingly.
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Recommendation 3
16.16
We recommend that Government considers the advisability of granting a

commuted pension to the heirs of the officer who died while in service at
a reduced rate for a period of one year.
16.17
The above recommendation will necessitate an amendment to be brought

to the different Acts on Pension.
************
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E-Government
17.
E-GOVERNMENT
17.1
One of the main thrusts of this Report is the modernisation of the public sector
through technological innovation and digitalisation for an enhanced service
delivery to meet citizens, non-citizens and other stakeholders needs. In this
perspective, e-government would play a linchpin role in giving a new drive to
the Civil Service. In fact, an optimal use of technology would transform the way
in which government functions are developed, organised and executed.
17.2
For several decades, the Bureau has been advocating about the need to
modernise the public sector through various reforms including e-government
initiatives and computerisation of work processes. Since the start of the
e-government journey, many projects have been developed and implemented,
most of them relating to the delivery of counter services. The realisation of egovernment projects in the civil service rests primarily on the Ministry of
Technology, Communication and Innovation (MTCI) and Divisions/
Parastatal Bodies falling under its aegis. In a few cases, organisations have
recourse to contractual employment of IT professionals from the private sector
to set up, implement and monitor different IT projects/systems.
17.3
The Bureau has noted that despite the implementation of various systems in
the Public Sector, the adoption of modern technologies seems quite invisible,
moving at a slow pace. This fact has been confirmed by our survey findings
which are discussed at a later stage in this chapter, and by the observations
made by parties concerned during consultations in the context of this Report.
17.4
As per Government Programme, the MTCI would come up with a National

Technology, Communication and Innovation Strategic Plan 2015-2019 with a
view to elaborating strategies to transform Mauritius into an Intelligent and
Smart Island. As regards e-Government, Mauritius ranked 2nd in Africa and 76th
out of 193 countries as per the United Nations e-Government Survey 2014.
Moreover, according to Measuring the Information Society Report 2015,
Mauritius positioned 73rd in the ICT Development Index and 1st in Africa.
Nevertheless, we strongly view that if the public sector has to keep pace with
governments vision, a titanic task has then to be accomplished, in terms of
technological innovation and computerisation/ automation of work processes.
Survey on E-Government
17.5
The Bureau conducted a general survey on various topics, including

E-Government, in July 2015, to gather feedback on our recommendations and
to tap the views of our customers on pertinent issues. The findings of the survey
has enabled the Bureau to formulate appropriate recommendations geared
towards giving a new impetus to the e-government agenda and
computerisation/modernisation of a technology-driven public sector.
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17.6
E-Government
A survey questionnaire was sent to all Heads of Ministries/Departments,

Parastatal Organisations, Local Authorities and Rodrigues Regional Assembly.
An overall response rate of 55.7% was recorded.
Survey Findings
17.7
The survey findings have revealed, among others, that a few organisations still
do not have a website, while 43% of organisations provide online services.
Suggestions on how online services could be improved comprise, among
others, offering e-payment options, employing the right and qualified candidates
in the field, better and faster access to the internet at lower prices, training of
staff, provision of better hardware infrastructure, introduction of mobile services
through various applications and rendering services more user friendly.
17.8
Almost all the organisations who have embarked in a computerisation project

have noted a reduction in the overall process time as well as in paper usage.
However, we have observed that most of the projects consisted mainly in the
computerisation of only part of a system or work procedure. Just a few
organisations (3.1%) have adopted an e-Document Management System.
17.9
Only 22% of organisations have set up a Committee or Cell which is responsible

for spearheading e-government projects, whilst 61% have provided training
courses in ICT to their senior officers.
17.10
As regards access to e-libraries, 32% of organisations, comprising mainly

educational and research institutions, regularly make use of this facility. 43%
of respondents provide library or similar facilities to its employees and
customers.
17.11
In addition to the survey findings, we have observed that many

recommendations made with reference to e-government have either not been
implemented or implemented partly, including those introduced in previous
Reports. We may thus safely infer that e-government and public sector
computerisation are not among the priority goals of organisations despite
governments objective of graduating the ICT sector to the next level and
embedding the use of technology in the day to day life of public servants.
17.12
Moreover, following consultation with parties concerned, the Bureau has taken
note that the major impediments of spearheading e-government initiatives in the
Public Sector, including the automation of work processes are, amongst others,
financial constraints; shortage of IT personnel from the Central Informatics
Bureau (CIB), and Central Information Systems Division (CISD); lack of IT
professionals possessing the desired skills and competencies, resistance from
staff to change; absence of an e-culture; inadequate collaboration among
departments; and an undefined role on ownership of projects. We further wish
to point out that one of the biggest challenges for a successful automation of
work processes is an unchanging mindset with respect to the transition from
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E-Government
paper to electronic/virtual transaction coupled with a lack of commitment from

Management to spearhead e-government initiatives.
17.13
Taking into consideration all the above mentioned impediments, in this Report,
the Bureau is coming up with new recommendations with a view to stimulating
the setting up of e-government projects as well as public sector
computerisation. A few existing recommendations have been scrapped or
revisited. In addition, we have taken heed of the digital revolution in this new
age, driven by innovations in e-commerce, e-communication and an increased
deployment of the internet and web technologies. In this perspective, we are
also advocating for the increased use of digital technology for an easier and
faster access to information.
Horizontal Applications
17.14
We have been recommending in previous reports for the rolling out of the
Computerised Registry System, Computerised Personnel System and the
Electronic Attendance System. The Bureau has been apprised that there are
still many organisations which have not yet set up same. In some places, these
systems have been established but are not operational due to technical
problems which have been left unsolved or a lack of follow-up from
Management or reluctance from staff to use the new system. Moreover, we
have been informed that the Human Resource Management Information
System (HRMIS) Project, driven by the MCSAR, has taken over the Personnel
System. We are, therefore, recommending for the implementation of the
Electronic Attendance System and Computerised Registry System.
Recommendation 1
17.15
We recommend that:
(i)
the Computerised Registry System, HRMIS and the Electronic

Attendance System should mandatorily be implemented in every
Ministry/Department/Organisation by December 2016; and
(ii)
the MCSAR in collaboration with the MTCI should devise a proper

mechanism to ensure that the abovementioned systems are put in
place and used effectively in the Public Sector.
Web Sites
17.16
The Bureau has taken cognizance that a few organisations still do not have a
website. We consider that in this digital era, it is imperative for every public
organisation to have a website where relevant information may be provided to
and accessed by customers/clients. Furthermore, in the context of this Report,
parties concerned have represented that websites should be more informative
and/or interactive, so as to enlist the participation of citizens/
customers in expressing their views/comments. We wish to highlight that
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E-Government
recommendations in that direction exist but have not been implemented by

many organisations. We are, therefore, maintaining these provisions.
Recommendation 2
17.17
We recommend that every organisation should have a website

irrespective of its size, which should be updated at regular intervals.
17.18
We further recommend that websites should as far as possible be

informative and interactive in view of promoting interaction between
citizens and Government.
Office Automation System (OAS)

17.19
The Bureau has observed through the survey findings that most e-government
projects are directed towards the delivery of counter services. Only a few
organisations (3.1%) have set up an e-Document Management System
whereby the majority of work processes have been computerised. As regards
the objective of transforming the work environment into a paperless office, it has
remained at the recommendation stage.
17.20
We consider that, if the public sector is to be driven by innovation and

technology, it is of critical importance to bring a paradigm shift in the manner of
conducting business. The existing traditional manual work processes involving
heavy bureaucracy and significant use of paper should give way to an Office
Automation System (OAS) comprising an e-Document Management System
(e-DMS). Under this setup, documents would be available in electronic form
entailing a substantial reduction in paper usage, standardisation of business
processes and procedures, saving of time in archiving documents and reduction
in administrative costs whilst increasing effectiveness, efficiency and
productivity in the public sector as well as promoting an interactive mode of
communication with both internal and external customers.
17.21
In addition, the public sector, being one of the largest sectors of the economy,
stands to gain from this paradigm shift. The OAS will allow for a greater
pervasion of digital technology and improve the working environment, rendering
it almost paperless and equipping it with state-of-the-art facilities. However, the
successful implementation of such a system will depend, to a large extent, on
the mindset of public sector employees as well as the determination and
commitment of top management to make things happen.
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E-Government
Driving the change

17.22
Since the beginning of the e-government journey, the spearheading of

e-government initiatives has been the responsibility of top management. It has
been reported to the Bureau that many e-government projects which had been
identified did not materialise owing to a problem of ownership of these projects.
With a view to addressing this issue, we are recommending for the setting up of
a mechanism which will spur e-government initiatives, spearhead the rolling out
of the OAS and foster an e-culture in the whole public sector.
Recommendation 3
17.23
We recommend:
(i)
the setting up of an E-Government and Computerisation Steering

Committee at the MTCI, within three months as from the date of
publication of this Report, under the Chairmanship of the Chief
Technical Officer, representatives of the CIB, IT Security Unit and
CISD as well as representative/s of the Ministry of Finance and
Economic Development (MOFED), among others, to formulate
policies for each Ministry/Department/Organisation regarding
computerisation plan and rolling out of the OAS, and
modernisation of the public sector through the deployment of IT;
(ii)
that each organisation should in consultation with the MOFED,

make necessary arrangements for the voting of a budget regarding
the setting up and implementation of the OAS and any relevant eGovernment initiative or related IT issue; and
(iii)
that the e-Government and Computerisation Steering Committee

should submit a progress report on a bi-annual basis to the
Steering Committee and Public Sector Reforms.
Training
17.24
For a successful implementation of the computerisation projects, employees

should be provided relevant training in IT and use of office technologies as well
as new applications. Such training may be provided in-house in collaboration
with the Civil Service College and MTCI.
17.25
Moreover, in the last Report, we provided for the MTCI to mount an appropriate
training course in IT for Chief Executives and their subordinates, against
payment of compensation to those who have followed the said course. We
have been apprised that this recommendation has not been implemented. In
view thereof, we are making a general recommendation.
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E-Government
Recommendation 4
17.26
We recommend that Management of each Ministry/Department/

Organisation should make necessary arrangements for the training of its
employees in IT, including Chief Executives, in collaboration with the Civil
Service College and MTCI.
Digital Library
17.27
Management and Staff Associations have represented that the existing manual
mode of having access to information has become outdated, time consuming,
inefficient and ineffective, hence impacting adversely on service delivery.
Moreover, with the emergence of the knowledge society, the Bureau has
received many requests from various quarters for the payment of an allowance
on account of Continuous Professional Development.
17.28
We have carefully examined the issue in-depth and recognise that rapid
advances in information technologies have revolutionised access to information
and knowledge, where digital information is substituting print-based information.
In this respect, we are advocating for employees/organisations to have recourse
to digital or e-libraries for an instant and easier access to information, so as to
keep abreast of new trending issues and developments in their sectors of
activity. In the public sector, only a few organisations (32%) have recourse to
e-libraries, as revealed by our survey findings.
17.29
We strongly believe that the public sector should make full use of e-libraries as
they enable on-line access to international periodicals, books, research papers,
studies, journals, consultancy reports, data and statistical tools, among others.
We also acknowledge that access to most of these digital libraries involves
additional cost in terms of subscription/membership fees. We are making
appropriate recommendations to that effect.
Recommendation 5
17.30
17.31
We recommend that the MCSAR, in collaboration with the MTCI, should

make the necessary arrangements for:
(i)
Ministries/Organisations to have access to both local and

international e-libraries as per their specific requirements; and
(ii)
the setting up of a digital library for Government, as a form of a

repository for all Government publications, thereby enabling public
sector employees to have access to relevant information and
databases.
We further recommend that the MOFED, as a strategic partner in the

e-transformation of government, should provide its full support in making
the e-library concept a reality.
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E-Government
Recommendation 6
17.32
We further recommend that Responsible Officers should initiate action for

the voting of a dedicated budget with regard to expenses involved in
having access to the different e-libraries.
Optimal Use of Infrastructural Technologies

17.33
Many representations made in the context of this Report regarding public sector
computerisation were geared towards the provision of updated ICT tools and
facilities including laptops, tablets, smart phones, PCs, printers and scanners.
The Bureau was also requested, among others, to grant internet access to all
employees including those operating at lower levels.
17.34
We wish to highlight that provisions regarding the abovementioned issues

already exist. Concerning the provision of ICT equipment and internet access,
same would depend on the organisational needs and available resources.
However, we view that in the context of the implementation of the OAS, the right
ICT tools would be provided on a more or less individual basis and the use of
modern communication facilities be provided. We are maintaining the existing
provisions regarding the use of infrastructural technologies.
Recommendation 7
17.35
We recommend that:
(i)
Ministries/Departments/Organisations should, with the assistance

of the MTCI, replace or update obsolete ICT equipment and upgrade
systems/applications as well as provide state-of-the-art facilities;
and
(ii)
Ministries/Departments/Organisations should make necessary

arrangements to provide e-communication and video conferencing
facilities, among others, as a means of communication with the
outside world and ensure that such facilities are optimally and
judiciously used.
Recommendation 8
17.36
We further recommend that management should:

(i)
continue to provide ICT equipment and internet access to staff on

an individual or pooled basis, depending on organisational needs;
and
(ii)
to the extent it is possible, provide access to internet through

the appropriate IT equipment to employees operating at lower
levels.
************
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E-Government
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18.
Conditions of Service and Benefits
CONDITIONS OF SERVICE AND BENEFITS
18.1
Conditions of Service are an important part of the compensation package of any

employee. These may take the form of cash payments or facilities which include,
cars, telephone, etc.
18.2
As this is an alternative way of increasing the pay package, individuals as well

as Unions/Federations have perpetually reiterated their requests for increased
benefits or improved condition. We have, therefore, examined same in the light
of statutory provisions and international norms. Subsequently, we have
recommended accordingly. We have maintained certain benefits or improved
same on the basis of needs. The MCSAR is the main implementation arm of the
Government and as such it should continue to facilitate and monitor the proper
implementation of recommendations related thereto. Any problem concerning
interpretation should then be referred to the Bureau.
18.3
The conditions of service in the subsequent sections are of general application.

Specific conditions are dealt with in the relevant Chapters and Volumes of this
Report.
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End of Year Bonus
18.1 END-OF-YEAR BONUS

18.1.1.
End of Year Bonus which was initially paid through the enactment of legislation,
has now become, following the recommendations of the 2003 PRB Report, a
mandatory part of the conditions of service of employees of the Public Sector.
18.1.2.
No change has been brought to the provisions that govern the payment of the
end of year bonus. These provisions are reproduced hereunder:
(i)
Public Sector employees including students, trainees or

apprentices who draw an allowance instead of salary/wage whether
on a monthly or daily basis are paid an end-of-year bonus
equivalent to one months salary;
(ii)
Subject to sub-paragraph 18.1.2(iv) below, employees who reckon

less than a years service and are still in employment on 31
December, except for Supply Teachers and officers in actingship
are paid the end-of-year bonus on a pro-rata basis.
(iii)
For employees who retired during the year, the bonus is calculated
on a pro-rata basis according to the period in respect of which they
have drawn salary and pension respectively. The same principle
also 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 that proportion of the bonus which the salary/wage
actually drawn during the year bears to the total annual
salary/wage;
(v)
The principles that apply to cases where 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 are as follows:
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(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 viceversa as they do not hold a substantive appointment to be able
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End of Year Bonus
to proceed on leave without pay are paid end-of-year bonus in

proportion to the respective periods in both organisations.
(vi)
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 are not paid end-of-year bonus. However,
employees who are reinstated in their posts may be paid the endof-year bonus in respect of the period they were under interdiction,
subject to the approval of the Supervising Officer.
(vii)
In case of death of a public officer, payment of the end-of-year

bonus 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 for 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 served in that organisation 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)
For officers acting in a higher grade for a continuous period of 12

months, the end-of-year bonus is computed on the basis of
aggregate earnings (i.e. the salary of the substantive post plus any
Acting Allowance drawn).
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End of Year Bonus
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. In case the
officer proceeds on approved leave during the calendar year, the end of
year bonus is computed on a pro-rata basis, provided the officer had been
assigned the higher duties for a continuous period of at least four months
in that calendar year.
18.1.4.
Supply Teachers who have served for at least six months in a calendar
year are paid the end-of-year bonus on a pro-rata basis for that period
although they were not in employment on 31 December.
Recommendation
18.1.5.
We recommend that the provisions governing the payment of end-of-year

bonus be maintained.
************
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Travelling and Car Benefits
18.2 TRAVELLING AND CAR BENEFITS

18.2.1
Travelling allowances and car benefits continue to be a major component of the

remuneration package. They include refund of travelling for official purposes
as well as for attending duty; loan for purchase of vehicles at subsidised interest
rate; duty deferred purchases and provision of official cars. They form an
important part of the reward package of public officers and employees on
contractual employment.
18.2.2
It is to be recalled that in 1975, senior officers whose status and duties rendered
it essential that they should use their private car for the effective performance
of their normal duties were granted loans to purchase a car and were eligible
for an all-inclusive travel grant to cover partly the maintenance of running
expenses of their car. Such officers were not entitled to claim any refund of
travelling expenses incurred on official duty. Other officers travelling by bus to
attend duty from home and back were refunded their travelling expenses in toto.
18.2.3
The Duty Free Car Scheme came into existence in the year 1987 and senior
officers were able to obtain loan at concessionary rate to purchase a 100% dutyexempted car. Officers who were required, by nature of their duties, to perform
extensive field duties were eligible for a 60% duty exempted car (now 70%). On
the other hand, the Official Car Scheme allowed officers of the status of
Permanent Secretary and above to benefit from the exclusive use of a
chauffeur-driven car for official use, however, the cost for petrol had to be borne
by these officers in case the car was used for private purposes.
18.2.4
This scheme has been maintained and improved in the successive reports in
order to provide an appropriate remuneration package to public sector
employees to sustain proper salary differentials at different levels as well as to
ease recruitment and retention problems in scarcity areas whilst officers in other
categories continue to benefit from the renewal of their duty remitted car at
intervals of five/seven years. The once in a life time scheme and cash in lieu of
the grant of duty exempted car were introduced to improve further the travelling
benefits.
18.2.5
Travelling allowances and car benefits are classified into the following
categories:
(a)
chauffeur-driven car for official and private uses;
(b)
allowance in lieu of services of a driver;
(c)
self-driven car for official and private uses;
(d)
100% duty exemption on a car to certain categories of professionals and

senior officers;
(e)
70% duty exemption on a car to officers performing extensive field

duties;50% duty exemption on a car;
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(f)
enhanced duty exemption and higher engine capacity in case renewal

of car is deferred;
(g)
car allowance in lieu of duty exemption;
(h)
travel grant and commuted travelling allowance;
(i)
loan facilities to purchase a duty exempted car/motorcycle;
(j)
loan facilities to purchase an autocycle; and
(k)
refund of travelling expenses by bus.
18.2.6
It can be observed from above that the level of entitlement increases as officers
move up the hierarchy lower grades are eligible for refund of travelling
expenses by bus, operational staff at certain salary level qualify for a travel
grant; field workers and professionals for duty free facilities and the top
executives for a chauffeur-driven car. This has been set in order of positions
and responsibilities in the hierarchy or by virtue of their status.
18.2.7
The main considerations which guided us in this Report to maintain the scheme
were based, among others, on the quantum 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.
18.2.8
Representations have been received for:

(a)
enlarging the base of beneficiaries for duty exemption facilities;
(b)
the grant of a monthly car allowance to certain categories of officers who

are eligible for a 70% duty-exemption once in a career;
(c)
increasing the engine capacity of car;
(d)
shorter duration of renewal periods;
(e)
enlarging the base for allowances in lieu of duty-exempted car;
(f)
a shift from 50% duty-exemption on a car to 70%; and
(g)
an upward review of travel grant/travelling allowance and mileage rate.
18.2.9
We have carefully examined the representations and are making appropriate

recommendations in the ensuing paragraphs. While designing the package, care
has been taken to ensure that the increasing benefits do not disturb the relativities
established through job evaluation and are commensurate with increased
responsibilities and accountabilities. This has been particularly catered for at
specific salary cut points.
18.2.10
The drastic drop in the price of fuel during the preceding years (2013-2016) as
well as the need to maintain the fleet of vehicles at a reasonable level have also
been important considerations.
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18.2.11
We are dealing with Travelling and Car Benefits under five main sections,
namely: Duty Exemption; Motor Vehicle/Motorcycle/Autocycle/Bicycle
Loans; Travelling Allowances, Travel Grant and Refund of Travelling
Expenses by bus; Official Government Car Scheme; and Other
Recommendations.
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Section I Duty Exemption

Duty Exemption Scheme
18.2.12
Duty exemption continues to be an important component in the compensation

package. The existing conditions of the duty exemption scheme induce
beneficiaries to purchase a new (or imported second hand) car each time they
are eligible for this benefit even though the car is still in good running condition.
However, views have been expressed that the scheme as it is today, not only
increases the demand for foreign exchange but is responsible, to some extent,
for the daily traffic jam on the main routes.
18.2.13
It has also been opined that the integration of car benefits in salary would
enhance the reward package of eligible officers whilst staff associations argue
that the component of duty-free vehicles in total imports is not significant.
18.2.14
It is common knowledge that:
18.2.15
(i)
the government spends heavily in the improvement of the road network

and resurfacing of roads which has a bearing on the wear and tear of
vehicles;
(ii)
appreciable number of beneficiaries have opted for the payment of car

allowance in lieu of duty exemption; and
(iii)
duty exempted cars are still in good running condition after use over a
period of seven years as most beneficiaries are easily granted a road
worthiness certificate for a period of two years over and above the initial
period of seven years.
In view thereof and given that duty exemption facilities have over the years
become an attractive component in the pay package, we are maintaining this
scheme by making appropriate recommendations.
Recommendation 1
18.2.16
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)
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the payment of a monthly car allowance in lieu of the duty

exemption as specified at column (C)
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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) or higher rate of duty
exemption/engine capacity
1.
Officers drawing a
monthly
salary
of
Rs 89000 or more but
not eligible for a
chauffeur/self-driven
car
100% duty exemption

on a car of engine
capacity up to 1850 cc
once every five years.
A monthly car allowance of

Rs 9000
OR
deferred renewal with duty
exemption on cars of higher
engine capacity as hereunder
subject to the provisions
at
paragraph 18.2.17
(d)
wherever applicable:
Renewal
Period
Engine
Capacity
(i) 6 years up to 2050 cc

(ii) 7 years up to 2250 cc
2.
Officers drawing a
monthly
salary
of
Rs 86000 but less than
Rs 89000 as well as
those
drawing
a
monthly salary in a
scale the maximum of
which is not less than
Rs 86000.
100% duty exemption

on a car of engine
capacity of up to 1601
cc once every five
years.
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Rs 6130
OR
exemption on cars of higher
engine capacity as hereunder
subject to the provisions at
paragraph 18.2.17 (d):
Renewal
Period
(i) 6 years
Engine
Capacity
up to 1850 cc
(ii) 7 years
up to 2000 cc
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No.
3.
4.
(A)
(B)
(C)
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) or
higher rate of duty
exemption/engine capacity
Officers
drawing
a
monthly
salary
of
Rs 48425 and above in a
scale the maximum of
which is not less than
Rs 70450 and those
drawing
a
monthly
salary in the range of
Rs 58075 and up to
Rs 83000 as well as
incumbents in grades
listed at Annex I to this
Chapter including those
appointed in a temporary
capacity
under
this
category.
100% duty exemption

for the purchase of a
car
with
engine
capacity of up to
1500 cc once every
seven years.

Rs 3865
OR
exemption on cars of
higher engine capacity as
hereunder subject to the
provisions at paragraph
18.2.17 (d):
Renewal
Period
Engine
Capacity
(i) 8 years up to 1601 cc

(ii) 9 years up to 1850 cc
Officers whose grades 70% duty exemption on

are listed at Annex II to a new car or imported
this Chapter.
second hand car of
engine capacity of up to
1400 cc once every
seven years as per
relevant provisions of
the
Consumer
Protection Regulations.

Rs 2100
OR
enhanced duty exemption
on deferred renewal as
hereunder
subject
to
provision at paragraph
18.2.17 (d) :
Renewal
Period
Rate of Duty
exemption
(i) 8 years
85%
(ii) 9 years
100%
Recommendation 2
18.2.17
We recommend that an officer eligible for duty exemption:

(a)
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who has opted 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;
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(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 cc 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
application of duty exemption only, but not for the option for the
payment of a car allowance in lieu of duty free car;
(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 18.2.16 (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 18.2.16,

who have opted for the payment of a monthly car allowance in lieu
of duty exemption should continue to draw same during their preretirement leave; and
(h)
who has opted for the payment of a monthly car allowance in lieu
of duty exemption should not be allowed to use the organisations
vehicle but should make his own transport arrangements for the
performance of official travelling.
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Recommendation 3
18.2.18
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 cc and has paid excise duty
on the difference between a 1400 cc or 1500 cc or 1601 cc or
1850 cc car and a car of up to 2250 cc should, if he opts to retain
the car on qualifying for a 1500 or 1601 or 1850 cc car, be refunded
proportionate excise duty, if any, thereon as from the date he
qualifies for a 1500 or 1601 or 1850 cc 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
18.2.19
We also recommend that 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 2016 or purchased a 70% or 100% duty exempted car
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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
corresponding car benefits as provided for at paragraph 18.2.16 of this
Report.
Recommendation 5
18.2.20
We additionally recommend that:

(i)
officers reckoning at least 22 years service and in receipt of a

monthly salary Rs 36200 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
cc provided outstanding loan, if any, is reimbursed;
(ii)
officers who have never benefited from duty exemption on a car but
drawing a monthly salary of Rs 56450 and those drawing a monthly
salary of Rs 43850 or more in a salary scale the maximum of which
is not less than Rs 62950 would be eligible, once, for the purchase
of a 70% duty exempted car with engine capacity of up to 1400 cc
on the same terms and conditions as per relevant provisions at
paragraphs 18.2.16 (No. 4) and 18.2.43, except for renewal of a car,
provided outstanding loan, if any, is reimbursed
or
opt for a monthly car allowance of Rs 2100 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 58075 as per terms and conditions at paragraph 18.2.16 (No. 3)
and provisions at paragraph 18.2.19;
(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
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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 18.2.16 (No. 3) although not drawing a
monthly salary of Rs 58075 with this Report; and
(vi)
officers in grades requiring a University Degree who are drawing a

monthly salary in a salary scale the maximum of which is not less
than Rs 56450 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 18.2.20 (i) above and 18.2.43 of this Report.
Duty Exemption Scheme of Rs 100,000

18.2.21
Some officers, by virtue of their posting, are required to perform official travelling
on a regular basis by car. However, on account of their salary or nature of
duties they are not eligible for 70% duty exemption for the purchase of a car. A
Committee chaired by the Financial Secretary comprising the Director of Pay
Research Bureau and the Supervising Officer of the Ministry of Civil Service
and Administrative Reforms evolve appropriate criteria for determining eligibility
for the grant of duty exemption of up to a maximum of Rs 100,000 on a car of
up to 1400 cc to such officers. 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
18.2.22
We recommend that:
(i)
applications for Rs 100,000 duty exemption from individual officers

in certain grades whose postings require them to perform official
travelling by car on a regular basis 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); and
(ii)
beneficiaries of Rs 100000 should also be eligible for loan facilities

for the purchase of such cars on the same terms and conditions as
at paragraph 18.2.43 (a) and be refunded official mileage as at
18.2.68 (No. 5).
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Recommendation 7
18.2.23
We recommend that officers in grades listed at Annex II to this Chapter,

as well as officers qualifying for partial duty exemption as at subparagraphs 18.2.20 (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
18.2.24
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
18.2.25
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
18.2.26
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 18.2.16 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

18.2.27
The provisions regarding duty exemption and loan facilities for the purchase of
a car to Advisers/Officers employed on contract basis under different categories
are, save for a few exceptions, aligned with provisions applicable to public
officers on permanent and pensionable establishment. They are required to
furnish security to cover the full amount of the loan contracted.
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18.2.28
Advisers/Officers on contract employment may opt for the payment of a monthly

car allowance in lieu of duty exemption. Once they have exercised this option,
it becomes irrevocable for the duration of the first contract. However, it may be
reviewed on renewal of contract.
18.2.29
The option for a monthly car allowance does not allow them to benefit from duty
exemption facilities until the expiry of the first contract.
Recommendation 11
18.2.30
18.2.31
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. The option for car allowance once exercised would be
irrevocable for the duration of the first contract and may be
reviewed upon renewal of his contract; and
(b)
who have opted for the monthly car allowance in lieu of the duty
exemption facilities would not benefit from duty exemption until the
expiry of the first contract.
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
18.2.32
We recommend that:
(i)
Senior Advisers/Senior Officers 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 cc
or of a higher engine capacity not exceeding 2250 cc, subject to the
provisions at paragraph 18.2.17 (d)
or
the payment of a monthly car allowance of Rs 9000 in lieu thereof
and
be refunded travelling expenses as at paragraph 18.2.68 (No. 2)
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(ii)
Advisers/Officers on contract employment drawing a monthly

salary in the range of Rs 86000 and up to Rs 101000 a month would
be eligible for
either
100% duty exemption on a car with engine capacity of up to 1601
cc or a car of higher engine capacity not exceeding 2250 cc subject
to the provisions at paragraph 18.2.17 (d)
or
and
be refunded travelling expenses as at paragraph 18.2.68 (No. 2);
(iii)
Advisers/Officers on contract employment drawing a monthly

salary in the range of Rs 58075 and up to Rs 83000 a month as well
as Advisers employed in the capacity of professionals as
mentioned at paragraph 18.2.16 (No. 3), would benefit from:
either
100% duty exemption on a car with engine capacity of up to
1500 cc or a car of higher engine capacity not exceeding 2250 cc
subject to the provisions at paragraph 18.2.17 (d)
or
and
be refunded travelling expenses as at paragraph 18.2.68 (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
18.2.33
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
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either
duty exemption of up to Rs 100000 for the purchase of a car with engine
capacity of up to 1400 cc
or
the option for the payment of a monthly car allowance of Rs 2100 in lieu
of the Rs 100000 duty exemption
and
claim mileage for official travelling at appropriate rates as specified at
paragraph 18.2.68 (No. 5).
Reimbursement of Excise Duty by Advisers/Officers on Contract Employment
18.2.34
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. Hence, 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
18.2.35
We recommend that:
(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 autocycle/motorcycle

18.2.36
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.
18.2.37
Such officers in these grades are allowed to renew their autocycle/motorcycle

after seven years as from the date of purchase.
18.2.38
Following an amendment in the Excise Act, duty on autocycle/motorcycle of

engine capacity of up to 125 cc has been waived. We are, in this Report,
maintaining the list of grades at Annex lll for the purpose of the grant of loan
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facilities to purchase an autocycle/motorcycle in the next Section of this

Chapter.
Recommendation 15
18.2.39
We recommend that officers in the grades listed at Annex III to this

Chapter should continue to be eligible for the purchase of an autocycle/
motorcycle with engine capacity of up to 125 cc once every seven years.
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Section II Motor Vehicle, Autocycle/Motor Cycle and Bicycle Loans

Motor Vehicle Loans
18.2.40
Public officers eligible for loan facilities for the purchase of a motor vehicle are
classified into various categories based on their entitlement to duty exemption
and salary levels. The interest rate is at Repo Rate for applications of loan
facilities as from 01 July 2013.
18.2.41
We are maintaining the existing loan facilities for the purchase of a motor
vehicle, however, as from 01 January 2016 all loans advanced will be at
interest rate of 4% per annum.
18.2.42
The existing provisions to enable beneficiaries who opt for a car allowance in
lieu of duty exemption to take advantage of loan facilities to purchase a car from
the local market are maintained.
Recommendation 16
18.2.43
We recommend that:
(a)
subject to provisions at paragraph (b) below, officers eligible for

70% or 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 83000 and up

to Rs 101000 except Accounting/Responsible Officers drawing
salary of Rs 101000 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;
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(e)
officers qualifying for duty exemption of up to Rs 100000 as per

provisions of the recommendation at paragraph 18.2.22 would be
eligible for a maximum loan equivalent to 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 42325 and up to Rs 56450;
(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 32500 but less

than Rs 42325 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 the 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)
the interest rate on car loans for new applications in the Public
Sector should be at interest rate of 4% per annum as from
01 January 2016.
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Auto Cycle to Field Supervisor (Scavenging) - District Councils

18.2.44
Field Supervisor (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 loan facilities to purchase an autocycle. We are
maintaining this provision.
Recommendation 17
18.2.45
We recommend that Field Supervisor (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 18.2.51 for the
purchase of an autocycle once every seven years.
Loan Facilities and Duty Exemption

Recommendation 18
18.2.46
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.
Loan Facilities for the purchase of Autocycle/Motorcycle

18.2.47
Certain categories of Officers whose grades are listed at Annex III to this
Volume are presently granted loan facilities, equivalent to the price of the
autocycle/motorcycle, not exceeding 15 months salary with interest refundable
in 84 monthly instalments.
18.2.48
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.
18.2.49
Eligible officers for loan facilities to purchase a motorcycle/autocycle but in

receipt of a monthly salary of Rs 25175 or more or a salary in a scale the
minimum of which is not less than Rs 16175 a month are allowed to opt for loan
facilities of up to 21 months salary with interest refundable in 84 monthly
instalments for the purchase of a car of up to eight years old without duty
exemption.
18.2.50
We are maintaining these provisions 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 loans would now be
4% per annum.
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Recommendation 19
18.2.51
We recommend that:
(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 cc once
every seven years;
(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. The interest rate
on autocycle/motorcycle loans should be 4% per annum for new
applications as from 01 January 2016; 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
18.2.52
We recommend that:
(i)
officers whose grades are listed at Annex III to this Chapter and
who are drawing either a monthly salary of Rs 27850 and above or
a salary in a scale the minimum of which is not less than Rs 17050
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
18.2.43 (g); and
(ii)
officers in the above category would be eligible for refund of

mileage and renewal of loan as per provisions at paragraphs
18.2.68 (No. 5) and 18.2.43 (i) respectively and would not be entitled
to any duty exemption on the car.
Autocycle/Motorcycle Loan Facilities to Officers whose grades are not listed at

Annex III
18.2.53
Presently, 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 granted loan facilities up to a maximum of
15 months salary refundable in not more than 84 monthly instalments with
interest for the purchase of an autocycle or a motorcycle with engine capacity
of up to 125 cc, subject to the approval of their Supervising Officer.
18.2.54
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 and 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.
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Recommendation 21
18.2.55
We recommend that individual officers drawing salary in a scale the

maximum of which is not less than Rs 23200 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 autocycle or
motorcycle with engine capacity of up to 125 cc as per terms and
conditions as per relevant provisions at paragraph 18.2.51.
18.2.56
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 cc 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
18.2.57
An officer who uses a bicycle for official travelling is presently granted loan
facilities equivalent to the price of the bicycle every seven years with interest
refundable in 84 monthly instalments. We are maintaining these provisions
whilst reviewing the rate of interest to 4% per annum.
Recommendation 22
18.2.58
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% per annum refundable in 84 monthly
instalments.
Refund of Loan in the Absence of Documentary Evidence

18.2.59
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. We are
maintaining these provisions.
Recommendation 23
18.2.60
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
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beneficiary would qualify for loan facilities anew after five or seven years,
whichever is applicable.
18.2.61
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

18.2.62
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.
18.2.63
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
Recommendation 24
18.2.64
We recommend that:
(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 subparagraph (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
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legally bound to reimburse any outstanding loan on termination or

expiry of contract; and
(v)
Pay Review 2016
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.
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Section lll Travelling Allowances, Travel Grant and Refund of

Travelling Expenses
18.2.65
Travelling allowances including travel grant, mileage rates and refund of

travelling expenses payable to public officers as from 1 January 2013 were
computed on the basis of the price of petrol, average car price and related fixed
costs prior to that date. These allowances and mileage rates were subsequently
reviewed in the 2013 EOAC Report.
18.2.66
Staff Unions have always made representations to index the travelling

allowances and rates of mileage to the prevailing price of petrol on the local
market. However, considering that (a) the price of petrol on the local market
may fluctuate every month; (b) indexing would mean either an upward or
downward adjustment; and (c) the administrative inconvenience of adjusting
such allowance on a monthly basis, it is not considered advisable to change the
present system of ensuring an increase whenever the price exceeds a certain
level.
18.2.67
In this Report, we are re-computing the various travelling allowances. These

rates would be subject to revision, as and when necessary.
Recommendation 25
18.2.68
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 89000 or more and
eligible for 100% duty exemption on
a car of up to 1850 cc excluding
beneficiaries
of
self/chauffeur
driven car.
A monthly fixed cost allowance of

Rs 2390 and a monthly travelling
allowance of Rs 11500
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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 3165 in case officers
perform official travelling during the
month.
No.
2.
(i)
Officers drawing a monthly

basic salary of Rs 58075 but
less than Rs 89000 including
officers whose grades are
mentioned at paragraph 18.2.16
(No. 3) who are eligible for 100%
duty
exemption
for
the
purchase of a car.
A monthly
Rs 11500
travelling
allowance
of
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 3165 in case officers
(ii) Officers drawing a monthly perform official travelling during the
salary of Rs 48425 and above in month.
a scale the maximum of which
is not less than Rs 70450.
3.
4.
5.
Officers drawing a monthly basic A monthly travel grant of Rs 7250.

salary of Rs 42325 and up to
Rs 56450 and who are not eligible for
100% duty exemption but own a car.
Officers drawing a monthly basic
salary of Rs 39575 and Rs 40800 as
well as those drawing a monthly
basic salary of Rs 42325 or more and
who are not in receipt of a travel
grant or travelling/petrol allowance.
A monthly
Rs 2350
travelling
allowance
of
OR
refund of bus fares, whichever is
higher.
Officers
performing
official (i)
travelling by car but not eligible for
travel grant /travelling allowance.
Refund of mileage for official

travelling at the rate of Rs 10.30 per
km for the first 800 km.
(ii) Rs 6.50 per km for mileage in excess

of 800 km.
(iii) Rs 6.50 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.
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No.
6.
Officers performing official

travelling by motorcycle.
(i)

travelling at the rate of Rs 3.25 per
km
(ii) Rs 2.35 per km for distance not

considered as official travelling
7.
Officers performing official

travelling by autocycle.
(i)

travelling at the rate of Rs 2.65
per km.
(ii) Rs 1.80 per km for distance not

considered as official travelling
Recommendation 26
18.2.69

(i)
(a)
officers falling under the categories as defined at (No. 1) and

(No. 2) at paragraph 18.2.68 above would be eligible for a
monthly commuted allowance of Rs 4570; and
(b)
officers falling under the categories as defined at (No. 3) at

paragraph 18.2.68 above would be eligible for a monthly
commuted allowance of Rs 3255
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 18.2.68

above should compulsorily use their car for official travelling,
whenever required. However, officers specified at (No. 2) and
(No. 3) at paragraph 18.2.68 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 7250 or, subject
to the approval of the Supervising Officer, a monthly commuted
allowance of Rs 3165 together with mileage for attending duty and
for official travelling at the rate of Rs 6.50 per km, whichever is
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higher. The latter provision would be applicable only in case the

officer performs official travelling during the month; and
(iv)
18.2.70
officers eligible for a travel grant of Rs 7250 or travelling allowance

of Rs 11500 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.
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 18.2.68 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
18.2.71
Officers performing field duties and who are in receipt of a travelling allowance
or a travel grant are allowed to opt for a monthly commuted allowance together
with refund of mileage at appropriate rates. We are maintaining this provision.
Recommendation 27
18.2.72
We recommend that:
(i)
officers entitled to a monthly travelling allowance as per provisions

of (No. 1) and (No. 2) at paragraph 18.2.68 may, subject to the
approval of the Supervising Officer, be allowed to opt for the
payment of a monthly car allowance of Rs 3165 together with refund
of mileage allowance at the rate of Rs 6.50 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 1.80
per km for autocycle and Rs 2.35 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
18.2.73
Officers eligible for a monthly commuted travelling allowance or travel grant are
paid same during their pre-retirement leave although they do not attend duty at
all in a month.
18.2.74
Provisions also exist for the refund of a monthly commuted allowance to

interdicted officers only on their reinstatement to their substantive post.
18.2.75
We are maintaining these provisions.
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Recommendation 28
18.2.76
We recommend that:
(i)
officers entitled to a monthly commuted travelling allowance or

travel grant as specified at (No. 1), (No 2) and (No. 3) of paragraph
18.2.68 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 18.2.69 (i) (a) and (b) who were
entitled to a commuted allowance/travel grant prior to their
interdiction, should be paid the monthly commuted allowance of
either Rs 4570 or Rs 3255 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 18.2.16 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 18.2.68 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 3255.
Refund of Car Mileage Allowance to Officers not entitled to a Travel Grant

18.2.77
Officers who perform official travelling by car but not in receipt of a travel grant
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. 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 29
18.2.78
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 6.50
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 18.2.68 (No. 5).
18.2.79
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.
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Adjustment in the Refund of Official Travelling Expenses on a Financial Year Basis

18.2.80
Presently refund of official travelling is made at the rate of Rs 10.30 comprising

both fixed and variable costs, for the first 800 km and at the rate of
Rs 6.50 to cover for the variable costs only for official mileage in excess of 800
km on a month-to-month basis.
18.2.81
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.
18.2.82
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.
18.2.83
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 30
18.2.84
We recommend that:
(i)
the refund of official mileage on the aggregate distance travelled by

field officers in any financial year should be re-computed at the rate
of Rs 10.30 per km for up to a maximum of 9600 km and Rs 6.50 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 prorata basis to officers proceeding on leave with or without pay for a
period exceeding three months.
Refund of Travelling by Bus

18.2.85
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.
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18.2.86
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.
18.2.87
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.
18.2.88
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.
18.2.89
We are maintaining the existing provisions.
Recommendation 31
18.2.90
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

18.2.91
Some officers use their own means of transport other than car to attend duty
and are paid a monthly travelling allowance of Rs 400 or the amount
representing refund of bus fares for attending work during the month, whichever
is the higher.
Recommendation 32
18.2.92
We recommend that the monthly travelling allowance payable to officers

who use their own means of transport to attend duty be revised to Rs 420
or the amount which would have been refundable by bus for attending
work during the month, whichever is the higher.
Official Travelling by Bus

18.2.93
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 33
18.2.94
We recommend that employees who are required to perform official

travelling by bus should continue to be refunded their bus fares in toto.
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Bicycle Allowance
18.2.95
Officers performing official travelling on bicycle are paid a monthly allowance of

Rs 250. However, those who have to use their bicycles on bad roads are paid
an additional sum of Rs 100 monthly. We are maintaining this provision while
reviewing the allowances.
Recommendation 34
18.2.96
We recommend that the monthly allowance payable to:

(i)
officers performing official travelling on bicycle be revised to

Rs 275; and
(ii)
officers using their bicycle on bad roads be revised to Rs 125.
Walking Allowance
18.2.97
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 250. We are
revising same.
Recommendation 35
18.2.98
We recommend that the monthly walking allowance be revised to Rs 275.

The walking allowance should also be paid to Rodriguan public officers,
wherever applicable.
Refund of Bus Fares to Physically Handicapped Public Officers

18.2.99
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 36
18.2.100 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.
18.2.101 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.
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18.2.102 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.
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Section IV Government Official Car Scheme

Official Car Benefits
18.2.103 At present, Judges and officers drawing a monthly basic salary of Rs 102000
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.
18.2.104 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 95000 benefit from the exclusive use of a self-driven government
car, both for official and private use.
18.2.105 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.
18.2.106 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.
18.2.107 Beneficiaries of the government official 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.
18.2.108 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, drivers allowance and
monetary value for private use of the car for pension purposes.
18.2.109 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
18.2.110 The official car scheme, introduced decades ago is a major component in the
remuneration package of officers presently drawing salary of Rs 102000 and
above.
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18.2.111 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 37
18.2.112 We recommend that Judges and officers drawing a monthly salary of
Rs 110000 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 drivers 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 of up to 2000 cc 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 drivers allowance of Rs 8400.
18.2.113 We further recommend that Accounting/Responsible Officers drawing a
monthly basic salary of Rs 101000 but less than Rs 110000 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 of up to 1850cc together with
loan facilities up to the corresponding ceiling value reimbursable in 60
monthly instalments at interest rate of 4% per annum.
18.2.114 We recommend that officers, falling under categories at paragraphs
18.2.112 and 18.2.113 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.
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18.2.115 We further recommend that officers who wish to renew their duty
exempted car purchased on terms and conditions as laid down at
paragraphs 18.2.112 and 18.2.113 above should, at the expiry of the fiveyear 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 38
18.2.116 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/SelfDriven Government
Car
18.2.117 Officers in the Public Service including those of the Parastatal and Other
Statutory Bodies, Local Authorities and the Rodrigues Regional Assembly are
eligible for official/chauffeur-driven/self-driven cars within a prescribed ceiling
value 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 four years.
Recommendation 39
18.2.118 We recommend that:
(i)
the renewal period of government official cars allocated to eligible

officers, except for Judges and Officers at this level and above,
should be five years;
(ii)
the renewal period of government official cars allocated to Judges

and officers at this level and above should continue to 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.
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18.2.119 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/Drivers Allowance

18.2.120 Officers including Chief Executives/Responsible and Accounting Officers
appointed on or after 01 January 2013 and drawing salary of Rs 102000 or more
as from 01 January 2013 are eligible for an official car and are paid an allowance
in lieu of the services of a Driver. Officers in this category are 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. We are maintaining the present provisions.
Recommendation 40
(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 drivers allowance in lieu of the services of a driver; and
(ii)
Officers including Chief Executives/Responsible and Accounting

Officers appointed on or after 01 January 2013 and drawing salary
of Rs 110000 or more are eligible for a drivers 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.
18.2.122 The provisions at paragraphs 18.2.112 and 18.2.113 above also apply to
Chief Executives of Municipal Councils and District Councils in respect of
Drivers allowance.
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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
18.2.123 Officers on leave/mission abroad are allowed to retain their official car 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. We are maintaining the existing provisions.
Recommendation 41
(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.
18.2.125 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 42
18.2.126 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.
18.2.127 Judges and Officers at this level and above, should continue to be allowed
to renew the duty exempted car purchased for private use every seven
years, subject to the approval of the HPC.
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Allocation of Official Car to Officers Appointed in a Temporary Capacity

18.2.128 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 43
18.2.129 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.
18.2.130 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 drivers allowance
of Rs 8400.
Allocation of Chauffeur-Driven Cars to Officers Appointed in an Acting Capacity
18.2.131 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 are being maintained.
Recommendation 44
18.2.132 We recommend that officers, appointed to act or assigned duties for a
period exceeding one year, in a post carrying a monthly salary of
Rs 110000 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/without pay or on mission 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, or a drivers allowance and fuel
allowance as appropriate
or
a monthly car allowance in lieu of the official car together with a drivers
allowance and fuel allowance as appropriate.
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18.2.133 We recommend that officers appointed to act or assigned duties in post

carrying a monthly salary of Rs 110000 and above be exceptionally
granted either the use of an organisation car along with the services of a
driver, if available, or a drivers allowance during their period of
actingship, irrespective of the number of days they are on actingship or
assignment of higher duties.
Recommendation 45
18.2.134 We recommend that officers, appointed to act or assigned duties for a
period exceeding one year in a position of an Accounting/Responsible
Officer carrying a monthly salary of Rs 101000 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 proceeds on leave with pay/without pay or on
mission may, subject to the approval of the HPC, 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 46
18.2.135 We recommend that the HPC should, on a case-to-case basis, continue to
look into, the extension of the recommendation at paragraph 18.2.134 to
an officer acting in a grade carrying a monthly salary of at least
Rs 110000 though not in an Accounting/Responsible position.
Chauffeur-Driven Car Benefit to Officers Assigned the Duties at the level of
Permanent Secretary and above
18.2.136 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 a
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 47
18.2.137 We recommend that :
(i)
Pay Review 2016
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
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capacity in a grade carrying the benefit of a chauffeurdriven/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 drivers 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 Car

Change in Entitlement
Recommendation 48
18.2.138 We further recommend that officers who have taken advantage of a selfdriven government car and subsequently qualify for a chauffeur-driven
car and a drivers 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 Leave
Retention of Car, Payment of Petrol and Drivers Allowances
18.2.139 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
Recommendation 49
(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
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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 drivers 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
drivers 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 duty exempted car within the prescribed ceiling
value. 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 drivers
allowance in lieu of the services of a driver; and
(vii)
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

18.2.141 An officer, who at the time of retirement, has already purchased the chauffeurdriven/official car allocated to him or a new duty-free car in lieu thereof and is
subsequently employed on a new contract which qualifies him for another
Pay Review 2016
~200~
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. We are maintaining the
existing provisions.
Recommendation 50
(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 18.2.112 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 18.2.64;
(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 in lieu thereof may
either
purchase another official car or the new duty-free car
only after a period of five years has elapsed from the date
the new duty free car or the official car purchased, at the
time of retirement, was first registered
or
opt for the payment of a monthly car allowance in lieu of
the official car. Such officer would also be eligible for
fuel allowance and a drivers allowance; and
(iii)
A Contract Officer appointed in an executive capacity against an

established post but not in a Responsible and Accounting position
may be granted the respective car benefits as applicable for
corresponding grades in the service, except for loan facilities
which shall be as per provisions at paragraphs 18.2.43 and 18.2.64.
~201~
Pay Review 2016
Section V Other Recommendations

Travel Grant and Loan Facilities
18.2.143 Advisers/Officers on contract employment drawing a monthly salary in the range
of Rs 39275 and up to Rs 52775 and not eligible for 100% duty exemption on a
car, are presently paid a monthly travel grant to use their car to attend duty.
18.2.144 Advisers/Officers employed on contract in the capacity of professionals are
presently entitled to 100% duty exemption on a car of up to 1500 cc and a
monthly travelling allowance.
Recommendation 51
18.2.145 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 42325 and up to Rs 56450 would be eligible for a monthly
travel grant of Rs 7250 and should use their car for official purposes
whenever required.
18.2.146 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 18.2.64 and a travelling allowance as at
paragraph 18.2.68 (No. 2).
Reimbursement of Excise Duty by Advisers/Officers on Contract Employment
18.2.147 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.
18.2.148 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 52
(i)
Pay Review 2016
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;
~202~
(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 18.2.18 (c),
pay proportionate duty if same is sold within four years as from the
date of its purchase.
Other Related Provisions

Recommendation 53
18.2.150 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.
************
~203~
Pay Review 2016
ANNEX I
List of grades eligible for loan to purchase a 100% duty-exempted car
Accountant/Senior Accountant
Agricultural Engineer
Analyst (Personal to ex-Financial and Management Analyst as at 30.06.08)
Architect/Senior Architect
Assistant Accountant General
Auditor
Ayurvedic Medical Officer/Senior Ayurvedic Medical Officer
Chief Officer
Dental Surgeon/Senior Dental Surgeon
District Magistrate
Engineer
Engineer (Airworthiness Air Frame/Power Plant)
Engineer (Airworthiness Avionics)
Engineer, Communication, Navigation and Surveillance
Engineer, Energy Efficiency
Engineer/Senior Engineer (Civil)
Engineer/Senior Engineer (Planning/Maintenance)
Engineer/Senior Engineer (Project/Planning)
formerly Planner/Senior Planner
Financial and Governance Analyst/Senior Financial
(Personal to the FMA and SFMA as at 30.06.08)
Government Valuer
Pay Review 2016
~204~
and
Governance
Analyst
ANNEX I (Contd.)
Lead Architect
formerly Chief Architect
Lead Electrical Engineer
formerly Chief Engineer
Lead Engineer
Lead Engineer (Planning/Maintenance)
Lead Mechanical Engineer
formerly Chief Mechanical Engineer
Lead Engineer (Project/Planning)
formerly Chief Planner
Lead Quantity Surveyor
formerly Chief Quantity Surveyor
Lead Sanitary Engineer
formerly Principal Sanitary Engineer
Judicial Research Officer
Mechanical Engineer/Senior Mechanical Engineer
Medical and Health Officer/Senior Medical and Health Officer
Occupational Safety and Health Engineer/Senior Occupational Safety and Health
Engineer
Pharmacist/Senior Pharmacist
Planner
Principal Agricultural Engineer
Principal Architect (Personal to officers in post as at 31.12.15)
Principal Auditor
Principal Electrical Engineer (Personal to officers in post as at 31.12.15)
Principal Engineer (Personal to officers in post as at 31.12.15)
Principal Engineer (Planning/Maintenance) (Personal to officers in post as at 31.12.15)
~205~
Pay Review 2016
ANNEX I (Contd.)
Principal Mechanical Engineer (Personal to officers in post as at 31.12.15)
Principal Quantity Surveyor (Personal to officers in post as at 31.12.15)
Project Manager (National Development Unit)
Project Officer/Senior Project Officer (National Development Unit)
formerly Project Officer
Project Officer (Ministry of Environment, Sustainable Development, Disaster and Beach
Management)
Quantity Surveyor/Senior Quantity Surveyor
Sanitary Engineer/Senior Sanitary Engineer
Senior Agricultural Engineer
Senior Analyst (Personal to ex-Senior Financial and Management Analyst as at
30.06.08)
Senior Auditor
Senior Engineer (Airworthiness Air Frame/Power Plant)
Senior Engineer (Airworthiness Avionics)
Senior Engineer (Communication, Navigation and Surveillance)
Senior Government Valuer
Senior Town and Country Planning Officer
State Attorney
State Counsel
Veterinary Officer
Veterinary Officer (Competent Authority)
Pay Review 2016
~206~
ANNEX I (Contd.)
PARASTATAL AND OTHER STATUTORY BODIES
Accountant (drawing salary in the scale the maximum of which is not less than
Rs 56450 a month)
Internal Auditor (drawing salary in a scale the maximum of which is not less than
Rs 56450 a month)
formerly Accountant
Senior Accountant
Chief Internal Auditor
Senior Internal Auditor
Road Development Authority
Assistant Divisional Manager (Civil Engineering)
Senior Manager (Civil Engineering)
Manager (Civil Engineering)
State Trading Corporation
Assistant Financial Manager
Town and Country Planning Board
Planning Officer/Senior Planning Officer
formerly Planning Officer
Mauritius Cane Industry Authority
Workshop Manager
Field Manager
Financial Reporting Council
Assistant Technical Executive
~207~
Pay Review 2016
ANNEX I (Contd.)
LOCAL AUTHORITIES
Accountant (drawing salary in a scale the maximum of which is not less than Rs 56450 a
month)
Internal Auditor (drawing salary in a scale the maximum of which is not less than
Rs 56450 a month)
formerly Accountant
Head, Land Use and Planning Department
Head, Public Infrastructure Department
Planning and Development Officer
Civil Engineer
************
Pay Review 2016
~208~
ANNEX Il
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 Usher

Principal Court Usher
Senior Court Usher
Court Usher
Official Receiver
National Assembly
Clerk Assistant, National Assembly

Parliamentary ICT Manager
Ombudsmans Office
Senior Investigations Officer, Ombudsmans Office
Electoral Commissioner's Office
Principal Electoral Officer

Senior Electoral Officer
Electoral Officer
Prime Minister's Office and

Ministry of Defence, Home Affairs,
Rodrigues and National
Development Unit
Co-ordinator, Security Matters

Assistant Permanent Secretary
National Development Unit
Project Assistant
Senior Regional Development Officer
Regional Development Officer
Assistant Citizens Advice Bureau Coordinator
Citizens Advice Bureau Co-ordinator
Rodrigues Division
Public Relations and Welfare Officer
Government Information Service
Senior Information Officer

Information Officer
Head, Audio-Visual Production Officer
Principal Audio-Visual Production Officer
Senior Audio-Visual Production Officer
Pay Research Bureau
Survey Officer
~209~
Pay Review 2016
ANNEX ll (Contd.)
MINISTRY/DEPARTMENT
GRADE
Police
Chief Catering Administrator
Meteorological Services
Meteorologist/Senior Meteorologist
formerly Meteorologist
Forensic Science Laboratory
Forensic Scientist/Senior Forensic Scientist

Principal Forensic Technologist
formerly Forensic Technologist/Senior Forensic
Technologist
Chief Forensic Technologist
formerly Principal Forensic Technologist
Civil Status Division
Deputy Registrar of Civil Status

Principal Civil Status Officer
Deputy Prime Ministers Office,

Ministry of Tourism and External
Communications
Senior Tourism Planner

Tourism Planner
Leisure Events Officer
Tourism Enforcement Officer
Civil Aviation Services
Maintenance Supervisor
Senior Maintenance Supervisor

Survey Division
Senior Surveyor
Surveyor
Planning Division
Principal Technical Design Officer

Senior Development Control Officer
Development Control Officer
Vice Prime Ministers Office,

Water Resources Unit
Pay Review 2016
Senior Hydrological Officer

Hydrological Officer
Technical Officer
~210~
ANNEX ll (Contd)
MINISTRY/DEPARTMENT
GRADE
Ministry of Finance and Economic

Development
Analyst/Senior Analyst
Senior Analyst (Personal)
Assistant Manager, Financial Operations (Personal to
officers in post as at 31.12.15)
Assistant Manager, Procurement and Supply
(Personal to officers in post as at 31.12.15)
Assistant Manager, Internal Control (Personal to
Deputy Official Receiver
Valuation
Chief Property Valuation Inspector

Principal Property Valuation Inspector
Senior Property Valuation Inspector
Ministry of Technology,
Communication and Innovation
Central Information Systems
Division
Senior Systems Analyst

Systems Analyst
Assistant Director of Youth Affairs

Principal Youth Officer
Senior Youth Officer
Youth Officer
Senior Sports Officer
Sports Officer
Ministry of Public Infrastructure

and Land Transport
Engineering Section
Quantity Surveying Section
Architect Section
Superintendent of Works
Chief Inspector of Works
Senior Inspector of Works
Principal Materials Testing Officer
formerly Materials Testing Officer
Senior Technical and Mechanical Officer
Technical and Mechanical Officer
Principal Technical Officer (Civil Engineering)
Senior Technical Officer (Civil Engineering)
Technical Officer (Civil Engineering)
Technical Officer
~211~
Pay Review 2016
ANNEX ll (Contd)
MINISTRY/DEPARTMENT
GRADE
Engineering Section
Quantity Surveying Section
Architect Section (Contd.)
Assistant Quantity Surveyor

Senior Materials Testing Officer
formerly Senior Technical Officer (Materials
Testing Laboratory)
Materials Testing Officer
formerly Technical Officer (Materials Testing
Laboratory)
Technical Officer (Electrical and Electronics)
Chief Technician (Quantity Surveying)
Principal Technician (Quantity Surveying)
Senior Technician (Quantity Surveying)
Chief Technical Design Officer
National Transport Authority
Chief Road Transport Inspector

Principal Road Transport Inspector
Senior Road Transport Inspector (Roster)
Road Transport Inspector (Roster)
Assistant Transport Planner
Principal Traffic Warden (Roster)
Senior Traffic Warden (Roster)
Traffic Warden (Roster)
Chief Inspector
Principal Inspector
Senior Inspector
Chief Technician
Principal Technician
Senior Technician
Traffic Management and Road

Safety Unit
Traffic Census Officer

Senior Traffic Census Officer
Ministry of Education and

Human Resources, Tertiary
Education and Scientific
Research
Music Organiser
Physical Education Organiser
Senior School Inspector
School Inspector
Senior Supervisor Oriental Languages
Supervisor Oriental Languages
Assistant Supervisor Oriental Languages
Supervisor (The Arts)
Pay Review 2016
~212~
ANNEX ll (Contd)
MINISTRY/DEPARTMENT
GRADE
Ministry of Education and

Human Resources, Tertiary
Education and Scientific
Research (Contd.)
Principal ICT Technician

Assistant Supervisor (The Arts)
Inspector, Specialised Schools/Day Care Centres
Senior Educational Psychologist
Educational Psychologist
ICT Technician/Senior ICT Technician
Educational Social Worker
Quality Assurance Officer
Ministry of Health and

Quality of Life
Chief Pharmacy Technician

Coordinator (Operations Support Services)
Chief Medical Imaging Technologist
Principal Medical Social Worker
Chief Medical Laboratory Technologist
Medical Social Worker/Senior Medical Social
Worker
Deputy Director, Public Health and Food Safety
Nutritionist/Senior Nutritionist
formerly Nutritionist
Senior/Principal Analyst (Health)
Principal Public Health and Food Safety Inspector
Senior Public Health and Food Safety Inspector
Principal Health Surveillance Officer
Senior Nurse Educator
Occupational Therapist/Senior Occupational
Therapist
Physiotherapist/Senior Physiotherapist
Principal Health Information, Education and
Communication Officer
Senior Health Information, Education and
Health Information, Education and
Senior Public Health Nursing Officer
Senior Health Engineering Officer
Health Engineering Officer
Health Promotion Co-ordinator
Lead Health Analyst
Speech Therapist and Audiologist/Senior Speech
Therapist and Audiologist
Clinical Psychologist
~213~
Pay Review 2016
ANNEX ll (Contd)
MINISTRY/DEPARTMENT
GRADE
Ministry of Health and

Quality of Life (Contd.)
Clinical Scientist/Senior Clinical Scientist

(Biochemistry)
Clinical Scientist/Senior Clinical Scientist
(Virology)
Principal Public Health Nursing Officer
Regional Health Services Administrator
Principal Biomedical Engineering Technician
Senior Biomedical Engineering Technician
Blood Donor Coordinator
Scientific Officer/Senior Scientific Officer, Vector
Biology and Control Division
formerly Scientific Officer, Vector Biology
and Control Division
Haemodialysis Supervisor
Specialised Nurse
Nursing Supervisor
Ministry of Local Government
Chief Inspector
Senior Inspector
Mauritius Rescue and Fire Service
Deputy Chief Fire Officer
Ministry of Foreign Affairs, Regional Second Secretary

Integration and International Trade
Curator of Vacant Estates
Ministry of Agro-Industry and

Food Security
Senior Agricultural Analyst

Senior Agricultural Superintendent
Agricultural Superintendent
Senior Scientific Officer
Scientific Officer
Senior Technical Officer
Technical Officer
Senior Laboratory Technologist
Laboratory Technologist
Transport Superintendent
formerly Transport Officer
Forestry Services
Pay Review 2016
Assistant Conservator of Forests

Divisional Forest Officer
~214~
ANNEX ll (Contd.)
MINISTRY/DEPARTMENT
GRADE
National Parks and Conservation

Service
Technical Officer/Senior Technical Officer

(Conservation)
Senior Scientific Officer (Conservation)
Scientific Officer (Conservation)
Ministry of Arts and Culture
Chief Arts Officer

Principal Arts Officer
Senior Arts Officer
Arts Officer
Senior Culture Officer
Culture Officer
Film Classification Board
Secretary, Film Classification Board
National Archives Department
Conservator
Ministry of Industry, Commerce

and Consumer Protection
Industry Division
Senior Analyst (Industry)

Analyst (Industry)
Consumer Affairs Unit
Principal Consumer Affairs Officer

Senior Consumer Affairs Officer
Consumer Affairs Officer
Commerce Division
Legal Metrologist
Senior Technical Officer (Legal Metrology)
Technical Officer (Legal Metrology) (Personal)
Senior Commercial Officer
Commercial Officer
Assay Office
Assistant Director, Assay Office

(Assay Office)
Gemmologist
Ministry of Gender Equality, Child

Development and Family Welfare
Senior Organising Officer, Women's Centre

(Personal)
Head, Home Economics Unit (Personal)
Senior Home Economics Officer
Home Economics Officer
~215~
Pay Review 2016
ANNEX ll (Contd)
MINISTRY/DEPARTMENT
GRADE
Ministry of Gender Equality, Child

Development and Family Welfare
(Contd.)
Psychologist/SeniorPsychologist
formerly Psychologist
Family Counselling Officer
Co-ordinator
Senior Family Welfare and Protection Officer
Family Welfare and Protection Officer
Senior Child Welfare Officer (Personal)
Ministry of Business Enterprise

and Cooperatives
Cooperatives Division
Divisional Co-operative Officer

Principal Co-operative Officer
Senior Co-operative Officer
Co-operative Officer
Co-operative Development Officer
Ministry of Social Security,

National Solidarity and Reform
Institutions
Head, Disability Empowerment Unit

Principal Disability Empowerment Officer
Disability Empowerment Officer/Senior
Disability Empowerment Officer
Senior Organising Officer, Recreation Centre
Assistant Commissioner, Social Security
Principal Social Security Officer
Senior Social Security Officer
Social Welfare Division
Deputy Social Welfare Commissioner

Principal Social Welfare Officer
Senior Social Welfare Officer
Social Welfare Officer
Reform Institutions
Assistant Commissioner of Probation and

After Care
Principal Probation Officer
Senior Probation Officer
Probation Officer
Pay Review 2016
~216~
ANNEX ll (Contd)
MINISTRY/DEPARTMENT
GRADE
Ministry of Ocean Economy,

Marine Resources, Fisheries,
Shipping and Outer Islands
Controller, Fisheries Protection Service

Deputy Controller, Fisheries Protection Service
Assistant Controller, Fisheries Protection
Service
Principal Fisheries Protection Officer
Senior Technical Officer (Fisheries)
Technical Officer (Fisheries)
Scientific Officer/Senior Scientific Officer
(Fisheries)
Ministry of Environment,
Sustainable Development, Disaster
and Beach Management
Department of Environment
Principal Technical Enforcement Officer

Senior Technical Enforcement Officer
Technical Enforcement Officer
Scientific Officer (Environment)
Environment Officer/Senior Environment Officer
formerly Environment Officer
Chief Inspector
Senior Inspector
Solid Waste Management Division
Technical Officer
Project Officer/Senior Project Officer
Principal Project Officer
Ministry of Civil Service and

Administrative Reforms
Assistant Manager, Human Resources

Director, Safety and Health Unit
Principal Safety and Health Officer
Safety and Health Officer/Senior Safety and
Health Officer
Ministry of Labour, Industrial

Relations, Employment and Training
Labour Administration and
Industrial Relations
Principal Labour and Industrial Relations Officer

Senior Labour and Industrial Relations Officer
Labour and Industrial Relations Officer
~217~
Pay Review 2016
ANNEX ll (Contd)
MINISTRY/DEPARTMENT
GRADE
Employment Service
Deputy Director, Employment Service

Chief Employment Officer
Senior Employment Officer
National Remuneration Board
Senior Remuneration Analyst

Remuneration Analyst
Occupational Safety and Health

Inspectorate
Divisional Occupational Safety and Health

Officer
Principal Occupational Safety and Health Officer
Occupational Safety and Health Officer/Senior
Occupational Safety and Health Officer
Registry of Associations
Principal Inspector of Associations

Senior Inspector of Associations
Inspector of Associations
Careers Guidance Service
Senior Careers Counsellor

Careers Counsellor
Pay Review 2016
~218~
ANNEX II (Contd.)
RODRIGUES REGIONAL ASSEMBLY
In principle, officers in the grades mentioned below should be eligible for 70% dutyfree 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
organisations cars.
DEPARTMENT
GRADE
Office of the Clerk
Deputy Clerk, Regional Assembly
Chief Commissioners Office

Central Administration
Administrative Officer
Safety and Health Officer/Senior
Safety and Health Officer
Assistant Manager, Financial
Operations (Personal to officers in
post as at 31.12.15)
Systems Analyst
Transport
Head, Transport
formerly Officer-in-Charge,
Transport
State Lands and Town and Country

Planning Unit
Surveyor
Officer-in-Charge, Civil Status
Agricultural Research and Extension

Services
Scientific Officer/Senior Scientific

Officer
formerly Scientific Officer
(Agronomy)
Scientific Officer (Animal
Husbandry)
Senior Technical Officer (Agriculture)
Technical Officer (Agriculture)
Education

School Inspector
Prisons and Reform Institutions

Probation Officer
~219~
Pay Review 2016
Annex II (Contd.)
DEPARTMENT
GRADE
Deputy Chief Commissioners Office

Cooperatives
Officer-in-Charge, Cooperatives
Assistant Officer-in-Charge,
Cooperatives
Senior Cooperative Officer
Cooperative Officer
Industrial Development Division
Analyst (Industry)
Human Resource Development Centre
Head, Human Resource

Development Centre
Co-ordinator, Human Resource
Development Centre
Commission for Public Infrastructure, Housing,

Transport and Water Resources
Public Infrastructure

Technical Officer
Senior Road Transport Inspector

(Roster)
Commission for Social Security, Employment,

Labour and Industrial Relations, Consumer
Protection, Trade, Commerce and Licensing
Head, Consumer Affairs Unit

formerly Officer-in-Charge,
Consumer Protection Unit
Employment
Labour and Industrial Relations

Officer
Occupational Safety and Health Inspectorate
Occupational Safety and Health

Officer/Senior Occupational
Safety and Health Officer
Pay Review 2016
~220~
ANNEX lI (Contd.)
DEPARTMENT
GRADE
Commission for Health and Sports

Medical and Health
Senior Inspector (Safety and

Health)
Head Catering Unit
Sports Division
Sports Officer
Commission for Environment, Tourism,

Forestry, Fisheries and Marine Parks
Fisheries
Controller, Fisheries Protection

Service (Rodrigues)
Scientific Officer (Fisheries)
Assistant Controller, Fisheries
Protection Service
(Rodrigues)
Principal Fisheries Protection
Officer
Tourism Division
Environment Division
Environment Officer
Environment Enforcement Officer
formerly Enforcement Officer
Commission for Youth, Community

Development, Library Services, Archives and
Museum
Arts and Culture
Arts Officer (Rodrigues)
Youth and Sports

Senior Youth Officer
Youth Officer
~221~
Pay Review 2016
ANNEX II (Contd.)
ORGANISATION
GRADE
Agricultural Marketing Board
Seeds Officer
Aapravasi Ghat Trust Fund
World Heritage Site Manager
Beach Authority
Technical Manager
Beach Works Inspector
Beach Enforcement Officer
Technical Officer (Civil)
Central Water Authority
Surveyor
Senior Internal Control Officer
Senior Scientific Officer (Biochemistry)
Scientific Officer (Biochemistry)
Health Officer
Chief Works Officer
Senior Inspector
Meter Reading Supervisor
(Laboratory)
formerly Technical Officer (Laboratory)
Superintendent, Anti-Fraud Unit
formerly Technical Officer
Manufacturing Sector Workers Welfare

Fund
Programme Welfare Officer
Food and Agricultural Research and

Extension Institute
Manager, Finance
formerly Manager, Accounts Section
Biometrician/Senior Biometrician
Maintenance Officer
Research Scientist/Senior Research Scientist
Assistant Research Scientist
Pay Review 2016
~222~
ANNEX II (Contd.)
ORGANISATION
GRADE
Food and Agricultural Research and

Extension Institute (Contd.)
Business Development Manager

Senior Extension Officer (Personal)
Extension Officer (Personal)
Extension Officer/Senior Extension Officer
Station/Laboratory Manager
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 ExCane Planters and Millers Arbitration and
Control Board)
Sugar Technologist/Senior Sugar Technologist
Operations Superintendent (Agricultural
Mechanisation)
formerly Field Superintendent
Operations Officer (Agricultural Mechanisation)
formerly Field Officer/Senior Field Officer
Technical and Mechanical Officer/Senior
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)
Assistant Manager (Personal to incumbent of
Ex-Farmers Service Corporation as at
30.06.08)
~223~
Pay Review 2016
ANNEX II (Contd.)
ORGANISATION
GRADE
Mauritius Institute of Training and

Development
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
Health Officer (Personal to incumbent of
Psychologist (Personal to incumbent of
Ex-lVTB as at 30.06.08)
Irrigation Authority
Divisional Irrigation Operation Officer

Senior Technical Officer (Civil)
Health Officer
Irrigation Operation Officer
Head, Gandhian Basic School

Lecturer
Mauritius Broadcasting
Corporation
Chief Broadcast Technologist

Chief Technical Producer
Producer/Senior Producer
Journaliste Reporteur Dimages
Senior News Editor (Roster) (Personal)
News Editor (Roster) (Personal)
Open University of Mauritius
Senior Academic Media Coordinator

Academic Media Coordinator
Marketing and Development Officer
Head, Engineering and Technology Services
Head, Audio-Visual Production
Lecturer
formerly Assistant Lecturer/Lecturer
Mauritius Examinations Syndicate
Examinations Officer
Mauritius Institute of Education
Chief Technician
Lecturer
Pay Review 2016
~224~
ANNEX II (Contd.)
ORGANISATION
GRADE
Mauritius Institute of Health
Research Officer/Senior Research Officer
Mauritius Oceanography Institute
Associate Research Scientist

Technical Assistant/Senior Technical Assistant
Mauritius Meat Authority
Head of Illegal Slaughter Squad
Mauritius Museums Council
Curator
Conservator
Mauritius Standards Bureau
Financial Manager
Manager
Quality Officer
National Childrens Council
Council Secretary
Coordinator
National Agency for the Treatment

and Rehabilitation of Substance
Abusers
Programme Officer
Project Supervisor
Assistant Programme Officer
Business Analyst/IT Consultant/Research

Officer (Personal to officers in post as at
31.12.15)
National Transport Corporation
NTC Regional Manager

Technical and Mechanical Officer/Senior
Traffic Controller
Senior Traffic Controller
National Womens Council
Head, Womens Association Unit (Personal)

Supervisor, Womens Association
Private Secondary Schools

Authority
Supervisor/Senior Supervisor
Rabindranath Tagore Institute
Lecturer
Inspector (Personal)
~225~
Pay Review 2016
ANNEX II (Contd.)
ORGANISATION
GRADE

Senior Technical Officer (Materials Testing
Laboratory)
Surveyor
Technical Officer (Materials Testing Laboratory)
Health Officer
Small Farmers Welfare Fund
Technical Officer
Small and Medium Enterprise

Development Authority
Business Development Officer
Sugar Insurance Fund Board
Area Manager
Assistant Manager
Land Surveyor
Manager, Finance
Field/Operations Supervisor
Sugar Industry Labour Welfare
Fund
Commissioner, Community Development

Principal Community Development Officer
Senior Community Development Officer
Inspector
Senior Inspector
Supervisor, Dressmaking and Related Craft
Pay Review 2016
~226~
ANNEX II (Contd.)
ORGANISATION
GRADE
Tertiary Education Commission
Deputy Financial Controller
Ex-Tea Board
Technical Officer
Ex-Tobacco Board
Tobacco Officer
Senior Tobacco Officer
Tourism Authority

Senior Tourism Enforcement Officer
Assistant Examiner
Tourism Employees Welfare Fund
Town and Country Planning

Board
Administrative Manager
Chief Planning Inspector
Senior Planning Inspector
Planning Inspector
University of Mauritius
Lecturer
Universit des Mascareignes
Lecturer
University of Technology,
Mauritius
Lecturer
Valle DOsterlog Endemic Garden

Foundation
Technical Officer
Wastewater Management Authority
Scientific Officer
Senior Works Inspector
Land Surveyor
Chief Works Inspector
formerly Technical Officer (Civil
Engineering)
formerly Senior Technical Officer
Technical Officer (Mechanical and Electrical)
~227~
Pay Review 2016
ANNEX II (Contd.)
LOCAL AUTHORITIES
CITY AND MUNICIPAL COUNCILS
DISTRICT COUNCILS
Assistant Chief Executive
Attorney
Building Inspector
Chief Building Inspector
Chief Health Inspector
Chief Welfare Officer
Deputy Chief Executive
Deputy Chief Health Inspector
Deputy Superintendent of Parks and Gardens
Engineering Assistant
Financial Operations Officer (Personal to incumbent in post as at 30.06.08)
Land Surveyor
Planning and Development Inspector
Principal Health Inspector
Principal Welfare Officer
Safety and Health Officer/Senior Safety and Health Officer
Senior Building Inspector
Senior Health Inspector
Senior Usher/Prosecutor (Personal)
Superintendent of Parks and Gardens
Supervisor, Ushers Section (Personal)
Treasurer
Pay Review 2016
~228~
ANNEX III
List of grades eligible for loan to purchase an
autocycle/motorcycle for official travelling
CIVIL SERVICE
MINISTRY/DEPARTMENT
GRADE
Vice-Prime Ministers Office,

Gauge Reader
Ministry of Finance and Economic

Development
Statistics Mauritius
Senior Statistical Officer

Statistical Officer
Valuation Department
Property Valuation Inspector
Senior Coach
Coach
Swimming Pool Attendant
Foreman
Ministry of Public Infrastructure and Land

Transport
Inspector of Works
Assistant Inspector of Works
Senior Field Supervisor
Field Supervisor
Chief Tradesman
Foreman
Inspector
Foreman
Chief Electrician
Chief Plant Mechanic
Senior Traffic Warden

Traffic Warden
Ministry of Education and Human

Resources, Tertiary Education and
Scientific Research
Inspector of Works
~229~
Pay Review 2016
ANNEX III (Contd.)

MINISTRY/DEPARTMENT
GRADE
Ministry of Health and Quality of Life
Public Health and Food Safety Inspector

Senior Health Surveillance Officer
Health Surveillance Officer
Senior Supervisor, Rodent Control
Supervisor, Rodent Control
Assistant Supervisor, Rodent Control
Rodent Control Attendant
Motivator
Mortuary Attendant
Time Keeper (Health)
Ambulance Care Attendant
Insecticide Sprayer Operator
Community Health Development Motivator
Community Health Rehabilitation Officer
Statistical Officer
Cook (Roster)
Inspector
Mauritius Fire and Rescue Service
Firefighter
Sub-Officer
Station Officer
Ministry of Agro-Industry and Food

Security
Forestry Services
Chief Forest Conservation and

Enforcement Officer
Principal Forest Conservation and
Enforcement Officer
Senior Forest Conservation and
Enforcement Officer
Forest Conservation and Enforcement
Officer
National Parks and Conservation Service
Senior Park Ranger

Park Ranger
Assistant Park Ranger
Pay Review 2016
~230~
ANNEX III (Contd.)

MINISTRY/DEPARTMENT
GRADE
Ministry of Social Security, National

Solidarity and Reform Institutions
Higher Social Security Officer
Mauritius Maritime Training Academy
Petty Officer
Ministry of Labour, Industrial Relations,

Employment and Training
Employment Officer
Cook (Roster)
Mauritius Prisons Services
Cook (Roster)
Ministry of Ocean Economy, Marine

Resources, Fisheries, Shipping and Outer
Islands
Senior Fisheries Protection Officer
~231~
Fisheries Protection Officer
Pay Review 2016
ANNEX III (Contd.)

DEPARTMENT
GRADE
Field Assistant
Agricultural Assistant
Chief Forest Conservation and Enforcement
Officer
Enforcement Officer
Senior Forest Conservation and Enforcement
Officer
Forest Conservation and Enforcement Officer
Inspector of Works
Coach
Chief Tradesman
Foreman
Field Supervisor
Employment Officer
formerly Senior Statistical Assistant
Statistical Officer
formerly Statistical Assistant
Hydrological Technician
Chief Tradesman
Foreman
Firefighter
Sub-Officer
Station Officer
Pay Review 2016
~232~
ANNEX III (Contd.)

ORGANISATION
GRADE
Inspector
Assistant Inspector (Personal)
Chief Tradesman (Personal)
Food and Agricultural Research

and Extension Institute
Senior Extension Assistant
Field Officer/Senior Field Officer

formerly Field Officer
Extension Assistant
Driver (Roster)
Field Supervisor (Roster)
Irrigueur (Roster)
Social Facilitator
Supervisor (Irrigation) (Roster)
Test Chemist (Personal to incumbent of Cane

Planters and Millers Arbitration and Control
Board as at 30.06.08)
Operator (Personal)
Head Operator (Personal)
Agricultural Machinery Operator
Agricultural Machinery Operator(Personal)
Head Agricultural Machinery Operator (Personal
to Incumbent of Ex-Sugar Planters
Mechanical Pool Corporation as at 30.06.08)
Inspector of Works
Field Supervisor
Chief Tradesman
Foreman
~233~
Pay Review 2016
ANNEX III (Contd.)

ORGANISATION
GRADE

Senior Field Officer
Sugar Industry Labour Welfare

Fund
Community Development Officer

Assistant Supervisor, Womens Associations
Wastewater Management Authority Works Inspector

Assistant Works Inspector
Head Operative
Pay Review 2016
~234~
ANNEX III (Contd.)

LOCAL AUTHORITIES
CITY AND MUNICIPAL COUNCILS
DISTRICT COUNCILS
GRADE
Inspector of Works
Building Inspector
Health Inspector
Senior Welfare Officer
Welfare Officer
Overseer (Drains and Works)
Overseer (Parks and Gardens)
Overseer
Workshop Supervisor
Supervisor Infant School
Cadastral Officer
Usher/Prosecutor/ Senior Usher/Prosecutor
formerly Usher/Prosecutor
Revenue Collector (Personal)
Chief Controller of Works
Foreman
Assistant Building Inspector
Senior Overseer
Financial Operations Officer/Senior
Financial Operations Officer
formerly Tax Controller
Supervisor (Lighting)
Supervisor (Lighting Section) (Personal)
Supervisor (Lighting Section)
Field Supervisor
Groundsman
~235~
Pay Review 2016
ANNEX lV
List of grades eligible for loan to purchase a duty free motorcycle of up to 250 cc
MINISTRY
DEPARTMENT
Ministry of Ocean, Economy,

Marine Resources, Fisheries,
Fisheries Protection Officer (Personal to officers

in post as at 31.12.15)
************
Pay Review 2016
~236~
Passage Benefit Scheme
18.3 PASSAGE BENEFIT SCHEME

18.3.1
The Passage Benefit Scheme originated in the colonial days and was meant to
provide free passages for sea travel to expatriates in post in the country to travel
from Mauritius to their homeland after a tour of service. Eventually, this privilege
was granted to all senior officers and thereafter to all Government officers
employed on permanent and pensionable terms.
18.3.2
Since its introduction in the Public Sector, the Scheme has undergone
fundamental changes in the successive salary reviews to allow more
beneficiaries to make use of passage benefit for purposes other than travelling.
Currently, officers can use their accumulated passage benefit for: travel
purposes 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; paying the fees in connection with
School Certificate and Higher School Certificate examinations for their wards
and for medical treatment. At the time of retirement officers are allowed to cash
in toto all accumulated passage benefit standing to their credit.
18.3.3
The EOAC Report 2013 made provision for officers to cash their passage
benefit at the discount rate of 90% for any purpose other than travel subject to
the balance of their passage account being not less than Rs 11000. Provision
has also been made to allow officers to use their passage benefit for the
payment of premium under the approved Medical Insurance Scheme.
18.3.4
Presently, officers on permanent and pensionable establishment drawing a

minimum monthly salary of Rs 24425 or reckoning at least eight years service
earn passage benefit at the rate of 5% of the gross salaries annually.
18.3.5
Officers are 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 are allowed to use their passage benefit provided they have
jointly accumulated an aggregate of not less than Rs 22000. However, when
officers make use of their accumulated passage benefit to meet the fees in
connection with SC and HSC examinations for their wards, the balance standing
to their credit may be less than Rs 11000.
18.3.6
Officers do not earn passage benefit during probationary period, 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, and leave without pay or leave reckoned for late
arrivals.
~237~
Pay Review 2016
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 11000.
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 11000.
18.3.9
On the demise of a beneficiary, the outstanding benefit is paid in toto to the

heirs.
18.3.10
In the context of this review exercise, it has been represented that officers
should also be allowed to make use of their accumulated passage benefit for
other purposes as follows:
18.3.11
18.3.12
18.3.13
(a)
to undergo a medical treatment requiring a surgery/dialysis/medical test

for themselves or immediate members of their family either locally or
abroad;
(b)
the payment of university fees for themselves and vocational training

fees for their wards; and
(c)
if both spouses are Civil Servants, they should be allowed to use their
passage benefit provided one of the spouses has accumulated passage
benefit of not less than Rs 10,000.
Representations have also been received to the effect that officers:(i)
be allowed to earn passage benefit if they elect to work during their preretirement leave;
(ii)
be allowed to cash in toto the accumulated passage benefit standing to

their credit for any other purpose and;
(iii)
be refunded the total value (100%) of their accumulated passage benefit

standing to their credit on resignation from the public service.
It has further been represented that:(i)
the eligibility criteria be reviewed and all officers upon appointment in a

substantive capacity be allowed to earn passage benefit irrespective of
salary level; and
(ii)
the salary cut-point to earn passage benefit be brought down.
We have examined the above representations and are reviewing the cash
refund for other purposes as well as the eligibility criteria for earning passage
benefit. We are also reducing the floor value of the accumulated passage
benefit of Rs 11000 and the salary cut-point to earn passage benefit.
Pay Review 2016
~238~
Recommendation 1
18.3.14
We recommend that:
(a)
officers on permanent and pensionable establishment drawing a

minimum monthly salary of Rs 25525 or reckoning at least five
years service should earn passage benefit at the rate of 5% of the
gross salaries annually; and
(b)
officers should not earn passage benefit during probationary

period, 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, and leave without pay.
Recommendation 2
18.3.15
We also recommend that beneficiaries should 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 a 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 either locally or abroad.
Recommendation 3
18.3.16

(a)
officers should be 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 should
be allowed to use their passage benefit provided they have jointly
accumulated an aggregate of not less than Rs 20000;
(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 10000;
~239~
Pay Review 2016
(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 10000;
(d)
officers should be allowed to make use of their accumulated

passage benefit to meet the fees in connection with SC, HSC
examinations and vocational training for their wards as well as for
the payment of university fees for themselves and for their wards,
either locally or abroad even if the balance standing to their credit
may be less than Rs 10000;
(e)
officers should be allowed to cash their accumulated passage

benefit at a discounted rate of 90% for any purpose other than travel
provided the balance standing to their credit is not less than
Rs 10000. The remaining 10% of the accumulated passage benefit
should, however, not be forfeited but remain in the balance
standing to their credit;
(f)
officers who elect to work during pre-retirement leave should be

allowed to earn passage benefit;
(g)
officers who resign from the public service should be paid the total
value (100%) of the accumulated passage benefit standing to their
credit;
(h)
officers should be allowed to cash in toto all passage benefit

standing to their credit at the time of retirement; and
(i)
on the demise of a beneficiary, the outstanding accumulated

passage benefit should be paid in toto to the heirs.
Recommendation 4
18.3.17
We additionally recommend that the Ministry of Civil Service and

Administrative Reforms should, in consultation with the Accountant
General and the concerned Insurance Company, consider the possibility
of allowing Public Officers to make use of their accumulated passage
benefit for the payment of premium under the Approved Medical
Insurance Scheme.
************
Pay Review 2016
~240~
Leave
18.4 LEAVE
Introduction
18.4.1
The concept of leave has evolved over successive reports to become an

important component that forms part of the compensation package of
officers/employees in the public sector. Employees across all public sector
organisations, who are appointed in a substantive capacity or after completing
one years service, are entitled to a certain number of leave yearly aside from
the days-off and public holidays. These leaves allow employees to maintain a
work and life balance.
18.4.2
Authorised period of absence or leave is a privilege granted, subject to the

exigencies of service, to an employee to relieve him from attending duty for a
specific purpose. The employee continues to receive his salary or wage during
that period of approved absence whilst delivery of service is continual.
18.4.3
There are various types of leave to cater for different needs of employees.
These are vacation leave, casual leave, annual leave, sick leave, maternity
leave, leave without pay, study leave with/without pay and injury leave.
18.4.4
For this Report, we have received representations from staff side to increase
leave entitlement, refund of unutilised leave and to carry forward leave which
has not been granted among others. We have studied in-depth all the
representations and provided our views under the relevant topics with the
appropriate recommendations. We are also making provision for the MCSAR
to consider the advisability or otherwise to introduce a new leave scheme.
Casual Leave
18.4.5
Casual Leave or authorised paid absence from work is granted to each

employee, on permanent and pensionable establishment after completing
twelve months continuous service or after being appointed in a substantive
capacity to cater for brief absences, to attend to urgent personal matters
including religious obligations and for recreation purposes.
18.4.6
The current provisions for the grant of casual leave to eligible officers are as
hereunder:
(i)
the quantum of casual leave is 11 working days in each calendar year;
(ii)
in any calendar year, after utilising all his casual leave, an employee may
be allowed to take up to five days from his accumulated vacation leave
which may be taken either at a stretch or on and off;
~241~
Pay Review 2016
Leave
(iii)
an employee may, in addition to the provision at (ii) above, be authorized

to take up to five days out of his vacation leave either at a stretch or on
and off in case of the demise of a near relative or to look after the family
around the time of his childs birth.
(iv)
an employee on appointment 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)
on being appointed in a substantive capacity, an employee who has

served in a casual/temporary capacity for a period of more than a year
is eligible for the full quantum of casual leave less annual leave already
taken since the beginning of the year;
(vi)
an employee, serving 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, is eligible to the full
quantum of casual leave for the calendar year;
(vii)
an employee, who is absent from duty for a complete calendar year for
any of the following reasons: leave prior to retirement/resignation; leave
with/without pay; injury leave 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, an employee who, owing to the
exigencies of the service, cannot be granted part or the whole of his
casual leave entitlement it falls due, may be allowed by his Supervising
Officer 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)
to the extent it is possible, Supervising Officers should continue to

monitor the application and approval of casual leave, which should be
granted subject to prior approval. In cases of application for casual leave
taken without prior approval on ground of unforeseen circumstances,
Supervising Officers should satisfy themselves of the reasonableness of
the ground prior to approving such leave, otherwise it should be
considered as unauthorized leave; and
(x)
casual leave may be spent locally or overseas and can be combined with
vacation leave only in cases where by taking either casual or vacation
leave alone, the number of days required cannot be made up.
Representation Received
18.4.7
Representations have been made by staff associations for an increase in the

casual leave entitlement and also for the refund of all unutilized casual leave.
Pay Review 2016
~242~
Leave
Bureaus View
18.4.8
Public Sector employees have a well-balanced leave provision taking into

account the number of non-working days and public holidays.
18.4.9
Provisions already exist for the refund of all unutilized casual leave in some
exceptional sectors so as not to impede the delivery of services and to maintain
industrial relation and social harmony.
18.4.10
The Bureau still holds the view that an officer should be granted casual leave to
cater for brief absences for recreations or to attend to urgent personal matters
including religious obligations. The possibility to carry over vacation leave
entitlement not granted to officers due to exigencies of service and usage of up
to five days of vacation leave upon exhaustion of all casual leave have not been
contested and favourably implemented. Such facilities to employees in the
Public Service, when compared internationally, are generous and sufficient.
18.4.11
Therefore, the present quantum of casual leave and other options granted to all
employees of the Public Service are reasonable and adequate to meet the
recreational and other needs of absences and no change is envisaged.
Recommendation 1
18.4.12
We recommend that the present provisions for casual leave as stipulated

at paragraph 18.4.6 above be maintained.
Casual Leave on Saturday for employee working on a Six-day week basis

18.4.13
At present, absences of a Saturday for employees working on a six-day week

basis and scheduled to work up to a maximum of four hours on Saturdays, are
reckoned as half a days casual leave. The present provision is fair and
reasonable and no change is envisaged.
Recommendation 2
18.4.14
We recommend that absences on a Saturday should continue to be

reckoned as half a days casual leave for employees 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 employees not holding substantive appointment

including Trainee Educators (Primary and Secondary) and Part-time employees
18.4.15
Employees not holding a substantive appointment, after completing one years

service are entitled to Annual Leave in lieu of casual and vacation leave as
follow:
(i)
14 working days for those working five days a week;
(ii)
16 working days for those working six days a week.
~243~
Pay Review 2016
Leave
18.4.16
Trainee Educators (Primary and Secondary) are eligible to 10 working days of

annual leave after the first year of training.
18.4.17
Employees, in case of part-time work are entitled to Annual Leave as follow:

(i)
In case of part-time work that covers five days or more in a week and for
being in continuous employment for a period of 12 consecutive months,
the number of annual leave is 14 working days.
(ii)
In case of part time work of less than five days a week and for being in
continuous employment for a period of 12 consecutive months, the
number of annual leave is pro-rated.
A day of leave is reckoned as the day or part thereof the officer is expected to
be on duty.
Submission from Staff Side
18.4.18
During consultation, staff side have requested that employees appointed on a

temporary capacity and not holding a substantive appointment should be
eligible to six working days of annual leave after having served for a continuous
period of six months.
Views of the Bureau

18.4.19
The Bureau holds the view that an officer on temporary capacity or probationary
period, may terminate his/her employment before time for non-adaption to
working environment or better offer elsewhere. Further, as per the HRMM
regulation, casual leave is granted to an officer who has been appointed in a
substantive capacity. Hence, any leave granted to an officer on temporary
capacity or probationary period may be offset once the officer is appointed
thereafter.
18.4.20
The present provisions of annual leave for employees not holding a substantive
appointment after one years continuous service including Trainee Educators
(Primary and Secondary) and for part-time employees have so far not given rise
to any industrial dispute and are thoroughly implemented to the satisfaction of
both employer and employee. Therefore, it is not envisaged to bring any
change in the quantum of such leave.
Recommendation 3
18.4.21
We are maintaining the above provisions as enunciated at paragraphs

18.4.15, 18.4.16 and 18.4.17 above.
Vacation Leave
18.4.22
Eligible employees are granted vacation leave, a pre-approved paid absence

from work, for their use in invigorating their physical, psychological, and mental
vigour, their enthusiasm for their work, and in accomplishing personal needs or
tasks.
Pay Review 2016
~244~
18.4.23
Leave
The current provision for earning or accumulating vacation leave, depending on

the length of service of an officer is as given 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
Teachers of the Pre-Primary Schools, Educators (Primary) and Educators

(Secondary)
(ii)
Employees in the teaching profession do not earn vacation leave during

school holidays save for those periods when they are officially in
attendance. Their condition is governed by the specific provision made at
the Chapter dealing with the Ministry of Education and Human Resources.
(iii)
Notwithstanding the conditions related to the purpose and grant of

vacation leave, a maximum of five days from the vacation leave can be
used as casual leave to cater for absences in case of the demise of a near
relative or to look after the family around the time of a childs birth.
Present Position
18.4.24
Amount of vacation leave earned is based on the effective service from the day
of the employees 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. Employees can spend their vacation leave either locally or abroad. The
vacation leave is normally accumulative, subject to a maximum ceiling and is
not granted in advance. The minimum period of vacation leave which can be
granted to an employee is seven days and this can be 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.
18.4.25
Accrual rates of vacation leave are based on an employees 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.
~245~
Pay Review 2016
Leave
Representation from Staff Side

18.4.26
In the context of this Review, proposals of varying nature have been received
from staff associations in respect of vacation leave. Some have requested that
officers should be allowed to utilize part of their outstanding accumulated
vacation leave as pre-retirement leave and allowed to cash the remaining
balance at the time of retirement. Others have proposed that vacation leave
should be offset against working days only. It has also been put forward that
the quantum of vacation leave be increased and officers should be allowed to
cash or to carry forward leave which have not been granted.
Bureaus Views
18.4.27
Presently, officers proceeding on retirement are given the option to cash at the
rate of 1/30 of the last monthly salary per day the accumulated vacation leave
provided they retire on the day they would normally have proceeded on leave
prior to retirement. This provision allows officers to retire earlier while providing
space for other officers to be appointed earlier in the position. The request to
allow officers to utilise part of the accumulated vacation leave prior to retirement
would defeat the very purpose of early retirement scheme.
18.4.28
Additionally, an officer should always be at the disposal of government to

provide his/her service whenever he/she may be called upon to attend
unforeseen and emergent tasks. Hence, vacation leave is earned by virtue of
residential service and cannot be offset against working days only.
18.4.29
The categorisation of vacation leave earning rate per annum and the maximum
leave entitlement that can be accumulated depending on the length of service
in the public service are over generous and readily acceptable by all
stakeholders. Employees are eligible to leave without staking their post and
position and enjoying the leisure of being away from office to attend personal
matters, while organisations arrange for the ongoing delivery of services.
18.4.30
As the existing provisions are adequate, the Bureau does not recommend any
change.
Pay Review 2016
~246~
Leave
Recommendation 4
18.4.31
We recommend that:
(i)
(ii)
the vacation leave provision for employees 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
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. Their vacation leave entitlement should also be
governed by the appropriate provision made at the Chapter dealing
with the Ministry of Education and Human Resources, Tertiary
Education and Scientific Research in Volume 2 Part I of this Report.
Recommendation 5
18.4.32
We further recommend that the conditions related to the purpose and

grant of vacation leave as at paragraphs 18.4.22, 18.4.23 and 18.4.25,
18.4.27 to 18.4.29 and 18.4.31 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 childs birth.
Length of Service
18.4.33
Eligible officers earn vacation leave which is accrued and based on an officers
continuous length of service. Periods of break or leave without pay or
secondment to outside bodies or organisations, (e.g. with or without approved
service status) are discounted from the length of service for Vacation Leave.
This warrants no change.
Recommendation 6
18.4.34
We recommend that any period of break or leave without pay or

secondment to outside bodies or organizations with or without approved
status should continue to be discounted from the length of service,
qualifying for vacation leave.
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Leave
Planning of vacation leave

18.4.35
In the Public Service, although employees are encouraged to take their vacation
leave or part of their entitlement throughout the year, unforeseen absences very
often degenerate into unexpected disruption of daily operations. When
outgoing staff are not relieved from duty, morale is low and productivity of the
officers is adversely affected, thus impeding delivery of service.
18.4.36
To avoid disruption of service and ensure smooth running of organisation while

maintain harmonious industrial climate, the grant of vacation leave to
employees must be planned in advance so that organisation have the right
number of staff to deliver efficiently.
18.4.37
While arranging for the grant of vacation leave, public sector organisations
should mandatorily carry out an HR Planning exercise to ensure that daily
workload matches with the number of people required to continue providing
services to the public. As such, Supervising Officers should ensure the
establishment of Vacation Leave Scheduling Programme at the beginning of
the calendar to better balance employees needs as well as to ensure proper
manning of the unit/department/organisation.
Recommendation 7
18.4.38
We recommend that:
(i)
employees 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

mandatorily carry out an HR Planning exercise and establish a
Vacation Leave Scheduling Programme at the beginning of each
calendar year to ensure that the right number of staff has been
retained to continue providing services to the public with a view to
minimising disruption in the smooth running of the organisation
and avoiding conflicting situations among the workforce. This
exercise will have the benefit of giving opportunity well in advance
to each employee to plan his vacation leave and for management
to make proper arrangement for a substitute or any other
arrangement to ensure continuous service delivery to the public.
Accumulation of Vacation Leave above authorised ceiling

18.4.39
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.
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18.4.40
Leave
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 of vital importance involving either formulation of policy
at the highest level or member of personnel responsible for the security
of the country or of essential services where the release of the incumbent
(s) would cause serious disruption of work.
(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
1 years or more and where despite several 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
cope or deliver during the absence of the officer(s).
18.4.41
Employees in specific areas, have been allowed to accumulate to a certain limit,

their vacation leave over and above the authorised ceiling for the vacation leave
foregone or vacation leave not granted for the smooth running of the
organisation.
Recommendation 8
18.4.42
We recommend that:
(i)
an employee 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 employee who qualifies by virtue of paragraph 18.4.40 above

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.
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(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,
employees 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 employee 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
18.4.43
Sick leave is granted to eligible officers when they are absent from duty on
grounds of illness.
Provisions for Officers appointed in a Substantive Capacity

18.4.44
Sick leave provisions in respect of officers appointed in a substantive capacity

are as follows:
(i)
21 working days full pay sick leave every calendar year;
(ii)
Untaken sick leave at the end of the year is accumulated in a bank of

sick leave up to a maximum of 110 days;
(iii)
When the bank maximum has been reached, a maximum of

16 unutilised days, 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)
In exceptional cases, where an officer has exhausted all his sick leave
(annual entitlement and Bank), he is eligible, not more than twice in his
career, for the grant of 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 is refunded on resumption
of duty at the rate of 14 days a year. One day for each working day is
refunded in case of sick leave on full pay and half day for each working
day in case of sick leave on half pay. An officer is not allowed to cash
or bank sick leave until all leave advanced has been refunded. Any
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unutilised sick leave at the end of the year is used to offset leave
advanced;
(v)
Officers who opted to retain accumulated sick leave in excess of 90 days

as at 30 June 1993 and who genuinely need additional sick leave (after
exhaustion of their annual entitlement and bank) are allowed on a case
to case basis and upon the recommendation of the Ministry of Health &
Quality of Life, to make use of the excess sick leave subject to the
approval of the Ministry of Civil Service & Administrative Reforms.
(vi)
Any period of illness abroad, on expiry of any period of leave(vacation,

casual, study leave with or without pay) is on no pay. However, any
period of hospitalization is reckoned against the officers sick leave
entitlement subject to the production of documentary medical evidence
and approval of the Ministry of Health and Quality of Life and Ministry of
Civil Service & Administrative Reforms.
(vii)
In critical cases, an officer who is abroad and is not in a position to travel

back due to convalescence, rehabilitation or any other genuine medical
reasons and irrespective of whether he has been hospitalized or not, is
granted sick leave against his entitlement, on a case to case basis, upon
production of documentary medical evidence and approval of the
Ministry of Health and Quality of Life and Ministry of Civil Service &
Administrative Reforms;
(viii)
Consideration is given, on a case to case basis, to grant sick leave to

officers on 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 & Administrative Reforms;
(ix)
on retirement, sick leave accumulated in bank may either be cashed in

full, computed on the officers 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;
(x)
in case of resignation from employment, officers are paid the total value
(100%) of accumulated sick leave, if any; and
(xi)
on the demise of an officer, the total value (100%) of accumulated sick

leave is paid to the heir(s).
Representations made to the Bureau

18.4.45
For this Review, Federations have submitted, among others, that the annual
entitlement should be increased as well as the maximum of unutilized days
should be refunded. It has also been represented that officers should be
allowed to cash sick leave accumulated in bank for the treatment of any
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Leave
immediate member of his family to finance surgical operations and other

medical treatment.
18.4.46
The Bureau has cautiously examined these representations and considers that
the refund of all unutilized days of sick leave would encourage officers who are
genuinely sick to attend duty thus exposing colleagues to the risk of contagion.
Sick Leave is granted, among others, to enable the officer to stay at home to
recuperate. This is in itself a major reason for not allowing the cashing of all
unutilized sick leave and a control to avoid the effect of presenteeism.
18.4.47
It is worth highlighting that the quantum of sick leave granted to employees per
year is far more reasonable when compared with what obtains in the private
sector and in other countries. Since the introduction of the refund in cash of
part of unutilised leave, absences on ground of sick leave have reduced. This
measure has helped to combat absenteeism, motivate staff to work longer
periods at the office and thereby ensuring continuity in service delivery.
18.4.48
As regards the cashing of accumulated sick leave in bank to pay for surgical
operations or medical treatment, the Bureau views that such a step may not be
appropriate given that government health services are free and that a medical
insurance scheme for public sector employees is underway.
18.4.49
We consider that the existing provisions are appropriate and should be

maintained.
Recommendation 9
18.4.50
We recommend that the existing provisions governing sick leave as

mentioned at paragraph 18.4.44 (i) (xi) should be maintained.
Provisions for Officers not holding Substantive Appointment

18.4.51
An officer is not eligible for sick leave with pay during his first year of service.
However, officers not holding a substantive appointment after one years
continuous service are eligible to the grant of sick leave as recommended in the
ensuing paragraph.
Recommendation 10
18.4.52
We recommend that officers not holding a substantive appointment after

one years continuous service should be eligible to the grant of sick leave
as follows:
(i)
12 working days on full pay per calendar year;
(ii)
14 additional working days on full pay in case of prolonged illness

upon production of a medical certificate;
(iii)
In exceptional cases, further sick leave on half pay for a maximum

period of 62 working days, upon production of medical evidence
and recommendation of the Ministry of Health and Quality of Life;
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Leave
(iv)
The paid sick leave in excess of the 12 working days is granted over
a period of one calendar year and is considered as an advance,
which is refunded at the prescribed rate as specified at paragraph
18.4.44 (iv) on the officer being appointed substantively;
(v)
Unutilized sick leave at the end of the year, out of the annual
entitlement of 12 working days, is refunded in cash up to a
maximum of six days. The computation for a days sick leave is at
the rate of 1/22 of monthly salary per day.
Sick Leave to Part-time Employees

18.4.53
Part time employees are eligible to sick leave as hereunder:

(i)
a part-time employee who has been in continuous employment for 12

consecutive months and who puts in 40 hours of work weekly, is 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)
a maximum of six days of unutilised sick leave, out of the annual

entitlement of 12 working days, is 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 is computed on a pro-rata basis
depending on the number of hours of work per week.
18.4.54
The above provisions regarding the grant of Sick Leave to Part-time

Employees are considered as appropriate and are thus being maintained.
Officers employed on a contractual basis

18.4.55
At present, officers on contract are not eligible to sick leave during the first year
of contract. However, this is not applicable to a retired public officer who has
been re-employed on contract and a contract officer serving against established
posts.
18.4.56
Furthermore, after completion of one year, the contract officer is entitled to 21

days of sick leave annually but is not refunded in cash any unutilized day of sick
leave.
18.4.57
These existing provisions are being maintained.
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Leave
Sick Leave in Specific Cases

18.4.58
18.4.59
The following provisions regarding sick leave are applicable in certain specific
cases:
(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 who have been absent from duty for a period of less than a
complete calendar year owing to leave with pay or leave prior to
retirement, are refunded untaken sick leave as per paragraph 18.4.44
(iii) provided they have attended duty for at least 22 working days in the
calendar year.
We are not bringing any change to these existing provisions.
Monitoring of sick leave

18.4.60
Provisions in view of strengthening control on sick leave utilization and detection

of suspected cases of malingering are maintained, as hereunder:
(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 officers 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.
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Leave
Maternity Leave
18.4.61
As stipulated by the International Labour Organisation (ILO) Maternity

Protection Convention, Maternity Leave is meant to protect the health of the
mother and that of the child. Though generally taken after confinement, such
type of leave may also be taken to cover periods of absence prior to delivery.
As regards pre-natal treatment, time off is granted against sick, casual, vacation
or annual leave entitlement.
18.4.62
In line with paragraph 42 of its Programme 2015-2019: Achieving meaningful

change, Government has decided that the quantum of maternity leave be
increased from 12 to 14 weeks with a view to better supporting working mothers
to fulfill their obligations. We are recommending accordingly to reflect this
decision, except for birth of twin or more.
Recommendation 11
18.4.63
We recommend that:
(i)
A female officer should be eligible for 14 weeks maternity leave in

the event of a confinement. If the officer holds a substantive
appointment or has completed one years continuous service, the
leave should be on full pay.
(ii)
Where the officer does not satisfy the criteria for leave on full pay,
the maternity leave to be granted to her should be on no pay
Recommendation 12
18.4.64
18.4.65

(i)
maternity leave with full pay should be granted to officers for three
confinements while in service and any leave required for
subsequent confinements be reckoned against vacation leave or
leave without pay, as appropriate;
(ii)
on giving birth to a stillborn child, the officer may either (a) take
maternity leave out of her entitlement or (b) take sick leave in which
case her entitlement of confinements would not be affected;
(iii)
for pre-natal treatment, an officer

sick/casual/annual or vacation leave; and
(iv)
prior to childbirth, an officer may take a maximum of four weeks of

maternity leave.
may
take
either
The above provisions also apply to female officers who are employed on
contract and who have served for a minimum period of 12 months, subject
to the conditions as laid down at paragraph 18.4.55.
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Leave
Provision for birth of twin or more

18.4.66
At present a female officer is granted six weeks special leave, in addition to her
normal maternity leave entitlement for birth exceeding two in one confinement.
18.4.67
Representation has been made to extend this provision to female officers who
give birth to twin or more in one confinement and to which the Bureau is
agreeable.
Recommendation 13
18.4.68
We recommend that a Female Officer who gives birth to twin or more in

one confinement should be granted six weeks special leave in addition to
her normal maternity leave entitlement.
Leave after Confinement

18.4.69
18.4.70
At present, female public officers may, subject to the exigencies of service, 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.
We recommend that the above provisions should prevail.
Paternity Leave
18.4.71
The present provisions governing leave granted to fathers are as follows:

(i)
Male officers are given priority of consideration to take their vacation

leave following confinement of their wife;
(ii)
In addition to the normal casual leave entitlement, a male officer may,

around the time of child birth and subject to exigencies of service, take
up to 10 days from his accumulated vacation leave, which is inclusive of
the normal five days accumulative leave taken at a stretch or on and off;
(iii)
On the demise of their working wife following the delivery of a non-still

born child, male officers holding a substantive appointment or having
completed at least one years continuous service, are eligible to leave
on full pay equivalent to the unused part of the maternity leave to which
the deceased was entitled; and
(iv)
On the demise of their non-working wife following delivery of a non-still

born child, male officers holding a substantive appointment or having
completed at least one years continuous service, are eligible to leave
on full pay equivalent to the hypothetical unused part of the maternity
leave computed as from the date of delivery.
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18.4.72
Leave
We are maintaining the provisions (i) to (v) of above paragraph (i) to (iv).
Adoption Leave
18.4.73
Adoption leave is granted to allow adoptive parents a period of time for bonding
and taking care of a child following his/her adoption. The present provisions
governing adoption leave are as hereunder:
(i)
Both male and female officers holding a substantive appointment or

reckoning at least 12 months continuous service, upon production of
documentary evidence, are eligible to paid adoption leave;
(ii)
The quantum of adoption leave is as per the following table:

Age of child adopted
18.4.74
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 granted should not exceed
the amount prescribed as per the above table;
(iv)
Even if more than one child is being adopted at the same time, only one
period of adoption leave is granted;
(v)
Paid adoption leave entitlement is restricted to a maximum of three

adoptions only; and
(vi)
Officers not qualifying for paid adoption leave are granted leave without
pay for adoption purposes equivalent to the quantum of adoption leave
as per the above table.
As these provisions are adequate, we are maintaining same.
STUDY LEAVE
Study Leave with Pay
18.4.75
At present, 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 begins from the day the course starts to the
day the course/examination ends.
18.4.76
For overseas courses, an officer is granted two additional days of paid leave for
travelling each way, from and to Mauritius.
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18.4.77
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.
18.4.78
An officer who fails his examination, may on submission of relevant

documentary evidence, be 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. The
extension of leave either on half pay or without pay may be reckoned against
the officers earned vacation leave, if he so wishes.
18.4.79
An officer who takes vacation leave in lieu of study leave following examination
results automatically foregoes the study leave on half pay. 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.
18.4.80
The Bureau has not received representations from the Ministry of Civil Service
and Administrative Reforms nor Federations regarding the grant of Study Leave
with Pay. We therefore consider the scheme to be appropriate and is serving
its purpose.
Recommendation 14
18.4.81
We are maintaining the provisions for the grant of study leave with pay as
specified at paragraphs 18.4.75 to 18.4.80.
LEAVE WITHOUT PAY

18.4.82
Officers holding substantive appointment are, subject to the exigencies of

service, eligible to the grant of leave without pay as hereunder:A.
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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
10 years;
(ii)
the private sector in Mauritius for an aggregate period not

exceeding one year over a period of 10 years;
(iii)
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. Nevertheless
the duration of the Leave Without Pay may be extended, subject to
the approval of the High Powered Committee, for an aggregate
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period not exceeding five years, upon production of evidence that

contributions in respect of service provided abroad have been
made and a pension is payable for continuous service.
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 are 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, every 10 years, an aggregate period not

exceeding 90 days that can be taken either at a stretch or staggered.
F.
to run a business for an aggregate period of one year over a period of

10 years except for those officers 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 is, on application, granted leave without pay for a
period of up to 12 weeks in the event of subsequent confinements.
I.
Notwithstanding the provision made at paragraph 18.4.82 (A) (ii) above,

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.
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Leave
18.4.83
In the context of this Review, members of different Federations have made

several claims for the grant of longer periods of leave without pay. On the other
hand, Management has highlighted that extended periods of leave without pay
cause disruption in the smooth running of the organization, leading to an
increase in apathy at work and a source for demotivation and frustration among
employees.
18.4.84
The existing provisions governing leave without pay take into consideration the
developmental needs of the country and cater for the aspirations of the officer
as well as for the proper dispatch of services at organisational level. It allows
officers to take advantage of a career break, pursue professional development
and interests and acquire foreign expertise. It also encourages mobility, as well
as reinforces diplomatic relations. Provision is equally made for an extended
period of childcare and other personal obligations. The Bureau considers that
the leave without pay Scheme is beneficial to both the employer and employee.
We consider these existing provisions as appropriate.
Recommendation 15
18.4.85
We recommend that:
(i)
the existing provisions of Leave Without Pay as enunciated at

paragraph 18.4.82 (A) to 18.4.82 (I) above should be maintained;
and
(ii)
for the purpose of implementation of paragraph 18.4.82 (A), (B), (D),

(E), (F) and (I) above, the period of 10 years is deemed to have taken
effect on the first day the officer has proceeded on leave without
pay, as per these provisions.
18.4.86
The Ministry of Civil Service and Administrative Reforms has reported that a
few cases of abuse have been noted whereby officers have availed of leave
without pay for excessively long periods for different purposes. The Bureau
wishes to point out that leave without pay is granted subject to the exigencies
of the service and it is the responsibility of the Responsible Officer to decide
whether the officer may be granted same.
18.4.87
In addition, we have been apprised that in certain cases, a few difficulties are
encountered as regards the implementation of certain recommendations. We
are addressing these issues.
Recommendation 16
18.4.88
We recommend that:
(i)
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An officer who has been granted leave without pay for one purpose
(e.g. to accompany spouse) should neither be granted extension of
leave without pay for the same purpose nor for another purpose,
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such as for study, unless and until he/she resumes duty at the
expiry of his/her leave.
(ii)
Supervising Officers should continue to ensure that officers, who

are posted at their respective Ministry/Department and who are on
leave without pay, do resume office at the expiry of their leave. Any
request for extension of leave without pay should be submitted to
the MCSAR at least one month before the expiry of the approved
absence.
(iii)
the four years of Study Leave Without Pay as provided at paragraph

18.4.82 (G) should comprise the period the officer is awaiting the
examinations results and the holding of the graduation ceremony.
Leave to undertake Pupillage and Pre-Registration Training

18.4.89
During consultations, the Bureau has been requested to consider granting leave
without pay or with pay in cases where public officers undertake pupillage and
pre-registration training. We are making appropriate recommendations to that
effect.
Recommendation 17
18.4.90
We recommend that a public officer who undertakes pupillage should be

granted the following:
(j)
leave with pay provided it is undertaken at the Attorney Generals

Office; and
(ii)
leave without pay if it is conducted in the private sector.
Recommendation 18
18.4.91
We recommend that a public officer who undergoes pre-registration

training should be granted leave without pay.
18.4.92
We also recommend that the period of leave with pay or without pay to
undertake pupillage or pre-registration training should be for the whole
duration of the training, subject to a maximum of two years.
INJURY LEAVE
18.4.93
Injury Leave, on full pay, is granted to an officer who sustains an injury whilst
on duty, which renders him unable to perform his regular duties.
18.4.94
Over the years, the work environment has been subject to various changes,
driven mainly by the advent of mechanization, automation, technological
developments and work processes. These changes, among others, have
increased the likelihood of accidents occurring at the workplace and workers
sustaining an injury in the performance of his/her duties. In this perspective,
the Bureau has been improving on the recommendations made on injury leave
in its subsequent reports.
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18.4.95
Leave
In the context of this review exercise, we have received several representations

which we have carefully examined. Those having a merit in the case have been
taken on board. The Bureau, therefore, whilst maintaining the existing
provisions, is making appropriate recommendations.
Recommendation 19
18.4.96
We recommend that:
(i)
an officer, holding a substantive appointment and injured on duty,

should be 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;
(ii)
the officer be granted sick leave upon recommendation for leave

from a Government Medical Officer pending the findings of the
Departmental Board;
(iii)
the Supervising Officer may approve injury leave up to a maximum

of 30 days, subject to the findings of the Departmental Board;
(iv)
all cases which require more than 30 days injury leave should be
referred to the Injuries Committee together with the necessary
documents and comments as laid down in the existing regulations;
and
(v)
notwithstanding sub paragraph (iii) above, the Supervising Officer

may refer to the Injuries Committee any case where, in his opinion,
the circumstances of the injury requires further investigation.
Injury Leave Entitlement for Employees not holding a Substantive Appointment

Recommendation 20
18.4.97
We recommend that employees, not holding a substantive appointment,

should be eligible for injury leave with pay up to a maximum of 15 days,
although they have not completed one years continuous service,
provided they are in compliance with the provisions of the existing
regulations and the procedures set out at paragraph 18.4.99 (i) 18.4.99
(v) are followed.
18.4.98
Notwithstanding provision at paragraph 18.4.99, for cases which require

a longer period of recovery, the employee may be granted injury leave
with pay for up to a maximum of 180 days (inclusive of injury leave as
mentioned at paragraph 18.4.99), subject to the production of a 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 & Quality of Life.
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Leave
Departmental Board
18.4.99
The Bureau has received representations to the effect that at times, there is
much delay in the submission of the Departmental Boards Report.
Consequently, this delay causes much undue hardship to the officer, as in the
meantime, his days of absence are being offset against his sick leave
entitlement.
18.4.100 We consider the request to be fully justified, the moreso the delay in submission
of the Departmental Boards Report causes the professing and finalisation of
cases referred to the Injuries Committee to be further delayed. We view that a
specific time frame should be set in that respect so as to enable a timely
completion of cases to be examined by the Injuries Committee.
Recommendation 21
18.4.101 We recommend that the Departmental Board should submit its Report
within a fortnight and Supervising Officers should ensure that same is
adhered to.
Family Responsibility Leave (New)
18.4.102 It has been observed that some officers take urgent casual leave to cater for
family responsibilities such as looking after his/her sick child or elder parent.
However, due to unforeseen circumstances they have to take consecutive two
additional days to ensure recovery. Under these cases, the officer has no
choice except to give sick leave although he/she is not ill. Hence, there is a
need to cater for such circumstances.
18.4.103 In order to provide much flexibility to the existing officers, the Bureau is
introducing the Family Responsibility Leave.
Recommendation 22
18.4.104 We recommend that officers be granted a maximum of three days to cater
for absences where the officer has to look after the family such as sick
child or elder parents. Officers should produce medical evidence of the
same, especially for the second and third day of absence. The three days
should be reckoned against the casual leave entitlement of the officer. In
case an officer has already taken all his casual leave, the three days leave
may be reckoned against the five days from his accumulated vacation
leave or as leave without pay.
Proposed New Leave Scheme
18.4.105 In the context of this Report, Federations mainly requested, as far as leave
entitlement is concerned, for an increase in the quantum of leave presently
granted as well as in the number of cashable days of unutilized leave.
Furthermore, the refund of untaken casual leave has been unanimously
proposed. On the other hand, the Ministry of Civil Service and Administrative
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Leave
Reforms came up with a new leave scheme which consisted in lumping casual
and vacation leave with a lower quantum with a view to reducing the rate of
absenteeism.
18.4.106 Our existing leave scheme has always been viewed as unparalleled when
compared to what obtains in the private sector and other countries. This issue
has, on several occasions, been subject to criticism on the part of the private
sector and experts from international organisations who consider the leave
scheme to be overgenerous and unmatched anywhere else. In this respect, the
Bureau has conducted an in-depth study on our present leave privileges and
observed the following:
(i)
the introduction of cash refund for unutilized leave has, to a large extent,
proved to be an effective and efficient means to reduce absenteeism in
general and to ensure continuity in the workflow;
(ii)
many officers do not take their vacation leave or do not have

opportunities to enjoy their vacation leave despite being encouraged to
do so; and
(iii)
the practice of maintaining casual leave and vacation leave separately

has become outdated, when compared to what prevails in the private
sector and developed countries.
18.4.107 In view of the above mentioned points and in line with the main theme of this
Report which aims at the transformation of the public sector for an enhanced
service delivery to meet the needs of citizens as well as other stakeholders, the
Bureau holds the view that the new leave scheme may, to some extent, diminish
the intricacies in the implementation of the existing leave schemes.
18.4.108 However, due to time constraint, the proposed new leave scheme has not been
canvassed with the stakeholders in the public service.
18.4.109 Since this constitutes a major change in the condition of service,
Government may consider setting up a high level committee under the
chairmanship of the MCSAR to examine in-depth the advisability of
including the new leave scheme and come up with implementable
solutions or otherwise.
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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
This Chapter highlights, inter alia, the main provisions governing the standard
working week as well as the normal hours of attendance currently in force in the
Public Sector; the flexible hours of attendance; and flexitime. It also deals with
the pattern of working time for workers on shift, roster and staggered hours,
overtime and other provisions governing hours of attendance. In line with
Governments vision, we are further making provisions for the introduction of a
proper flexitime working system which would provide for a longer office
coverage and we are also maintaining the flexible hours of attendance pattern
to combat tardiness in the Public Sector, with some modifications.
18.5.2
The standard working week governing Public Sector employees is presently

as follows:
For employees of Workmen's
Group and other manual grades
(excluding Watchmen)
40 hours
Watchmen
60 hours
Employees working on shift
40 hours or a multiple of 40 hours, where

the shift covers a cycle.
Employees working on roster

and staggered hours
Not less than 33 hours and not more

than 40 hours as specified by Responsible
Officers
Employees
belonging
Disciplined Forces
As specified by Responsible Officers
to
All other officers
Between 33 hours and 40 hours as

specified by the Responsible Officer
18.5.3
Any employee may be required to operate on a six-day week basis provided

the normal working week is in accordance with provisions as specified in table
above.
18.5.4
Shift workers may be required to work on roster or at staggered hours, if the

exigencies of the service so require.
Recommendation 1
18.5.5
We recommend that the provisions governing the Standard Working Week

currently in force in the Public Sector, as enumerated above, be
maintained.
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Hours of Attendance for Public Sector Employees

18.5.6
Hours of work is a sine-qua-non element determining the terms and conditions

of public sector employees. At present, the fixed pattern of work for full time
employees varies from 33 hours to 40 hours weekly except for the grade of
Watchman, who is invariably required to put in 60 hours work weekly. Each
organisation schedules its employees commencing and finishing time of work
within the specified limits in order to meet its operational requirements.
18.5.7
At present, 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 officers in the Public Sector working on a five-day week basis:
Monday to Friday
8.45 a.m. to 4.00 p.m. (half hour for lunch)
For officers in the Public Sector working on a 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
Officers in the 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
18.5.8
We maintain that Responsible Officers of Ministries/Departments/

Organisations should continue to specify the working hours of officers
working under their supervision taking into consideration the operational
needs of their organisations.
Flexible Hours of Attendance to Combat Tardiness in the Public Sector

18.5.9
The concept of the flexible hours of attendance in the Public Sector was first
introduced/recommended in the 2003 PRB Report and implemented following
Circular Letter No. 47 of 2003 from the Ministry of Civil Service and
Administrative Reforms, and its main objective has been to combat tardiness in
the Public Sector.
18.5.10
In the context of the present review exercise, the Bureau has received
representations from different quarters regarding the implementation of our
recommendations on the flexible hours of attendance, which we have been
given to understand, are implemented on a piece-meal basis and that not in a
standard manner thus giving rise to strained and conflicting situations in
organisations.
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18.5.11
In this context, the Bureau conducted a survey on the flexible hours of

attendance in the public sector to take cognizance of such issues with a view
to: assessing the current situation; taking stock of the effectiveness of past
recommendations in minimizing/reducing tardiness in the public sector;
identifying implementation problems/impediments; and providing for remedial
actions to improve the system. The survey has also sought the views and
comments of our different stakeholders with a view to making the system more
conducive of desired employee behaviour and addressing its main objectives of
reducing and eliminating late attendance in the workplace. To this end, a
Survey Questionnaire was sent to all Heads of Ministries, Departments,
Parastatal Organisations, Local Authorities and the Rodrigues Regional
Assembly.
18.5.12
The major findings as revealed by the survey are, as enumerated in the ensuing
paragraphs.
Findings and Observations

18.5.13
49 organisations out of 89 in the Civil Service, 53 Parastatal Bodies out of 91

and all the 12 Local Authorities have responded to the survey.
18.5.14
Out of the 49 organisations in the Civil Service which have responded to the
survey, 34 have introduced the flexible hours of attendance of which, 30 are
equipped with an electronic attendance system. In the Parastatal Bodies, out
of the 53 organisations having responded to the survey, only 16 have introduced
the flexible hours of attendance with 30 making use of an electronic attendance
device. In the Local Authorities, only 5 out of 12 have introduced the flexible
hours of attendance though 8 are having recourse to the electronic attendance
monitor for recording the time of arrival and departure of their respective
employees.
18.5.15
In short, the survey has revealed that, out of the 114 organisations which have
participated in the survey, 42 agreed that the system has been able to induce
desired employee behaviour in service delivery, whereas 21 of them do not
agree and the remaining others did not express any opinion.
18.5.16
Generally, the observations made, and the suggestions/comments on the

flexible hours of attendance are more or less similar to those as enunciated in
our previous Reports. Hereunder, we are citing only some of those which are
pertinent to the issue.
A.
The reasons why the system has not been introduced in certain
organisations are mainly due to:
lack of commitment of top management and excessive subjectivity

on the issue
lack of supervision and no close monitoring on output during the

period of early arrivals and late departures
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B.
C.
18.5.17
cumbersome to keep individual records of excess hours of

attendance on a daily basis
the system requires additional human resources and involves

additional costs necessitating payment of overtime to Office Care
Attendants for closing office premises late
the system is not necessary in organisations having easy access

and no traffic problem
Those organisations which have implemented the flexible hours of

attendance are of the view that:
the system has been able to induce desired employee behaviour in

the work place
better motivation and visible outcome should be prescribed and

flexibility at the level of each organisation should be encouraged
the system is beneficial to employees rather than management as

they are allowed to accumulate excess hours and benefit from timeoff facilities
the system helps to maintain a work life balance and family

commitments
the system contributes in the reduction of road congestions
On the other hand, Chief Executives and Responsible Officers have

commented that:
there should be a standardised approach throughout the Civil

Service for the system to be efficient
measures of control should be devised for the monitoring and

supervision of officers working beyond normal hours to
compensate late arrivals
a reliable computerised attendance system/software should be

provided to implement the system effectively
employees should be allowed to accumulate early arrivals before

8.30 a.m. and work after 16.30 hours to compensate for late
arrivals
the system be used solely to offset against late arrivals and not to
be abusively taken as time off.
However, a major outcome that the survey has revealed is that many
organisations which have not introduced the flexible hours of attendance are
implementing certain provisions of our recommendations on a piece-meal basis.
Such recommendations are keeping of an early/late arrival accounts; offset late
arrivals by deducting from the excess hours account; granting time-off facilities
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against early arrivals; and in some cases, allowing employees to compensate

for late arrivals by working beyond normal working hours.
18.5.18
On the whole, we may conclude to say that, if implemented in toto, the pattern
of flexible hours of attendance would still prove to be an effective tool to combat
tardiness in the Public Sector. However, given the diverse views pronounced
by the main stakeholders, we recommend that the MCSAR should implement
in a standard and consistent manner and continue to report to the Bureau any
need for amendments to improve the system further in addressing all cases.
The MCSAR should provide for a control and monitoring mechanism.
Provisions Governing the Flexible Hours of Attendance

18.5.19
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) and for those
on a six-day week basis i.e. Monday to Friday 9.30 a.m. to 3.30 p.m.
(half an hour for lunch) and on Saturday from 9.00 a.m. to Noon:
(i)
Attendance between 8.45 a.m. to 9.15 a.m. (on five-day week

basis) and between 9.00 a.m. to 9.30 a.m. (on six-day week
basis) 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. (on five-day
week basis) and between 8.45 a.m. to 9.00 am. (on six-day week
basis) is taken into account for the purpose of determining the
prescribed normal working hours, and may be accumulated on a
monthly basis.
(iii)
Subject to the exigencies of the service, departure time is allowed

between 3.45 p.m. and 4.30 p.m. (on five-day week basis) and
between 3.15 p.m. and 4.00 p.m. (on six-day week basis).
(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.

(on five-day week basis) and after 4.00 p.m. (on six-day week
basis) 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. If the officer does not have accumulated excess
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hours in bank, such lateness should be deducted, in the first

instance, from his casual leave entitlement. When all the
casual leaves have been exhausted, deduction of lateness
should be made from the officers vacation leave entitlement.
(vii) Refund of lateness is allowed by working beyond 4.00 p.m. and up
to 4.30 p.m. (on five-day week basis) and beyond 3.30 p.m. and
up to 4.00 p.m. (on six-day week basis).
(viii) The hours of work mentioned at paragraph (vii) above is taken into
consideration 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., (on
five-day week basis) and after 9.30 a.m. (on six-day week basis)
can be offset against early arrivals or late departures only in
occasional cases.
(x)
Persistent lateness after 9.15 a.m., (on five-day week basis) and
after 9.30 a.m. (on six-day week basis) 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 (as defined at
paragraph 18.5.22).
(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., (on five-day week basis) and beyond 3.30 p.m. (on six-day
week basis) attendance after 9.15 a.m. (on five-day week basis)
and 9.30 a.m. (on six-day week basis) 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.
Subject to the provisions of paragraph 18.5.19 (xii), (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.
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C.
Organisations should 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.
D.
Organisations should 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. 33 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.
E.
Officers choosing to attend work more than the normal contractual weekly
hours of work under the above provisions, are not eligible for overtime.
F.
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.
G.
An officer is, upon request, granted time-off against any excess hours of
work put in, subject to the exigencies of the service.
H.
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 (E)
above.
I.
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 2015, are maintained. Management continues to be
responsible for the working hours of officers in the Health Sector.
J.
Management continues to be responsible for establishing the working

hours of the teaching profession.
K.
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 01 January 2016, 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 officers 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 officers salary.
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L.
Workmen's Group
Officers falling in this category operate within the prescribed hours. Period
of lateness are computed monthly and deducted from leave entitlement.
M.
18.5.20
Workers on Shift, Roster and Staggered Hours
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.
Recommendation 3
18.5.21
We recommend that the foregoing provisions governing the flexible hours

of attendance in the Public Sector as enumerated, at paragraph 18.5.19 be
maintained.
18.5.22
At present the measures under Regulation 42(1) (c) of the PSC Regulations are
enforced against habitual latecomers so that lateness after 0915 hours or
0930 hours (as applicable) 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.
or 0930 a.m. (as applicable) 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 4
18.5.23
We again 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.
18.5.24
With a view to monitoring more correctly the time of arrival and departure,
as well as absence from office during office hours, Ministries/
Departments/Organisations should expedite matters for the introduction
of time clocks or a computerised attendance system. We recommend
accordingly.
Flexitime
18.5.25
In the preceding paragraphs, we have elaborated on the various provisions

governing the flexible hours of attendance to combat tardiness in the Public
Sector. In the ensuing paragraphs, we are dealing with the concept of flexitime
proper whereby the working hours in a day are split and distinguished as core
and flexible hours and services are made available for longer hours.
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18.5.26
Flexitime is an arrangement whereby employees can vary their starting and

finishing times to suit their work and personal commitments so long as they work
the total hours agreed for an accounting period, usually a week or a month.
Employees are given the opportunity to attend or leave work during well-defined
periods, provided they are at the office within a core time normally during the
central part of the working day.
18.5.27
Flexitime, thus, provides employers with considerable flexibility in staff

deployment to cope with variations in workload or extension of service hours.
The system can also have a positive impact on productivity as it can often result
in better work organisation and scheduling of work according to employees
needs; improved morale and job satisfaction among employees; and better
managerial practices, including a shift from a controlling to a facilitating
management style and more worker self-management.
18.5.28
In our subsequent Reports, the Bureau has been advocating the introduction of
flexitime in the service, subject to resources being available.
18.5.29
During consultative meetings, the Ministry of Civil Service and Administrative

Reforms informed the Bureau that this Ministry has already spearheaded the
introduction of the concept of flexitime proper within the Ministry on a pilot basis.
Given that this measure concerned only the MCSAR, a proper evaluation of its
impact could not be made.
18.5.30
However, we have been given to understand that with a view to having a

broader perspective on the introduction of the flexitime proper, the MCSAR has
roped in several other Ministries on this pilot scheme. In the process, the
Ministry has proposed a bandwidth ranging between 08.00 a.m. to 17.00 hours
with the core hours being 9.45 hrs to 15.15 hours, and the following time slots 08.00 a.m. to 15.15 hours
8.45 a.m. to 16.00 hours
9.00 a.m. to 16.15 hours
9.45 a.m. to 17.00 hours
18.5.31
The advantages of introducing the flexible working hours for both the
organisations and the employees are manifold. For the organisations, the
advantages are: improvement in productivity; reduction in absenteeism; less
requirement for overtime as employees can manage busy and slack periods;
completion of lengthy work assignments without resorting to overtime; potential
for longer opening hours and public desk cover in the flexible periods including
lunch time; and balance in family life and professional activities.
For the employees, the advantages are: less stress to reach office before 08.45
a.m. and improvement in morale; rush hours can be avoided and travel time to
and from work is reduced; personal matters can be dealt with without taking
leave and domestic commitments can be met; work can be finished without
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being carried over to the next day; lunch break can be used to suit the
employee; and increased cooperation between staff.
18.5.32
In the light of the above, the Bureau considers that the development and
innovation of flexible working arrangements must no longer be regarded as a
peripheral issue and should be given serious consideration.
Recommendation 5
18.5.33
We once again recommend that, where demand exists and resources

permit, Ministries/Departments/Organisations should expedite the
introduction of flexitime after consultation with the staff side and subject
to the approval of the MCSAR.
18.5.34
We also recommend that, as far as possible, Ministries/Departments/

Organisations operating counter services and introducing flexitime
should, in the design of the modus operandi, ensure that a continuous
uninterrupted service is provided over an extended period.
Flexiplace: Homeworking
18.5.35
The concept of flexiplace homeworking in the Civil Service was sounded in

the last two Reports of the Bureau.
18.5.36
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.
18.5.37
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 6
18.5.38
We again recommend that the above provisions in respect of Flexiplace

and Homeworking be maintained.
Definition
18.5.39
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 24hour basis including invariably night duty and work on Sundays and public
holidays.
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18.5.40
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.
18.5.41
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.
18.5.42
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

18.5.43
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.
18.5.44
Sunday is considered as a normal working day for workers on shift, roster

and staggered hours unless it coincides with a proclaimed public holiday.
18.5.45
During consultative meetings, the Bureau has been apprised about some
inconsistencies leading to erroneous interpretations while implementing certain
recommendations made for compensating officers working on shift, roster and
staggered hours whose day off coincides with a public holiday (other than a
normal Sunday not coinciding with a proclaimed public holiday), and for those
who effectively work on a public holiday (other than a normal Sunday not
coinciding with a proclaimed public holiday).
18.5.46
A critical analysis of our recommendations have disclosed some ambiguities in

the interpretation of the recommendations made at paragraph 18.5.48 C (i), (ii),
(iii) and (iv). We are bringing clarifications and corrective measures.
Recommendation 7
18.5.47
We recommend that Sunday should continue to be considered as a

normal working day for employees working on shift, roster and staggered
hours unless it coincides with a proclaimed public holiday.
18.5.48
We additionally recommend that workers operating on shift, roster and

staggered hours should, henceforth, be governed by the following
provisions:
A.
An additional day off should be given to workers on shift and

workers employed on a roster basis whose day off coincides with
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a public holiday. Those who work on a public holiday should be

granted two days off.
B.
C.
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 days pay for a day off coinciding with a public holiday;
and
(ii)
two days pay for actually working a whole shift/roster on a

public holiday.
When a shift or roster covers part of a public holiday and part of a

normal working day, officers working on that shift or roster should
be granted:
(i)
no compensation for working less than one hour on a public

holiday;
(ii)
half day off or half days pay for working more than one hour
and less than four hours on a public holiday;
(iii) one days off or one days pay for working more than four
hours and less than eight hours on a public holiday or the
officer may accrue one additional day of casual leave;
(iv) two days' off or two days' pay whenever they work eight hours
or more on a 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 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 and in

respect of days off coinciding with a public holiday should be
considered as approved leave for the purpose of computation of
overtime.
F.
Workers should be 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.
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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 should be 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 days pay in respect of workers on shift/roster/staggered hours
should be equivalent to eight times the hourly rate.
Hourly rate = Annual salary for the financial year
52 x 40
Compensation for Shift Work/Roster/Staggered Hours
18.5.49
The compensation for workers operating on shift/roster/staggered hours has

been made in their respective salaries, unless otherwise specified.
18.5.50
We have maintained the recommendation that Management should ensure

regular rotation of such categories of staff in a spirit of equity to all employees.
18.5.51
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.
18.5.52
We recommended that the compensation outside salaries in respect of shift

work performed at night, be maintained.
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18.5.53
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 8
18.5.54
The compensation measures for Shift Work/Roster/Staggered Hours as

enunciated above are maintained.
Overtime
18.5.55
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).
18.5.56
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
18.5.57
Overtime work is work undertaken over and beyond an officers 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
18.5.58
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,
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special projects, and emergencies. Improved monitoring should ensure that

overtime when performed is the most cost-effective way to meet goals and
responsibilities.
18.5.59
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 Payment

18.5.60
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

18.5.61
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.
18.5.62
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.
18.5.63
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

18.5.64
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
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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

18.5.65
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.
18.5.66
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.
18.5.67
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 12
52 x 33.75 or 40 (as applicable)
18.5.68
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

declared cyclone days
twice hourly rate
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18.5.69
Hourly rates are calculated on the following basis:

(a)
For Workmens 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 9
18.5.70
We recommend that all the provisions governing overtime be maintained.
18.5.71
We recommend that the working week for computation of overtime should

be as specified at paragraph 18.5.2.
Salary Ceiling for Overtime

18.5.72
Presently, officers drawing less than Rs 39275 monthly are entitled to payment
of overtime allowances.
18.5.73
Furthermore, officers drawing basic salary from Rs 39275 to Rs 52775 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 10
18.5.74
We recommend that officers drawing basic salary of less than Rs 42325

be eligible for the payment of overtime allowances.
18.5.75
We also recommend that officers drawing basic salary from Rs 42325 to

Rs 56450 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.
18.5.76
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.
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18.5.77
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 11
18.5.78
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.
18.5.79
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

18.5.80
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 12
18.5.81
We recommend that officers of the Disciplined Forces (Fire, Police,

Prisons) should continue to be paid a commuted allowance in connection
with special assignments.
Additional Provisions governing Overtime

18.5.82
At present, according to the general principles governing overtime, an officer

putting in any additional hours of work beyond his normal weekly hours of work,
is compensated by time-off in lieu of payment.
18.5.83
During the course of consultations in the context of the present review exercise,
representations have been made from various quarters to the effect that very
often officers who are called upon to put in beyond 33 hours and less than
40 hours a week, on a regular basis, are neither granted time-off nor any form
of compensation, the more-so, the grant of time-off which may disrupt services
or may be due to the lack of human resources.
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18.5.84
We have examined the issue holistically and are of the view that appropriate
measures be taken to address the issue. We are recommending accordingly.
Recommendation 13
18.5.85
We recommend that officers who are called upon to put in beyond 33

hours and less than 40 hours weekly on a regular basis and who cannot
be granted time-off for the extra hours put-in, be paid at the normal hourly
rate provided that the officer puts in a minimum of five hours in excess of
33 hours weekly.
Compensation for work performed on Saturdays

18.5.86
In the 2013 PRB Report, following Governments decision to improve access to

public services, wherever possible, Government would open offices on
Saturdays, the Bureau 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.
Recommendation 14
18.5.87
We again 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

18.5.88
Past experience has shown that, after the lifting of a cyclone warning Class III
or IV, and depending upon the time at which the official communiqu is issued
by the Meteorological Services, it is not always clear to officers whether they
should attend duty or not.
18.5.89
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.
18.5.90
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.
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Recommendation 15
18.5.91
We maintain that, after the lifting of a cyclone warning Class III or IV, and
depending upon the time at which the official communiqu 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.
18.5.92
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.
18.5.93
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.
18.5.94
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
18.5.95
At present workers on shift or roster, eligible for overtime, are remunerated at

twice hourly rate for working on officially declared cyclone days and from the
time cyclone warning Class III or IV is removed up to the time the next
scheduled officers take over.
Recommendation 16
18.5.96
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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Task Work in the Public Sector
18.6 TASK WORK IN THE PUBLIC SECTOR

18.6.1
Task Work implies an assigned piece of work often to be completed within a set
time frame. It can also mean an action or sequence of actions to be performed
closely together and completed in time and directed towards an objective,
common goal or outcome.
18.6.2
The concept of task work was first introduced by the Bureau in the 2008 Report
further to representations received from Federations of Unions regarding the
need to identify public sector organisations where task work could be required.
The Bureau was requested to make special recommendations in respect of
grades operating on a task work basis taking into consideration the working
conditions, the environment and the hours of work. The Union members had
apprised the Bureau that certain categories of employees, who by the nature of
their activities, work on a task basis, but are bound upon completion of their
tasks, to stay idle at their work place until the time of departure.
18.6.3
Therefore, with a view to assessing the extent to which task work is prevalent
in public sector organisations, the Bureau, in its successive Reports, conducted
a survey to take stock of the then situation in respect of task work.
18.6.4
On the basis of the survey findings, we recommended the following guidelines

regarding task work, which at present are:
(a)
(i)
task work should be resorted to only where the task rates have
been recommended by the Head of Division and approved by the
Supervising Officer in cases where the output is measurable and
easy to control;
(ii)
the daily task assigned should be measured and certified by the

Supervisors before the workers are allowed to leave their sites of
work; 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; and
(c)
employees may be allowed to leave their sites 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.
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Task Work in the Public Sector
Recommendation
18.6.5
We again recommend that the guidelines set out above in respect of task
work in public sector organisations, should apply to grades required to
operate on a task basis, as specified by the Supervising Officer based on
functional requirements.
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Special Duty and Extra Duty Allowance
18.7 SPECIAL DUTY AND EXTRA DUTY ALLOWANCE

18.7.1
Special Duty/Extra Duty Allowance is payable to senior officers who are not
eligible for overtime and who are regularly required to work for long hours
beyond their normal working hours for timely completion of assignments/reports
or due to the specific nature of their duties. Despite the general principle that
officers in this category should not expect financial rewards for performing extra
duties or working beyond normal working hours, this allowance is paid as
compensation for the time devoted to the organisation at the expense of family
and social life and sometimes in very stringent conditions.
18.7.2
As is the practice, in the context of this Report as well, in July 2015, a survey
was carried out by the Bureau to take stock on the mode of compensation to
employees in the Public Sector for working beyond normal working hours. A
survey questionnaire was sent to organisations of the whole public sector,
where a response rate of 60% was registered. The findings have revealed that
employees/officers are mainly remunerated through the payment of overtime or
overtime at discounted rate based on their eligibility as per existing provisions.
Only a few officers at senior level (10%) are paid a Special Duty/Extra Duty
Allowance for working additional hours. Moreover, in 68% of the organisations,
senior officers are not being remunerated for working regularly beyond normal
working hours.
18.7.3
As per present recommendations in the PRB/EOAC Reports, officers up to the

level of Deputy Permanent Secretary who are eligible to Special Duty/Extra
Duty Allowance are paid three times the increment reached in their respective
salary scale, subject to the approval of the Supervising Officer, provided they
regularly put in a minimum of 25 excess hours per month. The Bureau is of the
view that the payment of this allowance is still justified and recommends its
continuation to eligible officers for enhanced service delivery.
Recommendation 1
18.7.4
We recommend that senior officers up to the level of Deputy Permanent

Secretary who are not eligible for the payment of overtime for work carried
out 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 paid an allowance equivalent to three
times the increment reached in their respective salary scale, on the
approval of the Supervising Officer, provided they put in a minimum of 25
excess hours monthly.
18.7.5
Further to the survey findings and feedback/views obtained during consultations

from both Management and staff side, the Bureau has examined the issue indepth, namely regarding the mode of compensation to senior officers, who by
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Special Duty and Extra Duty Allowances
virtue of their hierarchical position are not eligible to any form of compensation
for putting in excess hours over a long period of time for the timely production
of a planned output. We strongly view that on grounds of fairness, these officers
should be remunerated additionally for excess effort put in.
18.7.6
The attention of the Bureau has been drawn that, in certain cases, officers
involved in an assignment/task to be completed within a set time frame are
being paid allowances according to their grades and provisions of regulations
and laws. In such scenario, some officers are drawing more than others despite
being lower in rank and such situations cause demotivation vis--vis senior
officers who have the responsibility of supervising the junior officers over and
above their normal contributions. We believe that, in such cases, the principle
of salary relativity should apply to ensure that senior officers are compensated
according to their hierarchical positions while taking into consideration the
requirements by regulations or law to pay additional remuneration. We are
Recommendation 2
18.7.7
We recommend that senior officers not eligible for the payment of

overtime or 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, be granted a monthly allowance of up to a maximum of two thirds
of a months salary based on the duration of the work and the extent and
quality of the contributions.
Scarcity Areas
Recommendation 3
18.7.8
We again 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 adhoc 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 six months.
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Salary on Promotion
18.8 SALARY ON PROMOTION

18.8.1
In accordance with the PSC Regulations, promotion is defined as the

conferment upon a person in the Public Service of a public office to which is
attached a higher salary or salary scale than that attached to the public office to
which the officer was last substantively appointed or promoted.
18.8.2
Promotion is of two types: class-to-class and grade-to-grade and according to

the Human Resource Management Manual (HRMM), these two terms are
defined as follows:
(i)
(ii)
"class-to-class promotion" means promotion to a rank which entails

greater responsibilities of a different nature to those previously
undertaken and performed; and
"grade-to-grade promotion" means promotion in a higher grade in the
same hierarchy which entails greater responsibilities of the same nature
to those previously undertaken and performed.
18.8.3
At present, an officer, on promotion, joins the initial or flat salary of the higher
grade or is granted a maximum of three increments at the incremental point
reached subject to the top salary of the higher grade, 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 grade.
18.8.4
The grant of three increments on promotion, representing an immediate pay

increase of around 10%, and which was first introduced in 1987 is not only fair,
but also in line with international practice. However, salary administrators had
been faced with a number of difficulties in the implementation of this
recommendation particularly in cases where junior officers supersede
salarywise senior officers. For this reason, that recommendation was not
retained in the 1993 PRB Report, but was reintroduced in the 1998 PRB Report
for grade-to-grade promotion only. In 2003, at the request of the staff side and
also convinced of its reasonableness and fairness, the Bureau extended the
grant of three increments to class-to-class promotion as well, but with certain
complementary provisions and safeguards. The application of the threeincrements rule in both grade-to-grade and class-to-class promotion was
maintained in the subsequent 2008 and 2013 PRB Reports.
18.8.5
In this Report, we are again maintaining the principle that all promotions should
generally be marked by an increase in salary.
18.8.6
The undermentioned provisions 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 promotional grade or receives one
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Salary on Promotion
increment if he was drawing the same salary point or more than the initial
salary of the promotional grade.
(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 salary of the senior
officer(s) is adjusted so that the senior officer(s) as well as the junior
officer draw(s) the same salary as from the date the officer junior to him
has been appointed in that grade.
(iii)
the salary of an officer, who is promoted after having benefitted from the
grant of long service increment, is adjusted by the grant of an aggregate
not exceeding three increments, inclusive of the increment/s previously
obtained for long service.
18.8.7
The Bureau has received representations from the Federations to the effect that
all promotion should be marked by at least three increments over and above
the provision of the Long Service Increment. We have studied the request
which is not justified as Long Service Increment is effectively granted to
compensate officers for lack of promotion prospects.
18.8.8
In general, the present arrangements for the grant of salary on promotion have
met the desired objectives among the stakeholders and we are not bringing any
major changes in the existing provisions.
Recommendation 1
18.8.9
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.
18.8.10
However, the under-mentioned provisions should apply in the following

specific cases:
(i)
where recruitment to a grade, by virtue of the scheme of service or

by arrangements in force, is or may be done by selection both from
serving officers and from outside candidates in the same exercise,
the serving officer should draw the initial salary of the promotional
grade or receive one increment if he was drawing the same salary
point as the initial 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 salary
of the senior officer(s) should be adjusted so that the senior
officer(s) as well as the junior officer draw the same salary as from
the date the officer junior to him has been appointed in that grade.
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Salary on Promotion
(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;
(iv)
the salary of an officer who is promoted after having benefitted

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.
18.8.11
At present, an officer who has drawn the top salary for a year and who 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 the Performance Appraisal Report during the preceding two
years, and has not been adversely reported upon on ground of conduct is, on
promotion, granted a maximum of three increments, over and above the
increment/s previously obtained for movement beyond top salary, subject to the
maximum salary of the higher grade.
18.8.12
This increment has been granted particularly where there are limited number of
posts at the next level, causing stagnation of professionals on their top salaries.
However, where such officers are promoted to a higher level after having
benefitted from movement beyond top salary, there is need to bring the
necessary adjustment.
Recommendation 2
18.8.13
We further recommend that, subject to paragraph 18.8.10, 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 on 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.
18.8.14
We additionally 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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Increment and Incremental Credit
18.9 INCREMENT AND INCREMENTAL CREDIT

Increment
18.9.1
The salary of grades in the Public Sector consists of segment/s of a Master

Salary Scale. Most grades have a salary scale comprising an initial and a top
salary point and movement from the initial to the top salary point is incremental.
A few grades have a flat salary. Increment on a salary scale is not as of right.
It is a method for rewarding those who have demonstrated adequate yearly
progress and whose work and conduct have been satisfactory. On appointment,
an officer is normally granted the initial salary (in the salary scale of the grade),
which is guaranteed (for an incumbent in the grade) and any movement in the
scale has to be earned.
Incremental Credit
18.9.2
There is provision for the grant of incremental credits for previous experience/s
acquired under supervision; temporary service completed in the same capacity
prior to substantive appointment; and additional qualification/s obtained that are
higher than those mentioned in the scheme of service.
Incremental Credit for Experience

18.9.3
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. At present, one incremental credit for each year of relevant
experience acquired before entry into the service up to a maximum of three is
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.
The grant of more than three incremental credits for experience is allowed in
areas of scarcity.
18.9.4
Presently, officers serving in a Private Secondary School or Local Authority or

Parastatal Body and Other Statutory Body reported upon by the PRB, and who
subsequently moves to the Civil Service, are eligible for the grant of one
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incremental credit, for each year of experience acquired in a similar capacity up

to a maximum of three. The same provision exists for employees of a Local
Authority, Parastatal and Other Statutory Bodies reported upon by the PRB and
the Private Secondary Schools, who move from one institution to another.
However, the incremental credit is payable on confirmation. We are not bringing
any change to the current provision.
Recommendation 1
18.9.5
We recommend that:
(i)
incremental credit for experience up to a maximum of three

increments should continue to be granted to eligible officers, on
confirmation. These officers should provide evidence of their
experience, acquired locally or internationally, under licensed
private practice or in a legally recognised institution or firm as per
paragraph 18.9.3 (a) to (d);
(ii)
incremental credit for experience beyond three increments may,

subject to the approval of the Ministry of Civil Service and
Administrative Reforms (MCSAR), be granted in cases where an
organisation encounters difficulty in the recruitment and retention
of staff;
(iii)
the Standing Committee under the Chairmanship of the MCSAR

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, should continue to examine applications for
incremental credit for experience acquired prior to joining the
service and make awards as appropriate; and
(iv)
officers employed in either the Civil Service or Private Secondary

Schools or Local Authorities or Parastatal and other Statutory
Bodies, reported upon by the PRB, who move from one institution
to another where both are covered by the PRB should 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.
Incremental Credit for Temporary Service

18.9.6
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, provided that certain criteria are met.
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Recommendation 2
18.9.7
We recommend that officers, whether on first appointment or not should

be granted one incremental credit for each completed year of temporary
service in the same capacity as for the substantive position, provided that:
(a)
their 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, the eligible officers appointed on or

after 01 January 2016 do not draw a higher salary than officers
appointed in the same capacity before 01 January 2016 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 Actingship/Assignment of Duties

18.9.8
Officers appointed to act/assigned duties in a higher office and subsequently

appointed to the same office after a selection exercise and in cases when
appointment takes effect as from the date of assumption of duty, are granted
one incremental credit for each completed year of actingship/assignment of
duties provided that:
(a)
such actingship/assignment of duties 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 the date he was
appointed to act/assigned higher duties; and
(c)
such incremental credit is payable as from the date the officer is appointed
substantively in the post.
Recommendation 3
18.9.9
We recommend that one incremental credit for each completed year of

actingship of assignment of duties be continued to be paid to officers
appointed to act/assigned duties in a higher office and subsequently
appointed to the same office after a selection exercise provided that
criteria at 18.9.8 (a) to (c) above are satisfied.
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Higher Qualification Incentive

18.9.10
Incremental credit for additional qualifications has been effective since 01 July
1995. At that time, the philosophy behind the Award of Incremental Credit for
additional qualifications was to provide an incentive and to motivate officers to
pursue higher studies with a view to increasing their knowledge, skills and
overall potential to better perform their duties and upgrade the standards of
service. In successive reviews, attempts have been made to further improve
the benefits attached to the scheme.
18.9.11
In the context of this review exercise, the MCSAR has acknowledged that the
scheme has rightly served the purpose for which it was introduced but opines
that the scheme needs to be revamped for the following main reasons:
18.9.12
(i)
the academic profile of public officers has considerably changed;
(ii)
nowadays, there is no longer a dearth of qualified officers in service;
(iii)
those joining the service are highly qualified/overqualified for the post(s)
they are occupying/holding;
(iv)
according to MCSAR and the MOFED there has been cases whereby
senior officers who have obtained lump sum for additional qualifications
have had their salaries superseded by junior officers who have acquired
the same qualifications afterwards but have benefitted from elongation
of salary scales following publication of Reports;
(v)
the scheme has been considerably diluted since 1995; and
(vi)
in the absence of a clear timeframe for submission of applications, there

were no provision to debar late applications. When one officer who is
already eligible for incremental credit under one PRB Report, then
applies for same under a subsequent Report, this results in considerable
back payment.
Against this background, the MCSAR proposed that the grant of incremental
credit be replaced by:
(i)
the grant of a non-pensionable lump sum calculated on the last

incremental point of the respective salary scale;
(ii)
the payment of a lump sum limited to directly relevant qualifications only;
(iii)
the grant of incremental credit for lateral qualification be waived; and
(iv)
a time frame of 12 months as from the date of conferment of the

qualification for submission of applications be recommended in the next
Report.
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18.9.13
The various representatives of the Federations and the Unions have, amongst
others, requested that:
(i)
the principle of compensation by way of lump sum for incumbents who

have reached their top salary be waived and incremental credit be
granted beyond the top salary scale; and
(ii)
the number of increments granted be reviewed upwards taking into

consideration the costs involved as well as the time and efforts put in to
earn higher qualifications.
18.9.14
The Bureau has examined all the proposals made and held discussions with
the relevant stakeholders. During consultation sessions held with the MCSAR
as well as the staff side, it has also been vented that the different options
available have made the scheme more complex to administer and the grant of
incremental credits could not be applied in a fair and equitable manner.
Furthermore, certain provisions such as incremental credit for partly relevant
qualifications, in spite of well-defined parameters, could not be
considered/approved and this has led to strained industrial relations at
workplace culminating to disputes before the Tribunal/Courts.
18.9.15
Consequent to discussions held with different stakeholders, the Bureau carried

out an in-depth analysis of the submissions from different quarters. Taking into
consideration the findings of our survey on recruitment and retention, and
foreign experience as well as the fact that new recruits are already highly
qualified, there is need to review the scheme. With a view to adapting to the
existing market trend and to be in line with current practice in foreign jurisdiction
in respect of the mode of compensation for higher qualifications that are directly
relevant to the employees occupation, we are, in this Report, reviewing the
existing provisions. The new recommendation is expected to be simple and
implementable and would address almost all the qualms of our stakeholders.
Recommendation 4
18.9.16
We recommend the payment of lump sum rates of Higher Qualification

Incentives (HQI) as per table at (v) for qualifications which are directly
relevant to the performance of the duties of the grade and are higher than
the qualifications specified in the scheme of service for the grade and
subject to the following conditions:
(i)
the additional qualifications are obtained following an

examination and are duly recognised by the Mauritius
Qualifications 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
payment of HQI;
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(iii) only officers holding a substantive appointment would be

considered for the grant of HQI for additional qualifications;
(iv) officers who have already benefited from the payment of HQI for
additional qualifications in one capacity would not be granted
HQI anew for the same qualifications in another capacity;
(v) the payment of a lump sum rate of HQI for additional
qualifications should be as follows:
Qualification
Amount (Rs)
Doctorate and above including specialist

qualifications for medical profession.
30000
Masters Degree
20000
Bachelor Degree
16000
(vi) an officer should not be eligible more than twice in his or her
career.
18.9.17
We also recommend that no HQI should be granted for higher

qualifications in the event that same is a requirement for
promotion/selection in the hierarchy/cadre.
18.9.18
We further recommend that the Standing Committee 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 should continue to look into the
award of HQI and consider all related cases of disputes. However,
straightforward cases should be dealt with at the level of the Ministry of
Civil Service and Administrative Reforms.
Officers in the Workmens Class

Recommendation 5
18.9.19
We recommend that notwithstanding the provision at paragraph 18.9.16

above, the Standing Committee may consider granting a HQI of
Rs 8000 to employees of the Workmens Group for a course or training
course leading to an additional relevant craft certificate.
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Parastatal and Other Statutory Bodies and Local Authorities

Recommendation 6
18.9.20
We recommend that the application of provisions for HQI should be

extended to Parastatal and Other Statutory Bodies and Local Authorities.
18.9.21
We also recommend that all cases of dispute in Parastatal and Other

Statutory Bodies and Local Authorities, as regards the award of HQI
should be submitted through the Parent Ministry for consideration by the
Standing Committee.
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Acting and Responsibility Allowances
18.10 ACTING AND RESPONSIBILITY ALLOWANCES

18.10.1
An officer who has been appointed to act in a higher post by the appropriate
Service Commission or by the Responsible Officer/Supervising Officer as
delegated, is normally paid an acting allowance. An acting appointment,
however, does not give right to the officer concerned to claim for promotion to
the higher position.
18.10.2
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 when the substantive postholder in the higher grade is on authorised
leave or when the post is vacant pending its permanent filling.
18.10.3
A Responsibility Allowance is paid to an officer, who for administrative

convenience, has been assigned duties of a higher office by the appropriate
Service Commission or by the Responsible Officer/Supervising Officer, as
delegated.
18.10.4
Over its subsequent reports, the Bureau has improved the provisions regarding
acting and responsibility allowances namely in respect of the mode of
computation of acting allowance in grade-to-grade and class-to-class cases,
which has been harmonised; the quantum of responsibility allowance, and the
qualifying period enabling an officer to be paid the allowance, have been
reviewed.
18.10.5
In the context of this Report, the Bureau has received representations to the
effect that the responsibility allowance which at present is payable at the rate
of 80% of the acting allowance to officers who are not fully qualified, should be
paid the full quantum of allowance since the incumbent serves the higher
position in full capacity. Moreover, proposal has also been made for the
qualifying period required for the payment of responsibility allowance for
shouldering higher duties be reduced from seven to three days.
18.10.6
We have duly examined these representations and consider that the existing
provisions are fair, equitable and practical. Furthermore, we are reflecting a
decision of the High Powered Committee regarding the qualifying period in the
case of an officer acting in an Accounting/Responsible Officer position.
Acting Allowance
Recommendation 1
18.10.7
We recommend that the quantum of acting allowance payable, whether in

a grade-to-grade or class-to-class situation, should be equivalent to 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
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substantive post. Where the salary scales overlap, the allowance should
be equivalent to three increments worth at the incremental point reached
in the substantive post provided the total emoluments of the officer are
not less than the initial salary and not more than the maximum salary of
the higher post.
Responsibility Allowance
Recommendation 2
18.10.8
We recommend that responsibility allowance should continue to be paid

as follows:
(i)
where an officer is fully qualified to act in the higher post, the

allowance should be 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 should be equivalent to
the acting allowance.
Payment of Responsibility Allowance to Employees in the Workmen's Group

Recommendation 3
18.10.9
We recommend that the responsibility allowance payable to employees in

the Workmen's Group should be computed:
(i)
on the same basis as for acting allowance even if the employee is

not fully qualified;
(ii)
for the full period of actingship (inclusive of Saturdays, Sundays

and Public holidays) whenever the period of actingship exceeds
seven continuous days; and
(iii)
on the basis of the actual number of days worked in case the

actingship is less than seven days.
Qualifying Period/Specific Provisions

Recommendation 4
18.10.10 We recommend that the qualifying period/specific provisions in respect
of Acting and Responsibility Allowances should be as hereunder:
(i)
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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
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Holidays, except for those who act in an Accounting/Responsible

Officer position where the actingship is payable even if the period
of actingship is less than seven days.
(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.
(iv)
Where an officer is acting in an Accounting/Responsible Officer

position for a period of at least three consecutive days or more but
less than seven days, he is paid 80% of the normal
acting/responsibility allowance payable for the period in the normal
circumstances and no formal actingship or payment is made for a
period of less than three days.
(v)
Where an officer has been appointed to act or assigned duties in

an Accounting/Responsible Officer position by the relevant Service
Commission or Board vice permanent vacancies or vice temporary
vacancies which would eventually become permanent, he should
be eligible for all benefits attached to the post after a continued
period of actingship of at least four months.
18.10.11 Persistent representations have been made from union members on the fact
that acting appointment is not given to employees whilst the latter are requested
to perform duties of a higher position, hence leading to demotivation.
18.10.12 Generally, acting appointments provide employees with a range of potential
professional development opportunities whilst supporting and enhancing
operational efficiency and the achievement of an organisations objectives.
These arrangements benefit employees in terms of reward, capacity building
and experience as well as recognition of their ability to deliver whilst enabling
continuity and operational stability to prevail in the organisation.
18.10.13 The Bureau, therefore, considers that in an attempt not to create frustration
among employees and imbalance in an organisation, opportunities for acting
assignments should be provided and same be managed in such a manner that
would not result in an unfair advantage to anyone except in other circumstances
when other administrative arrangements have been made for continuous
workflow.
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Meal Allowance
18.11 MEAL ALLOWANCE

18.11.1
At present, an officer who is required to be on duty during cyclonic conditions

or who is unexpectedly retained on duty after a normal days work for at least
three hours beyond the normal working hours is provided with meal or paid a
meal allowance of Rs 125.
18.11.2
The Chief Executive of an organisation may, subject to the availability of funds,

grant a meal or meal allowance to officers although they have been given
advance notice and retained for at least three hours beyond their normal
working hours for urgent work or for the timely completion of an assignment or
project. However, this arrangement is not applicable to officers 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.
18.11.3
The quantum of the allowance paid in lieu of meal is being revised.
Recommendation 1
18.11.4
We recommend that officers who:

(a)
are required to work during cyclonic conditions; and
(b)
are unexpectedly retained on duty after a normal days 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 130 for each meal.
18.11.5
There are instances where organisations are required to work for longer period
and regularly at odd hours for the completion of an assignment or project within
a set time frame. In such cases, officers are called upon to work continuously
beyond normal working hours and sometimes late at night. These officers, as
per existing provisions, are not entitled to a meal or a meal allowance. The
Bureau considers that these situations are exceptional and need to be
addressed.
Recommendation 2
18.11.6
We recommend that, notwithstanding the provision of paragraph 18.11.4

above, the Chief Executive of an organisation may, subject to availability
of funds, grant a meal or a meal allowance to officers although they have
been given advance notice and retained beyond their normal working
hours for urgent work or for the timely completion of an assignment or
project which is of a longer duration of at least one month and require
officers to continuously work for at least three hours beyond their normal
working hours. However, this recommendation is not applicable to an
officer who is scheduled to work according to a roster, shift or staggered
hours or to an officer who regularly has to perform overtime.
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18.11.7
Meal Allowance
We further recommend that, where operational needs require people to

work on shift, on roster basis, or at staggered hours, the organisation
should, to the extent it is practical, provide for such appliances as
refrigerator, electric kettle and microwave/hot plate for use by the
employees.
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Out of Pocket Allowance
18.12 OUT OF POCKET ALLOWANCE

18.12.1
A daily Out of Pocket Allowance of Rs180 is at present paid, to cover for

incidental expenses, to officers who perform 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.
18.12.2
The Out of Pocket Allowance is also payable to 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.
18.12.3
In the context of this review exercise, the Staff Associations have made
representations to review the quantum of the Out of Pocket Allowance to which
we agree.
Recommendation
18.12.4
18.12.5
We recommend the payment of an Out of Pocket Allowance of

Rs 190 daily to:
(i)
officers who go 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
(i)
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.
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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Uniforms
18.13 UNIFORMS
Uniform and Uniform Allowances
Present Position
18.13.1
Staff of Disciplined and Semi-Disciplined forces/organisations as well as those

of some other organisations, are entitled to the free issue of items of uniforms.
18.13.2
Certain other categories of eligible officers are paid cash allowances (including
cardigan every alternate year) in lieu of uniforms according to the nature of their
duties.
18.13.3
Uniforms are issued or Uniform Allowances are paid to all eligible officers on a
yearly basis. The quantum of allowance is adjusted every year on the basis of
the changes in prices of all the relevant items of uniform as determined by
Statistics Mauritius and also considering whether cardigans are due in the year
or not. The Standing Committee on Uniforms, comprising representatives of
the Ministry of Civil Service and Administrative Reforms, Ministry of Finance
and Economic Development and PRB, 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 applies such regulations or principles as
may be necessary to deal with the issue.
18.13.4
For the year 2016, the cash allowances (excluding cardigan) paid for normal
entitlement to eligible officers in lieu of uniforms are as hereunder:
(i)
Category 1
A uniform allowance of Rs 4000 payable to eligible officers whose nature
of duties warrants a means of identification/authority;
(ii)
Category ll
A uniform allowance of Rs 3750 payable to eligible officers whose nature
of duties requires them to wear uniform as and when the need arises;
and
(iii)
Category lll
A rapid wear and tear allowance of Rs 3635 payable to eligible officers
whose nature of duties causes excessive wear and tear clothing.
18.13.5
In addition to the cash allowances paid for normal entitlement, eligible officers
on the establishment of the Rodrigues Regional Assembly benefit from an
additional allowance on account of the working environment, specificity and
topography of the island.
18.13.6
Eligible officers appointed on a probationary or on a temporary/casual capacity

are also entitled to uniform allowance after having served for an initial period of
six months.
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18.13.7
Uniforms
A mechanism also exists to enforce the wearing of uniform and the use of
protective item/clothing.
Representations received
18.13.8
Staff associations have, in the context of this Report, made representations that
uniform allowance should be indexed every year and paid according to the
market value of items and that protective clothing/equipment should be issued
on quality basis to avoid recurrences of accident and contamination. They were
apprised of the current practice of computing uniform allowances and how
protective clothing/equipment are provided to safeguard eligible officers from
bodily injury or bad weather, on the basis of recommendations of officers of the
Safety and Health Unit.
Observations of the Bureau

18.13.9
It has been observed that, so far, the modus operandi adopted for the
determination of uniform allowance and its subsequent increases as well as the
different categorisation of beneficiaries and quanta of allowances have given
expected yields. We are maintaining same and recommending as follows:
Recommendation 1
18.13.10 We recommend that the quantum of the revised uniform allowances for
each category of beneficiaries which would be payable with effect from
01 January 2016 should be as per the 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 2015.
Uniforms Allowances effective from 01 January 2016
Category
Allowance excluding
Cardigan
Additional Allowances
(Rodrigues)
4280
1375
ll
4010
1305
lll
3890
1265
Recommendation 2
18.13.11 We further recommend that the quantum of allowance for subsequent
years should continue to be adjusted on the basis of the changes in the
prices of all 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.
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Uniforms
Recommendation 3
18.13.12 We also recommend that:
(i)
the Standing Committee on Uniforms should continue to determine

the eligibility for the grant of uniforms to new grades and devise
such regulations or principles as may be necessary to deal with the
issue of uniforms; and
(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, on consultation with
the appropriate stakeholders, the Responsible Officer should
arrange for the supply of all items of Uniform to such eligible
officers in a cost-effective manner.
Protective Items
18.13.13 Grades whose nature of work expose incumbents to risk of injury or health
hazards or damage to clothing are granted protective clothing.
18.13.14 All requests for boots and protective item/equipment are submitted to the
Standing Committee, which are firstly investigated upon by the officers of the
Safety and Health Unit to determine their eligibility. On the basis of the
recommendations of the Safety and Health Report, the Standing Committee
decides on the appropriateness of the items of protective item/equipment to be
granted to eligible officers.
18.13.15 It has been reported that this process of going through the Committee for
approval is time consuming and officers are not being issued the protective
item/equipment on time.
18.13.16 In order to expedite matters in such cases, we are making an appropriate
recommendation.
Recommendation 4
(i)
the Ministry of Civil Service and Administrative Reforms in

consultation
with
the
relevant
Ministries/Departments/
Organisations should, on the advice tendered by officers of the
Safety and Health Unit, decide on the provision of boots and
new/additional items of protective clothing/equipment to eligible
officers/new grades.
(ii)
cases which cannot be resolved at the level of the MCSAR should

be dealt with by the Standing Committee.
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Uniforms
Recommendation 5
18.13.18 We further recommend that:
(i)
officers whose nature of work requires the wearing of items of

protective clothing and equipment should be provided with such
items promptly; and
(ii)
Responsible Officers should make necessary arrangements for the

timely issue of items of protective clothing/equipment to eligible
officers who should wear/use them.
Recommendation 6
(i)
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 ensure that the protective
clothing/item is issued promptly and is of good quality; and
(ii)
eligible officers, appointed on a probationary or on a

temporary/casual basis, should be entitled to Uniforms allowance
after having served for an initial period of six months.
Internal Audit System on wearing of Uniform

18.13.20 The existing procedures, in case of non-compliance by eligible officers who
have to wear uniforms and to use protective clothing/item in the performance of
their duties, are being maintained as hereunder:
(a)
the eligible 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 eligible

officer concerned should be drawn in writing to this effect. The
officer 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 the officer still fails to abide by the written instructions
within the given delay, payment of the uniform allowance should be
stopped/withdrawn and the eligible 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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Family Protection Schemes
18.14 FAMILY PROTECTION SCHEMES

18.14.1
The Family Protection Schemes in the Public Sector fall into three main
categories and they are:
(i)
(ii)
(iii)
The Civil Service Family Protection Scheme;

The Statutory Bodies Family Protection Fund ; and
The Family Protection Scheme with the State Insurance Company of
Mauritius Ltd.
Civil Service Family Protection Scheme

18.14.2
On 01 July 1993, the Civil Service Family Protection Scheme Board came into
operation with the enactment of the Widows and Childrens Pension Scheme
(Amendment) Act No. 28 of 1993. The Act made it mandatory for female officers
to contribute to the scheme. The Civil Service Family Protection Scheme
(CSFPS) is a contributory scheme which provides family protection to the
dependents of deceased civil servants whether the contributor dies in service
or after retirement. The CSFPS provides for a monthly benefit paid in the form
of a pension upon death of a contributor and it also makes provision for refund
of contributions to contributors in specific circumstances.
18.14.3
As at 31 December 2015, the scheme reckoned around 50,450 contributors and

17,628 pensioners.
Rate of Contribution
18.14.4
The monthly contribution is made at the rate of 2% of the officers gross salary.
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.
18.14.6
A refund of contribution is made to a contributor where no pension is payable

and the refund 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:

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(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 contributing 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
18.14.7
Following the pension reforms in the 2008 PRB Report, 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 1/690th (instead of 1/600th) of annual
pensionable emoluments on retirement for every month of pensionable service,
subject to a maximum of 460/690th (instead of 400/600th).
18.14.8
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 provided hereunder:
Beneficiaries
Computation for Monthly

Pension Payable
Spouse only
1/3
x 1/12 x BUP*
Spouse and child/children
x 1/12 x BUP
One child but no spouse
x 1/12 x BUP
More than one child but no spouse
x 1/12 x BUP
*BUP- Basic Unreduced Pension
18.14.9
The basic unreduced pension is computed, for those civil servants joining the
public service as from 01 July 2008, at the rate of 1/690th of the annual salary
of the contributor at the date of death or at the date he ceases to be a public
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officer, for each completed month of the contributory service (not exceeding 460
months).
18.14.10 A surviving spouses pension ceases on the death or remarriage of the
beneficiary.
18.14.11 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.
18.14.12 Upon the death of a beneficiary, the legal personal representative is paid one
full months pension in respect of the month in which the beneficiary dies
together with a gratuity of an equivalent amount.
Recommendation 1
18.14.13 We recommend that the rate of contribution to the Civil Service Family
Protection Scheme be maintained at 2%.
18.14.14 We also recommend that the highlighted provision governing
membership, refund of contribution and pensions of the Civil Service
Family Protection Scheme should be maintained.
Transitional Measures
Contribution
18.14.15 The CSFPS was revisited in line with the new pension scheme enunciated in
the 2008 PRB Report and transitional arrangements were subsequently made
with regard to retirement age, computation of the amount of pension and the
qualifying period to benefit for a full pension. The transitional measures should
continue to be applicable.
Recommendation 2
18.14.16 We recommend that the transitional measures outlined below 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;
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(c)
Members of the National Assembly should cease to contribute to the

scheme upon reaching 65 years of age; and
(d)
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
18.14.17 Transitional measures regarding computation of pension were also provided in
the 2008 PRB Report. Hence, these provisions are being maintained.
Recommendation 3
18.14.18 We recommend that the transitional measures should continue to apply
in respect of:
(i)
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); and
(ii)
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
18.14.19 Pension is based on the BUP of a contributor at the date of his death or at the
date he ceases to be a public officer, whichever is the earlier.
18.14.20 For a contributor who has been acting in a higher office, the pension under the
Family Protection Scheme is computed on the basis of the same salary used
for the computation of the retiring pension.
Recommendation 4
18.14.21 We recommend that for a contributor who has been acting in a higher
office, the same retiring salary used to compute the retiring pension
should be used to compute the pension under the Family Protection
Scheme.
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Pension for Members of the National Assembly

18.14.22 A former Minister, on retiring as a member of the National Assembly and not as
a Minister, receives a pension under the Family Protection Scheme based on
the last annual salary drawn i.e. that of a member and not of the higher post.
We are maintaining this provision.
Recommendation 5
18.14.23 We recommend that the annual salary in respect of a member of the
National Assembly should mean:
(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.

Interest on Refund of Contribution
18.14.24 The interest on refund of contribution is presently computed up to the date of
retirement or the date the contributor ceases to be a public officer. This
provision is being maintained.
Recommendation 6
18.14.25 We recommend that interest on contribution to be refunded should
continue to be computed up to the date the contributor is eligible for a
refund.
Statutory Bodies Family Protection Fund
18.14.26 The Statutory Bodies Family Protection Fund (SBFPF) came into operation on
01 July 2001 with the objective to rationalise the computation of beneficiaries
pension and the payment of membership contribution in line with the
recommendations of the PRB. The SBFPF provides financial assistance to
some 1000 beneficiaries of associates of the Fund i.e. employees of Local
Authorities; Sugar Industry Labour Welfare Fund and Town and Country
Planning Board.
18.14.27 In addition to the existing Housing Loan Scheme, the SBFPF offers personal
loans on a short term basis up to Rs 100,000 based on the Statutory Bodies
Family Protection Fund (Personal Loan) Scheme Regulations 2011.
18.14.28 Under the Statutory Bodies Family Protection Fund (Pensions) Regulations
2011, new regulations have been set to be in line with the pension reforms. In
2012, the Statutory Bodies Family Protection Fund Act was amended such that
employees joining Local Authorities with effect from 01 January 2013 are
contributing to the State Insurance Company of Mauritius Ltd.
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18.14.29 As at 15 September 2015, the number of associates and beneficiaries under

the scheme stood to 6900 and 1050 respectively.
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).
18.14.31 Members of the SBFPF as at July 1988 may presently opt for a refund of
contribution in lieu of retaining eligibility to family benefits.
Recommendation 8
18.14.32 We recommend that existing members of the Statutory Bodies Family
Protection Fund as at July 1988, who opt for a refund 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.
SICOM Family Pension Scheme
18.14.33 The State Insurance Company of Mauritius (SICOM) Ltd operates as a public
company and offers an array of services to meet the specific needs of its clients.
The SICOM Family Protection Scheme is one of the major services of SICOM
Ltd which provides financial security in terms of either a lump sum or a monthly
pension to the legal beneficiaries of a member upon his death, whether it occurs
before or after retirement. This Scheme is a group whole life assurance group
scheme open to the permanent employees of corporate bodies as well as
private companies.
18.14.34 A proposal has been made by the Government of Mauritius to SICOM Ltd to
establish a new Family Protection Scheme for public officers. Under the Finance
(Miscellaneous Provisions) Act No. 26 of 2012, all employees in the public
sector joining with effect from 01 January 2013 are no more contributing to the
CSFPS and SBFPF.
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18.14.35 The SICOM Ltd has as far as possible amended its Family Protection Scheme
to be in line with the CSFPS and the SBFPF.
Recommendation 9
18.14.36 We recommend that the SICOM Ltd should continue to align the SICOM
Family Protection Scheme with the Civil Service Family Protection
Scheme and the Statutory Bodies Family Protection Scheme.
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Risk, Insurance and Compensation
18.15 RISK, INSURANCE AND COMPENSATION

18.15.1
Safety at work is a sine-qua-non for a healthy and productive work force.

According to the International Labour Organisation (ILO), about 153 workers
have work related accidents every 15 seconds. Many of these tragedies are
preventable through sound prevention, reporting and inspection practices
followed by immediate corrective measures.
18.15.2
Workplace accidents have a direct cost to the organisation together with

associated problems in terms of arrangements to ensure its smooth running.
Besides, it also has an impact on the employees health and daily life.
18.15.3
In view of the far reaching consequences that workplace accidents or

occupational diseases may have, we are, in this Report, highlighting provisions
that are related thereto. Concerning risk, we are making provision for a
mechanism for the assessment of same. We are further making provision for
compensation in respect of occupational accidents and we are also reporting
on the Government Medical Insurance Scheme.
DUTIES AND RESPONSIBILITIES

18.15.4
Part II of the Occupational Safety and Health Act 2005 deals with the duties and
responsibilities of parties essential for maintaining a safe working environment.
This includes the duties and obligations/responsibilities of employers as well as
those of employees. We are, in this Chapter, laying emphasis on those
provisions, recourse to which is recurrent in the public sector. We are further
examining the status of workplace safety and after an assessment thereof, we
are making recommendations with a view to improve same.
Managements Responsibility
18.15.5
The statutory obligations devolving on Employer/Management are clearly spelt

out in the Occupational Safety and Health Act 2005. Broadly, these pertain to
the provision of a safe workplace, protective clothing and equipment, Health
surveillance and Training.
Safe Workplace
18.15.6
Management is responsible for a safe workplace including machine and

equipment and processes and that appropriate measures of protection are
taken.
Protective clothing and equipment

18.15.7
Management/Employer attempts at making workplace as safe as possible.

However, where there are certain risks which cannot be eliminated completely,
Management/Employer provides protective clothing and equipment to eligible
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staff members with a view to eliminating, or at least controlling and reducing risk
of accidents and adverse effects on health.
18.15.8
The Uniform Committee bases itself on the recommendations of the Safety and
Health Unit of the MCSAR to determine eligibility for protective
clothing/equipment. To expedite matters, authority has been devolved on the
organisations.
Recommendation 1
18.15.9
We recommend that:
(i)
the Uniform Committee under the Chairmanship of the MCSAR and

comprising representatives of the Ministry of Finance and
Economic Development and the Pay Research Bureau should be
maintained;
(ii)
subject to paragraph 18.13.12, the Committee should continue to

determine the eligibility for protective clothing/equipment; and
(iii)
Management should further provide general and specific

instructions (both oral and written) to employees in connection
with the proper usage of protective clothing/equipment.
Health Surveillance
18.15.10 One of the statutory obligations of Management is to have regular occupational
safety and health audits carried out by a Safety and Health Officer/Senior Safety
and Health Officer so as to identify risks to safety and health. Subsequently,
employees who run the risk of contracting occupational diseases are placed
under a Health Surveillance Programme. Recommendations thereto have been
made under the relevant Ministry/Department/Organisation.
Employee/Worker Responsibilities
18.15.11 A safe workplace is first and foremost enjoyed by employees themselves. For
any hazard at the workplace, it is the employees who are at risk. Consequently
they do have certain duties and responsibilities towards rendering the
workplace safe. Section 14 of the Occupational Safety and Health Act 2005
provides for the duties of employees.
18.15.12 According to the Occupational Safety and Health Unit, investigation into the
causes of accidents have also revealed that in some cases employees have
failed to comply with these provisions. As these protection parameters are of
paramount importance, we have deemed it crucial to reproduce certain of these
provisions hereunder:
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Employees/Workers should:
(1)
comply with all safety instructions including those concerning the

correct use of safety devices and protective equipment;
(2)
ensure that their actions or omissions do not present any hazard

to their fellow colleagues or for themselves; and
(3)
report cases of accidents/incidents forthwith.
Departmental Safety and Health Committee

18.15.13 The Occupational Safety and Health Act 2005 also provides for the
establishment of a Departmental Safety and Health Committee with a defined
composition. It further elaborates on the functions of that Committee and also
provides clear guidelines on proceedings with respect to the meetings of Safety
and Health Committees. It is, therefore, incumbent upon Management to
ensure that the Committee is fully operational and carries out its functions
as per the Act.
18.15.14 In pursuance of Section 21 of the Act and in line with the provisions of Circular
Letter No. 4 of the MCSAR dated 14 January 2011, the Departmental Safety &
Health Committee is also responsible to come up with projects relating to
upgrading works which could be financed through the Enhancement of Work
Environment Programme (EWEP). This particular programme has been
mounted by the MCSAR to assist Ministries and Departments in carrying out
safety and health related improvement works with a view to render the work
environment conducive to productivity.
18.15.15 In successive Reports we have highlighted the statutory obligations of
employers as well as those of employees. For this Report, besides highlighting
those provisions which we consider to be of great importance, we have also
held working sessions with representatives of the Occupational Safety and
Health Unit of the MCSAR. The objective of the working sessions was first of
all, to take stock of the situation and also to assess whether the present
provisions are adequately being implemented so that the goal of a safe
workplace may be achieved. Therefore, based on the findings so obtained, we
have made appropriate recommendations.
Findings
18.15.16 Subsequent to safety and health audits, the Bureau was apprised that many
Ministries/Departments fail to comply with measures recommended by officers
of the Occupational Safety and Health Unit. This may be a serious concern and
source of threat to employees safety and health. However, in spite of the fact
that there are shortcomings, yet, there is no reprimand in as much as the
Occupational Safety and Health Unit is not vested with powers of enforcement.
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18.15.17 It was also pointed out that despite the fact that protective clothing and
equipment have been provided on time by Management, yet some employees
do not wear/use them. Accidents resulting directly from the non-use of
protective equipment proved to be detrimental to the employees themselves.
18.15.18 Another point of concern is that although Ministries/Departments are required,
by virtue of provisions of the Occupational Safety and Health Act 2005, to notify
the Occupational Safety and Health Unit of accidents/incidents within a given
time frame, yet, they fail to do so. The notification is done after quite some time
and in the meantime the surrounding circumstances of the accident/incident
have changed. Hence the investigation would not truly reveal the proper causes
thereof and the Report would not be of great help for future action to be taken.
18.15.19 Meetings of Safety and Health Committees are required by law to be held at
least once every two months. However, it has been reported that in many
Ministries/Departments this provision is not being implemented. This implies
that the duties and responsibilities that devolve on the Safety and Health
Committees are not being attended to.
18.15.20 This, together with all the shortcomings discussed above converge to conclude
that the safety and health of employees may be at risk.
18.15.21 In the circumstances, we are making appropriate recommendations to address
all these issues.
Recommendation 2
18.15.22 We recommend that Management/Employer should mandatorily ensure
that:
(i)
measures recommended by Officers of the Occupational Safety

and Health Unit following a safety and health audit, are
implemented promptly;
(ii)
all employees in receipt of Protective Clothing/Equipment should

invariably wear/use same;
(iii)
all accidents/incidents are expediently reported

Occupational Safety and Health Unit of the MCSAR; and
(iv)
the Departmental Safety and Health Committee of their respective

Ministries/Department meets and carries out its functions as per
the provisions of the Occupational Safety and Health Act 2005.
to
the
Risk Assessment
18.15.23 Safety and Health Officers are required to identify risks, assess the need for
preventive measures and advise the employer on appropriate measures and
techniques to be implemented with a view to minimising risk. However, there
may be cases where the appropriate measures and techniques to be
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recommended necessitate specialised and professional knowledge and

experience. In that case, Management/Employer needs to make appropriate
arrangements to enlist such services.
Recommendation 3
18.15.24 We recommend that Management/Employer should, where circumstances
warrant, seek the assistance of competent authorities whose
recommended measures and techniques would help to minimise risk.
18.15.25 We additionally recommend that:
(i)
Management/Employer should ensure that abstracts or notices

indicating hazards, that need to be posted by law, are effectively
posted; and
(ii)
Management/Employer should take expedient action on the advice,

Report or recommendations of Safety and Health Officers
pertaining to a course of action in respect of safety and health.
Compensation for risk

18.15.26 Risk is the probability or threat of injury or illnesses, loss or any occurence that
is caused by external or internal vulnerability and that may be avoided through
pre-emptive action. It is present in varying degree in many jobs.
18.15.27 The element of risk is a compensable factor and is, therefore, a determinant of
salary. When all the incumbents in a certain grade are subject to the same level
of risk, it is, therefore, captured in the job evaluation exercise and is reflected in
the salary thereof. However, in grades where the extent of risk depends on the
posting, only that level of risk that is prevalent in all the different postings is
reflected in the salary. Where the level of risk is higher in certain postings,
officers in these posts are compensated additionally by way of a risk allowance,
commensurate with the level of risk. For instance, in the health sector,
Paramedical Staff of the Brown Sequard Hospital and Chest Clinic have been
granted risk allowance while in the Police Force, only postings in certain specific
units (ADSU, VIPSU) qualify incumbents for same.
18.15.28 The risk allowance payable varies as per the level of risk and
Ministry/Department/Organisation. Therefore, it has been dealt with under
relevant chapters for Ministry/Department/Organisation where we have also
revised the risk allowances that are being paid.
18.15.29 In the context of the present Report, all representations pertaining to risk have
been duly analysed. Representations not supported by strong justifications
were, at the outright, discarded. However, it is considered that where the risk
is higher than the normal level, there may be need for the payment of a risk
allowance. A proper risk assessment should therefore be carried out and on
the basis of its findings the Bureau may make appropriate recommendations.
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For consistency in the treatment of all such cases it is vital to have a committee
set up which would be empowered to tap such resources as necessary for the
purpose of this assessment. It would be responsible to assess the extent of risk
involved in the job in accordance with the framework it has established and
submit its findings to the Bureau for action to be taken.
Recommendation 4
(i)
a Risk Assessment Committee be set up under the Chairmanship

of the MCSAR and consisting of representatives of the relevant
Ministry/Department and the Safety and Health Department as
member;
(ii)
the Committee may convene any other professional who is deemed

to possess the relevant qualification/competence/expertise to
enable it to take appropriate decisions; and
(iii)
the findings of the Risk Assessment Committee should be

submitted to the PRB which, acting on the said findings would
make appropriate recommendations.
Compensation in respect of Occupational Accidents

18.15.31 In relation to occupational accidents, compensation to manual workers and nonmanual workers whose salary do not exceed Rs 72000 annually is provided for
by the Workmens Compensation Act. Whereas for public sector employees
who draw more than Rs 72000 yearly, including the disciplined forces, the
Government as employer, assumes responsibility for the occupational risks.
Furthermore, it also provides compensation for occupational accidents on the
same basis as stipulated by the Workmens Compensation Act.
18.15.32 Compensation is paid to:
(i)
a public officer in case of permanent incapacity resulting from personal

injury sustained out of and in the course of duties; and
(ii)
the officers dependents in cases of fatal injuries or death by accident

arising out of and in the course of duties.
18.15.33 According to information obtained, the preparation of a bill aiming at amending

further the Workmens Compensation Act is underway. We are, therefore, not
proposing to bring any change to the present provisions. However, we are
providing certain measures to improve the existing conditions.
Recommendation 5
18.15.34 We recommend that the following provisions pertaining to compensation
in respect of occupational accidents be maintained:
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(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 Workmens Compensation Act;
(ii)
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 in the Workmens Compensation Act, be paid a
compensation as per rate specified in the First Schedule or under
Section 7 of the Workmens Compensation Act up to a maximum of
Rs 1.3 million over and above any gratuity or pension covered
under the Pension Regulations;
(iii)
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 Workmens 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.
18.15.35 We further recommend that:

(i)
the Ministry of Labour and Industrial Relations initiates action to

update the Second Schedule of the Workmens Compensation Act
with a view to including new occupational diseases as
recommended by the Committee chaired by the Director of the
Occupational Health Unit of the Ministry of Health & Quality of Life;
(ii)
the High Powered Committee may, in the wake of amendments to

the National Pensions Act, review the ceiling at paragraph 18.15.34
(ii) and (iii) and make such other related recommendations as
appropriate.

(i)
requests for payment of compensation under paragraph 18.15.34

(ii) and (iii) should be made to the Ministry of Civil Service and
Administrative Reforms;
(ii)
pending amendments to the relevant legislation, the

recommendations made at paragraph 18.15.34 (ii) and (iii) in
relation to those employees whose earnings are above Rs 72000
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annually and who are not governed by the

Compensation Act be implemented administratively.
Workmens
Government Medical Insurance Scheme

18.15.37 Recommendation for the introduction of a contributory medical scheme for
public officers willing to join was first made in the 2008 PRB Report. In our last
report, we subsequently recommended that the MCSAR, in consultation with
the relevant stakeholders, looks into the implementation modalities of the
scheme and apprise public officers of the procedures to be followed to join
same. It should be noted that the 2012 Budget had already provided for
employees to use their monthly National Savings Fund contributions as
payment of private health insurance. The EOAC Report, in turn, also
highlighted on the setting up of the Scheme and made provision for public
officers to use their accumulated passage benefits for the payment of premiums
under the scheme.
18.15.38 To give effect to the above recommendations, a Committee was set up under
the chairmanship of the MCSAR comprising representatives of the SICOM,
Ministry of Social Security, National Solidarity and Reform Institutions, MOFED,
Ministry of Health and the PRB to examine the various schemes submitted by
SICOM and make appropriate recommendations regarding the implementation
modalities of the GMIS. It is important to highlight that the proposals from
SICOM were used solely as a basis to devise the policy of government
contribution to match employee contribution. However, it is understood that the
insurance company that will submit the most competitive and responsive
proposal at a competitive bidding exercise will be selected.
18.15.39 In the light of the submissions of the Committee, it has been reported to
the Bureau that the GMIS would consist of a Basic Plan and a Catastrophe
Plan and that the Government has given its consent for the scheme to be
on a cost sharing basis, that is, the 50% Government contribution to be
matched by 50% employee contribution. Further, it has been proposed
that the GMIS be introduced on certain terms and conditions which are
hereunder reproduced:(i)
the scheme would be optional, that is, public officers who so wish
may join the scheme;
(ii)
the 50% Government contribution would be limited to the basic

plan only. However, subscribers may in addition to the basic plan
contribute to a catastrophe plan at their own cost;
(iii)
those who would not opt to join the scheme would have no claim
to the 50% Government contribution; and
(iv)
an officer would not be allowed to take advantage of two or more

policies concurrently. Where an officer already holds a medical
insurance policy, he would be allowed to join the GMIS on
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termination/end of the policy and he would be entitled to the 50%

Government contribution only upon joining the GMIS.
We are recommending accordingly.
18.15.40 It is to be noted that the finalization of the modalities and terms and conditions
may take some time and that the scheme may be implemented as from
January 2017.
18.15.41 In the circumstances it is imperative that the Committee monitors all the
procedures to ensure that civil servants are provided with the best option and
that due diligence is done in finalising all procedures.
Recommendation 6
(i)
the Committee under the chairmanship of the MCSAR comprising

the Ministry of Finance and Economic Development, the
Pay Research Bureau continues to look into the modalities and
terms and conditions of the scheme;
(ii)
upon selection of the insurance company, a representative thereof

should form part of the Committee which should then look at the
implementation aspect.
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Funeral Grant
18.16
18.16.1
FUNERAL GRANT
Funeral Grant is a one-off payment to help meeting funeral costs of a demised

officer. It is a form of financial assistance granted to an officers heir or nearest
relative who has borne the funeral expenses where an officer, holding a
substantive appointment or reckoning at least one years continuous service
passes away whilst still in service. This practice should continue as it is giving
satisfaction to the heirs/relatives of demised public officers. We are also
maintaining the payment of a full months salary in respect of the month in which
the officer passes away.
Recommendation
18.16.2
We recommend that where an officer, holding a substantive appointment

or reckoning at least one years continuous service, passes away whilst
still in service, a funeral grant of Rs 10000 should be paid to the deceased
officers heir or nearest relative who has borne the funeral expenses in
addition to the payment of a full months salary in respect of the month in
which the officer passed away.
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Communication Facilities
18.17
COMMUNICATION FACILITIES
18.17.1
Government provides communication facilities to public officers for a quality and

timely service delivery to the public. Such facilities as fixed telephone, mobile
phone, fax and internet facilities are available for public officers at their
workplace and residence.
18.17.2
The grant of communication facilities to public officers is based on their status,

nature of work and posting, and such provision rests upon the Responsible
Officer.
Mobile Phone and Fixed Telephone Facilities

18.17.3
The provision of facilities related to mobile phone and fixed telephone is outlined
in the given table:
Mobile Phone
Fixed Telephone
Free use of mobile phone
Free rental
Unlimited/limited call
entitlement
Unlimited/limited call
entitlement
Prepaid cards
Free rental
Roaming facilities
Recommendation 1
18.17.4
We recommend that the provision in respect of mobile phone and fixed

telephone as enunciated above should continue to be devolved on the
Management of Ministries/Departments/Organisations.
Fax and Internet Facilities

18.17.5
Fax facilities at work place is a common working tool for most public officers.
However, only certain senior public officials at the level of Senior Chief
Executive and Permanent Secretary are granted fax facilities at their place of
residence depending on their posting or the very specific nature of their
functions.
18.17.6
Internet facilities are provided to an increasing number of public officers at their

place of work for a fast and greater accessibility of information. Internet facilities
are also provided to a certain category of officers at their place of residence
through a monthly internet allowance of Rs 500. These facilities are made
available to officers when they are required to:
(i)
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regularly interact from residence with international organisations outside

office hours due to the difference in time zone;
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Communication Facilities
(ii)
access from home and outside working hours a server situated at the
office or away from home; and
(iii)
regularly carry out significant research from home for meeting deadlines.
Recommendation 2
18.17.7
We recommend that officers should be granted internet facilities when

they satisfy the conditions set out at paragraph 18.17.6.
18.17.8
We also recommend that Ministries/Departments/Organisations should

seek the prior authority of the MCSAR before granting fax and internet
facilities to an officer.
Control Mechanism
18.17.9
Communication devices should be used by officers for the benefit of users of

the public service. In order to avoid inappropriate and/or excessive use of these
facilities, management of Ministries/Departments/Organisations should put in
place an appropriate control system.
Recommendation 3
18.17.10 We recommend that Management of Ministries/Departments/
Organisations should set up a control mechanism for the grant of
communication facilities so as to ensure that inappropriate and/or
excessive use of such facilities are prevented through adequate
processes/procedures.
Parastatal Bodies and Local Authorities
18.17.11 Parastatal Bodies and Local Authorities generally grant communication facilities
to their staff based on the policies and guidelines of the Civil Service.
Recommendation 4
18.17.12 We recommend that Parastatal Bodies and Local Authorities should
continue to grant communication facilities to eligible officers based on
the Civil Service pattern.
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Foreign Service Allowance and Other Related Allowances
18.18
FOREIGN SERVICE ALLOWANCE AND

OTHER RELATED ALLOWANCES
18.18.1
The Foreign Service Allowance (FSA) and Other Related Allowances are paid
in foreign currency to the home-based staff serving in our diplomatic missions
overseas, in addition to their monthly salary, so as to allow them to meet the
cost of living and to have a standard of living compatible with their rank in the
country of posting. These allowances vary depending upon the grade of the
officer and the country of posting and are generally paid in the currency of the
country of posting.
18.18.2
In the context of this review exercise, the main representations relate to the
payment of:
18.18.3
18.18.4
(i)
risk and hardship allowances as a result of the health and security

risk associated to hard postings;
(ii)
salary and other related allowances at the fixed rate of exchange;
(iii)
foreign service allowance in hard currency such as US Dollar, Euro

and British Pound Sterling;
(iv)
subsistence allowance to spouse and dependent child/children on a

pro-rata basis;
(v)
air tickets to dependents (father, mother, brother, sister) of unmarried

career diplomates; and
(vi)
allowance to the accompanying spouse proceeding on posting.
Representations have also been received to the effect that:

(i)
school and nursery fees as well as fees of non-academic compulsory

subjects like sports and music be refunded in toto;
(ii)
the cost of all medical treatments covered under the

guidelines/protocol of the Ministry be refunded at the rate of 100%;
(iii)
the tour of service in countries considered as hard postings be for a

duration of two years; and
(iv)
the cut-off date of departure/return for spouse and dependent children

be reviewed.
We have examined all the above proposals, apprised all parties concerned
on issues that could not be retained and are making appropriate
recommendations for those which are justified.
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18.18.5
18.18.6
Foreign Service Allowance and Other Related Allowances for each level of
operation of the home-based staff posted in overseas missions are being
reviewed, based on the submissions made by the Ministry of Foreign Affairs,
Regional Integration and International Trade; Ministry of Civil Service and
Administrative Reforms; Staff Association; and Diplomatic staff as well as taking
into consideration the under-mentioned factors:(a)
the relative costliness of a basket of selected goods and services in

Mauritius, compared to one in the foreign cities where our embassies
are located, as determined by a joint survey carried out by the Statistics
Mauritius and this Bureau in August 2015;
(b)
the Mercers cost of living survey report in relation to the comparative

costliness of the cities where our home-based staff are posted;
(c)
the cumulative rate of inflation of the country of posting;
(d)
the relative inconveniences and hardship encountered in some countries

of posting;
(e)
the Foreign Service Allowance drawn by the various officers prior to this
review;
(f)
the exchange rate obtaining at March 2016; and
(g)
any fluctuation in the exchange rate in the respective countries where

our missions are located.
On the basis of the above and the various representations made, we are making
appropriate recommendations.
Recommendation 1
18.18.7
We recommend that:
(i)
the quantum of Foreign Service Allowance to be paid to homebased staff at a fixed rate of exchange of the currency of the
respective country of posting should be as per data at Annex I to
this Chapter;
(ii)
the rate of exchange as appearing at Annex II of this Chapter should

be applicable for the payment of the monthly salary and Other
Related Allowances to home-based staff serving in our missions in
the currency of the respective country of posting;
(iii)
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,
the new recommendations should apply in toto.
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Payment of Foreign Service Allowance and Other Related Allowances including

monthly salary in US Dollar or Euro or Pound Sterling
18.18.8
Diplomatic Staff of a few missions have represented that the Foreign Service
Allowance and Other Related Allowances including monthly salary be paid in
US Dollar or Euro or Pound Sterling due to the fact that the cost of living,
currency depreciation and vagaries of fluctuations in exchange rate of the
currency in these countries have resulted in loss of purchasing power. We have
examined this request and are making appropriate provision to this effect.
Recommendation 2
18.18.9
We recommend that in a few countries/cities where there are recurrent

fluctuations in the currency, home-based staff should be allowed to earn
their Foreign Service Allowance and Other Related Allowances including
monthly salary in US Dollar or Euro or Pound Sterling at the prevailing
rate of exchange. The decision taken under this recommendation should
have the approval of the Foreign Service Committee.
Review of the Foreign Service Allowance

Recommendation 3
18.18.10 We recommend that the Foreign Service Committee should consider
reviewing the Foreign Service Allowance of home-based staff posted in
overseas missions every two years or whenever there is an emergency in
the country of posting, whichever is the earlier.
Rent and Utilities
18.18.11 At present, Ambassadors, High Commissioners and Permanent
Representatives are refunded full charges of rent and utilities. Home-based
staff serving in our overseas missions are eligible for rent and utilities up to a
ceiling set according to broad salary levels in the currency of the country of
posting. However, 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. We are persuaded that these arrangements are appropriate
and are being maintained.
Recommendation 4
18.18.12 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)
for home-based staff in other grades, rent and utilities should be

refunded up to a monthly ceiling according to broad salary levels
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and the currency of the country of posting at a fixed rate of

exchange as set out at Annex II to this Chapter.
(i)
any expenditure incurred above the prescribed ceiling of rent and

utilities as at Annex lII 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 lII to this Chapter .
18.18.14 The fixed quantum of rent and utilities is meant to allow home-based staff to
rent a convenient accommodation in the respective country of posting. 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 up to a
maximum of 30% and be ratified at the subsequent meeting of the FSA.
Recommendation 5
18.18.15 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.
18.18.16 We also recommend that any decision taken under the above provision
should be ratified at the subsequent meeting of the Foreign Service
Committee (FSC).
18.18.17 We further recommend that 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 FSC.
Utilities for Staff occupying accommodation provided by the Mission
18.18.18 In certain countries, home-based staff are provided with rent free
accommodation in the premises owned by the mission and have only to meet
the cost of utilities, comprising electricity, gas, water and telephone facilities.
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Recommendation 6
18.18.19 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 IlI 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
18.18.20 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 quantum of the
entertainment allowance is being revised.
Recommendation 7
18.18.21 We recommend that the quantum of Entertainment Allowance payable to
home-based staff should be revised as per Annex IV to this Chapter and
the quantum reviewed every two years by the Foreign Service Committee.
Childrens Education
18.18.22 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 80%. We are not bringing any change to this provision.
Recommendation 8
18.18.23 We recommend that for home-based staff posted abroad, school fees
should be refunded:
(i)
at the rate of 80% 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 90% 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.
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Service Allowance
18.18.24 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. This
provision which is applicable to all contractual employees is appropriate.
Recommendation 9
18.18.25 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
18.18.26 Presently, 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. We are maintaining the
present provisions.
Recommendation 10
18.18.27 We recommend that 90% of medical expenses, should continue to be
refunded to home-based staff posted abroad 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.
18.18.28 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 in the previous paragraph.
18.18.29 We further recommend that the FSC should, without delay, study the
introduction of a Health Insurance Scheme in Mauritius to cover all
Diplomatic Staff posted in the overseas missions.
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Warm Clothing Allowance

18.18.30 Presently, a Warm Clothing Allowance of 275 is paid to an officer proceeding
to serve in our mission for the first time and on subsequent posting, as well as
upon renewal of each tour of service. The same allowance of 275 is also paid
to his/her spouse and each dependent child aged up to 20 years. In the context
of this review exercise, it has been represented to clarify the payment of Warm
Clothing Allowance on renewal of contract of employment of Ambassadors/High
Commissioners/Trade Advisers for a period of less than three years. We are
making appropriate recommendations.
Recommendation 11
18.18.31 We recommend that Warm Clothing Allowance equivalent to 275 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, as well as upon renewal of each tour of service.
Recommendation 12
18.18.32 We also recommend that Warm Clothing Allowance equivalent to 275 in
the currency of the country of posting should be paid to
Ambassadors/High Commissioners/Trade Advisers, his/her spouse and
dependent children aged up to 20 years on first posting and upon renewal
of contract after a period of three years.
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, which we are maintaining.
Recommendation 13
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.
Recommendation 14
18.18.36 We recommend that for 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.
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Transfer Grant
18.18.37 Officers are paid transfer grant equivalent to 5% of the gross annual salary or
an amount of 250, 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.
Recommendation 15
18.18.38 We recommend that officers should continue to be paid transfer grant
equivalent to 5% of the gross annual salary or an amount equivalent to
250, 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 depending on
the monthly salary drawn. We are maintaining this provision.
Recommendation 16
(i)
the same travelling benefits as granted to officers in Mauritius,

payable in foreign currency at a fixed rate of exchange of the
currency of the respective country of posting or in the currency of
their choice, be applicable to home-based staff posted in our
overseas Missions except for those drawing a monthly salary of
Rs 110000 and above;
(ii)
officers drawing a monthly salary of Rs 110000 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 18.2.112, of
this Volume (Chapter 18.2); and
(iii)
Ambassadors, High Commissioners, Permanent Representatives

and Officers drawing a monthly salary of Rs 110000 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 Officers while proceeding to overseas mission on a first posting or on return
from overseas or on transfer from one mission to another are paid an allinclusive amount equivalent to 280 in the currency of the country of posting or
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in the currency of their choice as excess air baggage allowance. These officers
are also refunded the cost of transportation of either a 20 feet container of
personal effects by sea, 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 is borne by the officer. We are maintaining the existing provisions.
Recommendation 17
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 all-inclusive amount equivalent to 280 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, 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.
Subsistence Allowance
18.18.43 Home-based staff posted in our missions at short notice are entitled to a
Subsistence Allowance for a maximum period of up to one month. However,
the beneficiary would not qualify for any other allowance during this period.
Management has represented to bring the maximum period for payment of
Subsistence Allowance on posting at short notice to 15 days as this practice
has substantial cost implications in the Ministrys budget. We are addressing
this issue.
Recommendation 18
18.18.44 We recommend the payment of a Subsistence Allowance for a maximum
period of up to 15 days to home-based staff posted abroad at short notice.
However, the beneficiary would not qualify for any other allowance during
this period.
Air Passages and Cut-Off Date of Departure/Return
18.18.45 Air passages are 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.
18.18.46 The Ministry of Foreign Affairs, Regional Integration and International Trade has
submitted for a review of the cut-off date to return within a period of one year
on termination/completion of a tour of service in order to benefit from Air
Passages which is causing lots of financial implications to the Ministry as
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Government funds have to be disbursed so long that the officer and his family
stay beyond the termination or expiry of employment.
18.18.47 We have examined this request and are agreeable with the stand of the Ministry
for the officer, spouse and dependent children aged up to 20 years to make
arrangement to return within a period of six months on termination/completion
of the tour of service.
Recommendation 19
(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 six months after the date of departure of
the latter; and
(ii)
the officer should make arrangements to return within a period of

six months on termination/completion of the tour of service in order
to benefit from air passages.
18.18.49 The above recommendations should also apply in case of change in

posting from one mission to another mission.
Tour of Service
18.18.50 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.
Recommendation 20
18.18.51 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.
18.18.52 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
18.18.53 Consul is the official representative of the Republic of Mauritius posted in
Mumbai, India to provide assistance to the citizens, promote trade and issue
visas. He is paid Foreign Service Allowance and Other Related Allowances in
the same line as home-based staff posted in our overseas mission at New Delhi.
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Recommendation 21
18.18.54 We recommend that the Foreign Service Allowance and Other Related
Allowances for Consul should be as set out at Annex V to this Chapter
and should be reviewed by the Foreign Service Committee every two
years.
Compassionate Passages
18.18.55 Diplomatic staff and officers employed on a contractual basis in our diplomatic
missions overseas, are granted one compassionate passage during the tour of
service/duration of the contractual employment to all members of the family 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. This recommendation is appropriate and is maintained.
Recommendation 22
18.18.56 We recommend that diplomatic staff and officers employed on a
contractual basis in our diplomatic missions overseas, be granted one
compassionate passage during the tour of service/duration of the
contractual employment to all members of the family 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.
(i)
where an officer serving in a mission proceeds on approved leave

in a country other than Mauritius, i.e. a third country, he should be
paid compassionate passage for either the equivalent cost from the
country of posting to Mauritius or from the third country to
Mauritius, whichever is the lower, or;
(ii)
where the officer concerned is, at the time of demise of a close

relative, on official mission abroad i.e. in a third country, the
compassionate passage should be the equivalent cost from the
third country to Mauritius and back to country of posting; and
(iii)
where the officer is already on official mission or on approved leave

in Mauritius at the time of the demise of a close relative, no refund
of compassionate passage should be made.
Payment of Air Tickets to Dependents of Unmarried Career Diplomats

18.18.58 Presently, officers of the diplomatic cadre are entitled to payment of air tickets
for themselves, spouse and dependent children up to the age of 20 when posted
to overseas mission on a tour of service. However, there are several cases
whereby unmarried career diplomats are accompanied by their father or mother
or brother or sister for personal family commitments such as old aged parents,
among others. Request has been made for the payment of air ticket to
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dependents of unmarried career diplomats when posted to overseas mission on

a tour of service. We are agreeable to this request and recommend accordingly.
Recommendation 23
18.18.59 We recommend that unmarried career diplomats should benefit from
payment of a two-way air tickets, either to their father or mother or brother
or sister whenever posted to overseas mission on a tour of service.
Foreign Service Committee
18.18.60 In between general 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. This arrangement is maintained.
Recommendation 24
18.18.61 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 should continue to examine and report in between general reviews,
on matters related to conditions of service of officers posted in our
overseas missions, whenever required.
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Pay Review 2016
Annex I
FOREIGN SERVICE ALLOWANCE (FSA) PER MONTH (IN FOREIGN CURRENCY)
City
Currency
Ambassador/
High
Commissioner/
Permanent
Representative
Minister
Counsellor/
Deputy High
Commissioner
First
Secretary
Second
Secretary
Attach
Office
Management
Executive/
Confidential
Secretary
Office
Management
Assistant/
Executive
Officer
29,365
25,866
21,557
14,888
12,598
9,499
8,138
6,998
Word
Processing
Operator
Addis Ababa
Birr
Antananarivo
Ariary
5,384,936
4,762,560
3,912,369
2,727,371
2,245,845
1,768,091
1,504,760
1,316,661
Beijing
Yuan
38,319
35,036
28,741
20,188
17,027
12,872
11,039
9,536
Berlin
Euro
4,884
4,475
3,671
2,567
2,105
1,654
1,416
1,218
Brussels
Euro
4,799
4,397
3,607
2,522
2,069
1,625
1,391
1,197
Cairo
Egyptian
Pound
16,688
14,656
12,023
8,393
6,904
5,439
4,643
4,030
Canberra
Australian
Dollar
7,442
6,800
5,585
3,895
3,205
2,509
2,156
1,856
Geneva
Swiss
Franc
9,671
8,831
7,235
5,066
4,142
3,271
2,783
2,426
Islamabad
Pakistani
Rupee
117,504
103,810
85,336
59,427
49,102
38,588
32,972
28,447
Kuala
Lumpur
Malaysian
Ringitt
14,302
13,045
10,684
7,547
6,126
4,875
4,088
3,612
London
Pound
Sterling
4,001
3,658
2,996
2,093
1,785
1,344
1,149
995
Maputo
MTN
70,757
64,633
53,066
37,008
30,419
23,971
20,409
17,712
Moscow
Russian
Rouble
254,606
233,287
192,009
133,638
109,631
86,058
73,784
63,629
New Delhi/
Mumbai
Indian
Rupee
111,402
101,845
83,644
58,270
47,938
37,689
32,172
27,945
Paris
Euro
5,532
5,051
4,153
2,898
2,386
1,896
1,601
1,389
Pretoria
Rand
23,909
21,845
17,927
12,504
10,306
8,092
6,904
6,000
Washington/
New York
US Dollar
6,186
5,657
4,640
3,233
2,673
2,092
1,791
1,432
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Annex II
CURRENCY AND RATE OF EXCHANGE OF THE COUNTRY OF POSTING
City
Currency
Unit
Rate of Exchange as at
21 March 2016 in Mauritian
Rupees (Rs)
1.6671
Addis Ababa
Birr
Antananarivo
Ariary
100
1.1183
Beijing
Yuan
5.4625
Berlin
Euro
40.0722
Brussels
Euro
40.0722
Cairo
Egyptian Pound
3.9870
Canberra
Australian Dollar
26.8217
Geneva
Swiss Franc
36.7419
Islamabad
Pakistani Rupee
0.3384
Kuala Lumpur
Malaysian Ringgit
8.7233
London
Pound Sterling
51.5161
Maputo
MZN
0.7086
Moscow
Russian Rouble
0.5221
New Delhi/Mumbai
Indian Rupee
0.5440
Paris
Euro
40.0722
Pretoria
Rand
2.3205
Washington/New
York
US Dollar
35.4035
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Annex III
CEILING OF RENT AND UTILITIES PER MONTH (IN FOREIGN CURRENCY)
City
Currency
Minister
Counsellor/
Deputy High
Commissioner/
First Secretary
Second
Secretary/
Attach
Office Management
Executive/Confidential
Secretary/Executive
Officer/Office
Management Assistant/
Word Processing
Operator
16,511
12,185
11,201
Addis Ababa
Birr
Antananarivo
Ariary
1,723,154
986,895
626,601
Beijing
Yuan
105,941
61,738
39,356
Berlin
Euro
2,534
1,694
1,581
Brussels
Euro
3,332
2,168
1,663
Cairo
Egyptian Pound
4,851
3,136
2,426
Canberra
Australian
Dollar
3,358
2,019
1,612
Geneva
Swiss Franc
6,716
4,027
3,224
Islamabad
Pakistani Rupee
82,415
56,938
35,962
Kuala Lumpur
Malaysian
Ringitt
5,377
3,358
2,688
London
Pound Sterling
1,880
1,210
1,009
Maputo
MTN
38,095
31,739
20,183
Moscow
Russian Rouble
84,800
56,650
52,793
New
Delhi/Mumbai
Indian Rupee
66,677
46,453
29,968
New York
US Dollar
5,495
3,847
2,745
Paris
Euro
3,687
2,256
1,844
Pretoria
Rand
12,123
7,843
5,701
Washington
US Dollar
4,563
2,853
2,281
Pay Review 2016
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Annex IV
ENTERTAINMENT ALLOWANCE PER MONTH (IN FOREIGN CURRENCY)
City
Currency
Ambassador/High
Commissioner/
Permanent
Representative
Minister
Counsellor/Deputy
High commissioner
First
Secretary
Second
Secretary
4320
1727
1292
866
Addis Ababa
Birr
Antananarivo
Ariary
755312
301888
227304
151536
Beijing
Yuan
6903
2686
1932
1302
Berlin
Euro
882
359
272
179
Brussels
Euro
764
302
231
149
2655
1066
789
533
1220
487
369
241
1507
605
451
302
24149
9707
7339
4853
2388
958
723
472
595
241
179
118
Cairo
Canberra
Geneva
Islamabad
Kuala Lumpur
Egyptian
Pound
Australian
Dollar
Swiss Franc
Pakistani
Rupee
Malaysian
Ringitt
London
Pound Sterling
Maputo
MTN
11711
4736
3552
2368
Moscow
Russian Rouble
29479
11839
8882
5919
New
Delhi/Mumbai
Indian Rupee
21423
8523
6391
4264
Paris
Euro
923
364
277
185
Pretoria
Rand
4223
1696
1184
841
Washington/
New York
US Dollar
948
374
287
190
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Annex V
ALLOWANCES FOR CONSUL
City
Currency
Mumbai
Indian Rupee
Foreign Service
Allowance (FSA)
per month
(in Foreign
Currency)
Ceiling of Rent and

Utilities
per month
(in Foreign
Currency)
Entertainment
Allowance
per month
(in Foreign Currency)
Consul
Consul
Consul
83,644
67,972
6,391
***********
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Statutory Boards and Committees
19.
19.1
19.2
STATUTORY BOARDS AND COMMITTEES
Statutory bodies are usually established by an Act of Parliament to carry out

specific functions which the Government considers may be more effectively
performed outside a traditional departmental structure. The statutory body form
is generally used when there is a need for:
some operational independence from the State Government;
funding arrangements that are not reliant on the annual appropriations

processes;
specific expertise on a governing board; or
a separate legal entity.
The Pay Research Bureau sets the fees structure for part-time Chairpersons,
Members and Secretaries of Statutory Boards and Committees as well as for
those appointed to serve an adhoc Committees or Fact-Finding Committees,
Courts of Investigation and Technical and other Committees falling under its
purview.
Corporate Governance and Obligations of the Board

19.3
The Board of any organisation has the responsibility of formulating policies and
crafting strategies through good corporate governance principles and practices
for enhancing organisational efficiency and effectiveness. The day-to-day
management and overall administration of the activities of the organisation rests
with the Chief Executive or the Executive Chairman. The Board of Directors
directs and controls the organisation in a sound and profitable manner to the
satisfaction of all the stakeholders;
19.4
In todays ever-changing and turbulent business environment, the role and

responsibility of Directors have considerably been preponderant in terms of:
acquisition of basic knowledge and understanding of the

business/activities of the organisation and its economic/social driving
force;
adherence to statutory requirements of the organisation;
maintaining the activities of executive management, their integrity and

competency; and
ensuring the adequacy and effectiveness of financial and operational

controls to safeguard the assets of the organisation and approval of the
financial reporting requirements.
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Use of Non-Executive Directors

19.5
In the past, it was as if customary for eminent personalities and other

professionals to offer their contribution on a pro-bono basis to serve on Boards
and Committees in accordance with their speciality/field of competence. In
foreign jurisdictions, this trend is still in practice.
19.6
However, over time a reward system has been introduced in form of nominal
fees with a view to meeting petty expenses in relation to their
contribution/attendance at such boards and committees. It is worth highlighting
that such fees are not meant to be a full compensation for the services rendered
but rather a token payment.
Remuneration of Non-Executive Directors

19.7
The fundamental considerations in the determination of the pecuniary reward

for non-executive directors include provision of reasonable compensation for
their time, commitment and contribution at board meetings while ensuring that
such reward is not seen as compromising on their independence in judgement
and action.
19.8
Reasonable compensation for determining the remuneration of Chairpersons

and other Members of Committees normally depends on the following factors:
19.9
(i)
the number of board meetings per year the non-executive director 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 director - whether he is sought after for particular

wisdom and expertise;
(iv)
organisation size - research shows a fairly clear relationship between the

size of non-executive directors' fees and the size of the organisation; and
(v)
position - non-executive chairpersons are normally paid substantially

more than ordinary non-executive directors. This differential partly
reflects the additional time involved and partly the additional
responsibility and public exposure that goes with this role.
Maintaining objectivity and independence are critical to the effectiveness of nonexecutive directors. It is generally argued that if Directors become too
dependent on their remuneration from an organisation on whose board they
serve, they might not perform the independent role required of them by the
relevant stakeholders. For this reason, the provision of other perquisites, over
the fees payable, are generally to be avoided.
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Remuneration of Part-Time Chairman

19.10
Since PRB Report 2003 and in other successive PRB Reports, we have
recommended a formula for the remuneration of part-time Chairperson, linked
with the salary of the Chief Executive, established through job evaluation.
19.11
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 28500. Whereas the
fees payable to the part-time Chairpersons for which remuneration is on
sessional basis are at the rate of Rs 1900 per sitting, subject to a maximum of
Rs 7600 a month. In respect of Statutory Board with no Chief Executive, the
monthly fee payable to the part-time Chairperson is determined/revised by the
Standing Committee on fees and allowances. The formula used in determining
the fees payable to a part-time Chairperson is considered to be fair, reasonable
and still valid. We are, therefore, recommending accordingly, while revising the
different quantum.
Recommendation 1
19.12
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 29925.
(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 19.24, 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 1995 per sitting, subject to a maximum
of Rs 7980 a month.
Actingship as Chairperson
Recommendation 2
19.13
The Bureau recommends that a Vice-Chairperson or any other member

who presides over board meetings held in a month in the absence of the
substantive Chairperson (while the latter is in the country) should be paid
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Pay Review 2016
an allowance equivalent to 50% of the monthly fees payable to the

substantive Chairperson. Where the Chairperson has been replaced by
more than one person and for only part of the month, the amount should
be shared on a pro-rata basis.
19.14
The Bureau also recommends that a substantive Chairperson, who is

absent during a whole calendar month, should not be paid any fees,
except if he is on official mission for the board and when he is absent from
the country, the Vice-Chairperson or any other member who chairs the
board meetings should be paid the full allowance payable to the
Chairperson.
Double Payment
Recommendation 3
19.15
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
Recommendation 4
19.16
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.
19.17
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.
19.18
In the context of this Review, it has been reported that implementation problems
have cropped up when a Chairperson resigned from his office to take up the
chairmanship of another organisation at any time in a month. The payment of
the fees to the two Chairpersons constitute a double payment. We are,
therefore addressing the issue.
Recommendation 5
19.19
We recommend that whenever a Chairperson resigns from his office and

takes up the chairmanship of another organisation, he should be paid the
fees on a pro-rata basis.
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Members of Boards
Recommendation 6
19.20
We recommend that members of Statutory Boards and Committees be

paid a fee of Rs 890 per sitting. A member other than the Chairperson,
who is called upon to chair sub-Committees, should be paid an additional
fee of Rs 305 per sitting, subject to a maximum of Rs 1220 monthly. A
member who sits in sub-Committees should be paid a fee of Rs 815 per
sitting.
Recommendation 7
19.21
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 1225 and Rs 615 respectively.

Recommendation 8
19.22
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 230 per sitting. Those
travelling by bus should be paid a commuted travelling allowance of
Rs 60 per sitting or refunded the travelling expenses incurred. 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
19.23
At present there is a Standing Committee on Fees and Allowances

operating/set up under the chairmanship of the Ministry of Civil Service and
Administrative Reforms and comprising the Financial Secretary and the
Director, Pay Research Bureau. It deals 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 adhoc
Committees or Fact-Finding Committees or Courts of Investigation.
Recommendation 9
19.24
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.
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Pay Review 2016
Recommendation 10
19.25
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.
Recommendation 11
19.26
We further recommend that the fees payable to Chairpersons, Members,

and Secretary of Commission of Enquiries set up by the President of the
Republic be determined on a case to case basis by the High Powered
Committee.
************
Pay Review 2016
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Rodrigues and the Outer Islands
20.
RODRIGUES AND THE OUTER ISLANDS
20.1
The Conditions of Service specific and applicable to public officers of Mauritius

who are on tour of service in Rodrigues and the Outer Islands (Agalega and
St. Brandon) are outlined in this Chapter. Some of these specific conditions
also apply to officers on the establishment of the Rodrigues Regional Assembly
(RRA) posted in Mauritius.
20.2
It is presently 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.
Recommendation 1
20.3
We recommend that it should continue to 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
20.4
Mauritian public officers from the civil service and parastatal bodies are posted
on tour of service to Rodrigues and the Outer Islands to palliate the shortage of
qualified staff, to provide professional and technical expertise, and to ensure
the continued service delivery of various departments and outstations. As
regards public officers domiciled in Rodrigues, they are usually sent to Mauritius
for training and placement purposes and on rare instances are posted in
Mauritius.
20.5
For officers serving on a tour of service in Rodrigues and the Outer Islands, a
disturbance allowance is paid to compensate them for their distant posting and
to cater for household expenses as well as for the disruption of family and social
life. These officers also benefit from rent free accommodation and enhanced
vacation. Similarly, officers from the RRA posted in Mauritius are paid additional
allowances.
Tour of Service in Rodrigues

20.6
Currently, Mauritian officers are paid a monthly disturbance allowance of 25%

of their respective gross salary (basic salary plus salary compensation at
approved rates) for serving on a tour of service. A tour of service is generally
of 12 months duration but it may be of a shorter period for exceptional cases.
The payment of the disturbance allowance is limited to three tours of service.
However, 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). Free accommodation is also provided to Mauritian public
officers posted in Rodrigues.
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Pay Review 2016
20.7
In the context of this review, representations have mainly been to increase the
rate for disturbance allowance. The Bureau considers that the present rate is
appropriate and with an increase in the salary, the quantum of the disturbance
allowance will also increase.
Recommendation 2
20.8
We recommend that:
(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 six months for exceptional cases such as the nonavailability of qualified staff in certain scarcity areas, 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 or quarters.
Inducement Allowance
20.9
Certain categories of professionals in scarce supply are posted on a tour of

service in Rodrigues and they are paid an inducement allowance of 50% of
monthly salary instead of the disturbance allowance.
20.10
The MCSAR determines the categories of people entitled to the inducement

allowance and approves the payment of the allowance.
20.11
Whenever Specialist/Senior Specialists are posted for short duration in

Rodrigues and are accommodated in fully furnished rent-free quarters/houses,
they are paid inducement allowance on a pro-rata basis for the duration of stay.
The inducement allowance is not payable to officers who are provided with
board and lodging in hotels for the duration of their tour.
20.12
While we recognise that in Rodrigues the configuration of the labour market has
changed and we believe that there is an increasing pool of local talent, there is
still need to attract professionals or experts in specialised fields in some scarce
domains. The provision for the payment of the inducement allowance is,
therefore, being maintained.
Pay Review 2016
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Recommendation 3
20.13
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% of the monthly

salary 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

20.14
Rodriguan officers coming to Mauritius on training are presently paid an

allowance equivalent to 50% of salary for the duration of the course together
with rent-free quarters. Those officers who cannot be provided with quarters
are paid an allowance of Rs 2400 monthly as assistance towards payment of
rent. We are maintaining the existing provision and revising the quantum of
assistance towards payment of rent.
Recommendation 4
20.15
We recommend that officers domiciled in Rodrigues and coming to

Mauritius on training should continue to be paid an allowance equivalent
to 50% of the monthly salary for the duration of the course; and those
officers who cannot be provided with quarters be paid an allowance of
Rs 2600 monthly as an assistance towards payment of rent.
Officers Performing Duties in a Higher Capacity

20.16
At present, the disturbance allowance or inducement allowance for those

officers, who are called upon to act in a higher capacity or are assigned duties
of the higher post in the hierarchy, is computed on the basis of aggregate
earnings (basic salary plus salary compensation at approved rates plus
acting/responsibility allowance). We are maintaining this mode of computation
which is appropriate.
Recommendation 5
20.17
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).
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Other Conditions
20.18
A Mauritian public officer 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 Ministers Office;
provided that the total volume of (i) and (ii) does not exceed 12 cubic
metres.
(c)
Pay Review 2016
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
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(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
20.19
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.
20.20
We also recommend that an officer, on his return to Mauritius at the end

of his tour of service, should be given priority of consideration to take his
earned vacation leave.
Rodriguan Police Officers posted in Mauritius

20.21
Rodriguan Police Officers when posted in Mauritius are paid a disturbance

allowance of 25% of monthly salary and are eligible for free passages.
Recommendation 7
20.22
We recommend that a disturbance allowance equivalent to 25% of

monthly salary should continue to be paid to Rodriguan Police Officers
posted on a tour of service in Mauritius.
20.23
We further recommend that an officer domiciled in Rodrigues and posted

to Mauritius should 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
20.24
Mauritian public officers are also required to serve in the Outer Islands, namely
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 gross monthly salary.
20.25
Federations have mainly represented for an increase in the rate of the

disturbance allowance. The Bureau considers that the disturbance allowance
payable to concerned officers at the rate of 60% of their gross salary
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Pay Review 2016
compensates adequately the shorter duration of tour of service and the

prevailing working conditions there.
Recommendation 8
20.26
We recommend that the monthly disturbance allowance of 60% of gross

salary (basic salary plus salary compensation at approved rates) payable
to officers on a tour of service in Agalega and St. Brandon should be
maintained.
20.27
We also 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
20.28
Mauritian officers while on a tour of service in Agalega or St. Brandon, presently

benefit from enhanced vacation leave such that they earn vacation leave at the
rate of 50% in addition to what they are entitled to for that period. This provision
is being maintained.
Recommendation 9
20.29
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% in
addition to what they are eligible for in respect of that period.
20.30
We further 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
20.31
An officer who is posted to the Outer Islands, Agalega and St. Brandon, 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
20.32
We recommend that the special conditions in respect of passages and

rent-free government quarters which an officer who is posted to the Outer
Islands is entitled to be maintained.
Enhanced Pension Benefit

20.33
The period during which a Mauritian citizen serves as a public officer in Agalega
or St. Brandon is presently reckoned as pensionable service at the rate of two
times.
Recommendation 11
20.34
We recommend that the existing provision be maintained.
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21.
21.1
IMPLEMENTATION PROCESS AND POST REVIEW MECHANISM

The Pay Research Bureau is an independent and permanent institution for the
review of Pay and Grading Structures and Conditions of Service in the Public
Sector. For each of its previous Reports, there has always been a chapter
regarding the implementation process and post review mechanism to ensure
successful and consistent implementation of our recommendations and at the
same time set the scene for the way forward.
Prevailing Environment
21.2
It is significant to note that we have emphasised, in our previous Reports, that

a review of Pay and Grading Structures and Conditions of Service in the Public
Sector has to be treated as an organic whole since all the recommendations
contained therein are inextricably intertwined. Any piecemeal implementation
regarding adjustment of salaries and review of organisation design is bound to
cause distortion of salary relativity which is itself the basis of job evaluation. The
conversion policy adopted following the EOAC Report further exacerbated the
distortion.
21.3
It is also worth mentioning that in the process of salary administration, it is

essential that following a major review exercise involving heavy financial costs,
an appropriate time lag needs to be allowed to implement and assimilate the
recommendations to measure the effectiveness and impact on the service
delivery and efficiency of institutions.
21.4
As we move forward in the preparation of this Report and make

recommendations for implementation, we have kept in mind the post review
events following the 1993 PRB Report (the CSAT Award of 26 September
1993), the 1998 PRB Report (the Adhoc Committee Report (Heeralall) released
in the year 2000), and the 2013 PRB Report (the EOAC Report released in May
2013 and the Committee Report released in February 2014) with a view to
easing the tense industrial environment.
Implementation Costs
21.5
The unpredictability of the world economy and new challenges arising have
rendered our economy vulnerable and may, in the long term, affect our
resilience and macro-economic stability. The current global economic situation,
therefore, commands fiscal discipline and close monitoring of public
expenditure, the moreso that Government finances, although not alarming, are
by no means comfortable. It is against this backdrop that we have carried out
the present general pay review exercise within the limits of national affordability
and social acceptability.
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21.6
The gross additional annual financial implications on account of implementation

of the various recommendations of this Report including pay and conditions of
service sums up to be around Rs 3 billions.
Effective Date
21.7
The date of implementation of this Report would in principle be 01 January 2016

in line with the EOAC Report 2013 recommendation as approved by
Government.
Accordingly, recommendations relating to both pay and
allowances, facilities, benefits and other conditions of service shall take effect
simultaneously and prospectively unless specifically stated otherwise.
Conversion
21.8
(i) The converted salaries effective from the date of implementation of

this Report which is 01 January 2016 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 row of the conversion table indicates the numerical

position of the salary point in the master salary scale of the
2016 PRB Report as shown at the foot of the table.
(b)
The second row indicates the basic salary effective as from

01 January 2013.
(c)
The gross salaries as at 31 December 2015 inclusive of the

extra remuneration, is at the third row of the conversion table.
(d)
The fourth row indicates the basic salaries payable as from

01 January 2016.
(ii)
Conversion to the revised salaries should be effected after the

grant of the normal annual increment due to officers on the
01 January 2016.
(iii)
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.
(iv)
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 2016.
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(v)
Officers in Trainee grades, in post as at 31 December 2015, whose

salary as at 01 January 2016 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.
(vi)
Officers who, as at 31 December 2015, were already drawing more

than the top of their salary scale as a result of the grant of long
service increment(s) or movement in the master salary scale by
virtue of a specific recommendation should convert in the normal
manner either in their salary scale or in the master salary scale, on
a personal basis.
(vii)
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.
(viii)
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)

21.9
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 scale. 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 next salary point
above the top of his/her salary scale for another two years.
21.10
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 or no 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.
21.11
In the context of this review exercise, representations have been made to the
effect that many officers who were eligible for LSI with the 2013 PRB Report
were no longer eligible for same with the EOAC Report. There is a second
category of officers who have been paid one LSI prior to the 2013 PRB Report
and a second one in January 2013, but the second increment had to be
refunded with the implementation of the EOAC Report. A third category of
representation relates to officers who were paid one LSI prior to the 2013 PRB
Report and the second one could not be paid following the implementation of
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Pay Review 2016
the EOAC Report. This situation arose because payment of the second
increment has been deferred due to the elongated scales recommended in the
EOAC Report. For the same reason, some officers have had to refund the
second increment which was already paid in January 2013 prior to the
implementation of the EOAC Report.
21.12
An analysis of the situations regarding the LSI as enunciated in the above

paragraph indicates that they have occurred mainly due to the review of the
periodicity of the PRB Report from five to three years and the extension of all
salary scales, without transitional provisions, by the EOAC. These categories
of officers have claimed that they have been made worse off with the EOAC
Report which has not considered LSI as an acquired right.
21.13
We have made an in-depth study of the whole issue in the context of this review
exercise and are making appropriate provision based both on the reinstatement
of five year periodicity of the PRB Report and the new policy adopted for salary
scales.
21.14
All grades, other than 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 62950 and above, would be eligible for LSI, subject to
satisfying all the conditions, as explained in the ensuing paragraphs.
(i)
An officer would be eligible for the first increment of LSI i.e.

movement by one additional salary point to be read from the master
salary scale, when he/she satisfies all the following three
conditions:
(a)
he/she reckons 24 years service in a single grade;
(b)
he/she reaches the top salary of the revised salary scale; and
(c)
he/she stagnates on the top of the revised salary scale for two
years.
Thereafter, a second and final increment in respect of LSI would be

payable to him/her after another period of two years.
(ii)
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 paragraph (i) above.
(iii)
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
for the implementation of paragraph (i) above.
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(iv)
For officers who have been re-deployed 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 the implementation
of paragraph (i) above.
Payment of Allowances
21.15
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
21.16
Option is a post review activity related to implementation of the Report

and falls under the responsibility of the Ministry of Civil Service and
Administrative Reforms.
21.17
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.
21.18
Employees, who, following the implementation of the 2008 PRB 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 2016 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.
21.19
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 2016.
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Application/Interpretation of the Report

21.20
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 organisation 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.
21.21
After the publication and approval of the Report, the HR Division of the Ministry
of Civil Service and Administrative Reforms has the responsibility for the
implementation of the recommendations, subject to appropriate legislation
being enacted, where necessary. The Ministry then issues circulars to
Supervising Officers of Ministries/Departments, Heads of Parastatal Bodies and
Local Authorities, and the Island Chief Executive for the Rodrigues Regional
Assembly to inform public officers of the General Recommendations for the
signing of Option Forms.
21.22
As for the past seven 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.
21.23
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. A Communication Desk will be set up to
assist employees/union representatives in the implementation issues.
21.24
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.
21.25
The Bureau would subsequently, examine the cases submitted by the

MCSAR as early as possible and would submit its recommendations for
immediate action wherever expedient to facilitate implementation.
21.26
All cases of omissions/clarifications, including those reported upon for

immediate action, shall be compiled and integrated in a separate
Addendum Report to the 2016 PRB Report to be published within a period
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of 12 months from the date of implementation of the 2016 PRB Report.

The Addendum Report should be read along the main Reports.
21.27
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 continue to 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.
21.28
After the publication of the Addendum Report of the 2016 PRB 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
Ministries/
Departments/Organisations, Parent Ministry wherever applicable and the
MCSAR as indicated in the Customer Charter of the PRB.
21.29
To ensure implementation of the recommendations of the 2016 PRB

Report, all Ministries/Departments/Organisations should have a dedicated
officer the seniormost officer of the Human Resource Management
cadre for monitoring and follow up action.
21.30
Ministries/Departments/Organisations 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,
organisations may seek the advice of the MCSAR in writing with copy to
the Bureau.
21.31
Following the publication of the 2013 PRB Report, the MCSAR through Circular
No. 19 of 2012 informed public officers regarding the setting up of Central
Implementation and Monitoring Committee (CIMC) at the level of the Ministry
for the smooth and timely implementation of the recommendations of the
Report. This Committee is chaired by the Senior Chief Executive of the MCSAR
and has as members, representatives of the Prime Ministers Office, Pay
Research Bureau, Ministry of Finance and Economic Development and the
Ministry of Civil Service and Administrative Reforms.
21.32
At its first meeting on 24 April 2013, the CIMC took the decision, among others,
that:
(v)
a Departmental Implementation and Monitoring Committee (DIMC) be
set up at the level of Ministries/Departments/Organisations forthwith with
the Supervising Officer of the respective Ministries as Chairperson;
(vi)
the DIMC should meet at least once a month and copy of the notes of
meeting should be forwarded to the CIMC; and
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(vii)
the CIMC will meet at least once a month to examine all pending
implementation issues.
21.33
All the decisions of the CIMC were communicated to Supervising Officers in

Charge of Ministries/Departments through Circular Letter No. 31 of 2013.
21.34
During consultations with all stakeholders, the Bureau has lengthily put
emphasis on the importance and relevant role of the CIMC/DIMC for effective
implementation of the PRB Reports. Members were apprised that they should
put in place these mechanisms to address implementation issues in a timely
and efficient manner.
21.35
All issues relating to implementation of the 2016 PRB Report should first
be looked into by the DIMC which all Ministries/Departments/
Organisations should set up at their level. Unresolved issues at this level
should then be forwarded to the CIMC which has been set up at the
MCSAR since the last Report.
21.36
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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22.
Other Pertinent Issues and Recommendations
OTHER PERTINENT ISSUES AND RECOMMENDATIONS
Caution
22.1
The Vision 2030 of the Government provides the path way for a shift from a
medium income economy to a high income one in the years to come with focus
on creation of employment, modernisation of certain existing sectors, alleviating
extreme poverty, amongst others.
22.2
The recommendations contained in this Report are geared towards the main
theme Transformation of the Public Sector for enhanced service delivery to
meet citizens, non-citizens and other stakeholders needs focussing on
providing career path, career earnings, conducive work environment,
continuous training, digitalisation of work processes with particular attention
given to sectors dealing with service to the community.
22.3
Our main challenge has been the production of the first triennial Report after
the publication of three successive Reports PRB 2013, Errors, Omissions and
Anomalies Committee (EOAC) Report and Committee on Representations
arising out of the EOAC Report, while going through all the processes and
procedures required for a quinquennial Report. On top of that, the Bureau was
also mandated, during the same period, to act as an Independent Salary
Commission with the Terms of Reference to review the salaries and conditions
of service of employees of the ex-MSIRI and ex-MSA who opted/not opted to
join the Mauritius Cane Industry Authority.
22.4
It is worth highlighting that during two successive financial years (2014/15 and
2015/16), Government granted Rs 600 across the board and Rs 250 to the
lower rung and Rs 150 at the upper echelon to compensate for cost of living
allowances. The moreso, the economic growth rate has been under 4% for the
recent years.
22.5
It is against the above background that the pay package has been worked out
taking also 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.
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22.6
Our survey has once again revealed that much difference still 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.
22.7
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:
22.8
maintaining benefits for incumbents in post but recommending that officers

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.
The Bureau proposes to continue to keep a watch on the market and may
in the light of new development, review the scales for future entrants on
need arising.
Employees with Disabilities

22.9
People with disabilities should enjoy equal rights and opportunities as 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.
22.10
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.
22.11
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 Governments 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.
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22.12
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
22.13
We again recommend that:

(i)
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;
(ii)
Government should facilitate inclusion of persons with disabilities

in employment;
(iii)
as far as possible, employees with disabilities should be posted

near their place of residence;
(iv)
handicapping barriers should be removed so that persons with

disabilities can easily be integrated in the main stream of the
society and can also participate in all activities by the creation of
an inclusive society and access of all amenities and facilities;
(v)
annual casual leave entitlement be 12 days;
(vi)
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
(vii)
refund of travelling by bus to attend duty should be by the most

practical route though not the most economical one.
Schemes of Service
22.14
We have in this Report brought a few structural changes, where deemed

expedient in a few cadres, consequential amendments would, therefore,
have to be brought to the schemes of service of grades to reflect the
required profiles and the new roles and responsibilities that would be
devolving on incumbents.
22.15
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 period of six months.
Alignment of Schemes of Service in the Public Sector

22.16
We have once again, 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
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Pay Review 2016
Parastatal Bodies and Local Authorities, though under different appellations,

have been aligned salarywise on their Civil Service counterparts.
22.17
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
22.18
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
22.19
During consultations, the Bureau was requested to change existing modes of

appointment from promotion to selection and vice versa without reasonable
justification. We informed the parties concerned that amendment in schemes
of service rests with Federations, Management and the Ministry of Civil Service
and Administrative Reforms. After the appropriate procedures have been
followed, the Bureau then provides the salary grading for posts wherever there
has been amendment in the scheme of service. We have once again 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

22.20
As stated in the last Budget Speech, the Government is providing many

incentives to our professionals working abroad to return to their homeland so
as their experience and competencies could be judiciously utilised by our
citizens as a whole. This scheme would in a way ensure that best talents are
made available in our Civil Service. It has always 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.
22.21
In many Commonwealth countries, it is noted that 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
Pay Review 2016
~368~
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.
22.22
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.
22.23
As pointed out in our previous Reports that some top executives of the public
sector are by virtue of their functions and position they occupy, are required to
stay connected with people, receive and entertain high officials and reciprocate
invitations received. Therefore, the payment of an allowance for entertainment
expenses is fully justified.
Recommendation 3
22.24
We recommend that officers of the level of Permanent Secretary and

above be paid a monthly entertainment allowance of Rs 7500.
Services of Driver to officers eligible for chauffeur driven car

22.25
Officers of the level of Permanent Secretary and above are, among others,
eligible for a government official car together with the services of a driver. Such
officers, due to their nature of work, are often called upon to attend office or to
emergencies outside normal working hours and sometimes when their personal
drivers are not available. In the context of this review exercise request has been
made to allow this category of officers to avail of the services of a driver from
the pool in such circumstances. We recommend accordingly.
22.26
We further recommend that the MCSAR should set up a mechanism for

effective implementation of this provision.
Gender Neutral Considerations

22.27
Gender Neutral policies have become increasingly common throughout the

world. To be in line with the above, the Government of Mauritius has a dedicated
Ministry to cater for gender issues. Moreover, 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
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Pay Review 2016
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.
************
Pay Review 2016
~370~
Conclusions
23.
23.1
CONCLUSION
In attunement with our theme - the Transformation of the Public Sector for
enhanced service delivery to meet citizens, non-citizens and other stakeholders
needs, we have set the appropriate pay and grading structures and conditions of
service to promote efficiency, productivity and performance of employees. It is
our expectations that the new pay package will provide the drive for employees
to deliver with high ethical standards, fairness, objectivity and effectiveness while
remaining courteous and attentive to the customer needs.
************
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Pay Review 2016
Pay Review 2016
~372~

REPORT 2016
LUM
VO
PART I
CIVIL SERVICE
PAY RESEARCH BUREAU

MARCH 2016
Review of
Pay and Grading Structures
and Conditions of Service in the Public Sector
(Civil Service, Parastatal and other Statutory Bodies,
and
The Private Secondary Schools
Volume 2
Part I
Civil Service
PAY RESEARCH BUREAU

MARCH 2016
THIS PART IS A CONTINUATION
OF
VOLUME 1
TABLE OF CONTENTS
Chapter
Page
INTRODUCTION ................................................................................................................................................1
1.
OFFICE OF THE PRESIDENT.................................................................................................................3
2.
OFFICE OF THE VICE PRESIDENT .......................................................................................................7
3.
NATIONAL ASSEMBLY ..........................................................................................................................9
4.
ELECTORAL SUPERVISORY COMMISSION AND ELECTORAL BOUNDARIES COMMISSION ... 17
5.
ELECTORAL COMMISSIONERS OFFICE ......................................................................................... 19
6.
THE JUDICIARY ................................................................................................................................... 23
7.
PUBLIC AND DISCIPLINED FORCES SERVICE COMMISSIONS .................................................... 35
8.
OMBUDSMANS OFFICE ..................................................................................................................... 39
9.
NATIONAL AUDIT OFFICE .................................................................................................................. 41
10.
EMPLOYMENT RELATIONS TRIBUNAL ............................................................................................ 47
11.
LOCAL GOVERNMENT SERVICE COMMISSION .............................................................................. 51
12.
NATIONAL HUMAN RIGHTS COMMISSION ...................................................................................... 55
13.
OMBUDSPERSON FOR CHILDRENS OFFICE ................................................................................. 57
14.
PRIME MINISTERS OFFICE ............................................................................................................... 59

DEPARTMENT FOR CONTINENTAL SHELF AND MARITIME ZONES ADMINISTRATION AND
EXPLORATION...................................................................................................................................................... 69
EQUAL OPPORTUNITIES TRIBUNAL ................................................................................................................. 71
ENVIRONMENT AND LAND USE APPEAL TRIBUNAL ...................................................................................... 73
STRATEGIC POLICY AND PLANNING DEPARTMENT ...................................................................................... 75
EQUAL OPPORTUNITIES COMMISSION ............................................................................................................ 79
GOVERNMENT INFORMATION SERVICE ........................................................................................................... 81
FORENSIC SCIENCE LABORATORY .................................................................................................................. 87
CIVIL STATUS DIVISION ...................................................................................................................................... 95
RODRIGUES ........................................................................................................................................................ 101
14.1
NATIONAL DEVELOPMENT UNIT ...................................................................................................... 103
14.2
MAURITIUS POLICE FORCE ............................................................................................................... 109
15.
14.3
GOVERNMENT PRINTING................................................................................................................... 133
14.4
METEOROLOGICAL SERVICES ......................................................................................................... 139
14.5
MAURITIUS PRISON SERVICE ........................................................................................................... 153
DEPUTY PRIME MINISTERS OFFICE, MINISTRY OF TOURISM AND EXTERNAL

COMMUNICATIONS............................................................................................................................ 171
EXTERNAL COMMUNICATIONS - CIVIL AVIATION SERVICES ...................................................................... 175
16.
VICE PRIME MINISTERS OFFICE, MINISTRY OF HOUSING AND LANDS .................................. 191
17.
VICE PRIME MINISTERS OFFICE, MINISTRY OF ENERGY AND PUBLIC UTILITIES ................ 201
18.
MINISTRY OF FINANCE AND ECONOMIC DEVELOPMENT ........................................................... 215

ASSESSMENT REVIEW COMMITTEE ............................................................................................................... 221
INDEPENDENT REVIEW PANEL ....................................................................................................................... 225
FINANCIAL OPERATIONS CADRE .................................................................................................................... 227
INTERNAL CONTROL CADRE ........................................................................................................................... 231
PROCUREMENT POLICY OFFICE ..................................................................................................................... 235
PROCUREMENT AND SUPPLY CADRE ........................................................................................................... 237
CENTRAL PROCUREMENT BOARD ................................................................................................................. 243
THE TREASURY ................................................................................................................................................. 247
STATISTICS MAURITIUS ................................................................................................................................... 251
VALUATION DEPARTMENT............................................................................................................................... 255
CORPORATE AND BUSINESS REGISTRATION DEPARTMENT..................................................................... 261
REGISTRAR-GENERALS DEPARTMENT ........................................................................................................ 265
19.
MINISTRY OF TECHNOLOGY, COMMUNICATION AND INNOVATION ......................................... 269

CENTRAL INFORMATICS BUREAU .................................................................................................................. 272
CENTRAL INFORMATION SYSTEMS DIVISION ............................................................................................... 275
DATA PROTECTION OFFICE ............................................................................................................................. 279
19.1 INFORMATION AND COMMUNICATION TECHNOLOGIES APPEAL TRIBUNAL .................................. 287
20.
MINISTRY OF YOUTH AND SPORTS ................................................................................................ 289
21.
MINISTRY OF PUBLIC INFRASTRUCTURE AND LAND TRANSPORT .......................................... 301

PUBLIC INFRASTRUCTURE DIVISION ............................................................................................................. 301
LAND TRANSPORT DIVISION ........................................................................................................................... 327
NATIONAL TRANSPORT AUTHORITY .............................................................................................................. 332
22.
MINISTRY OF EDUCATION AND HUMAN RESOURCES, TERTIARY EDUCATION AND

SCIENTIFIC RESEARCH ................................................................................................................... 339
23.
MINISTRY OF HEALTH AND QUALITY OF LIFE ............................................................................. 381
24.
MINISTRY OF LOCAL GOVERNMENT ............................................................................................. 487

24.1
MAURITIUS FIRE AND RESCUE SERVICE ........................................................................................ 491
25.
MINISTRY OF SOCIAL INTEGRATION AND ECONOMIC EMPOWERMENT ................................ 501
26.
MINISTRY OF FOREIGN AFFAIRS, REGIONAL INTEGRATION AND INTERNATIONAL TRADE 505
27.
ATTORNEY-GENERALS OFFICE .................................................................................................... 515
28.
MINISTRY OF AGRO-INDUSTRY AND FOOD SECURITY .............................................................. 531
29.
MINISTRY OF ARTS AND CULTURE ............................................................................................... 575

29.1 NATIONAL ARCHIVES DEPARTMENT ...................................................................................................... 585
30.
MINISTRY OF INDUSTRY, COMMERCE AND CONSUMER PROTECTION ................................... 589
31.
MINISTRY OF GENDER EQUALITY, CHILD DEVELOPMENT AND FAMILY WELFARE .............. 605
32.
MINISTRY OF FINANCIAL SERVICES, GOOD GOVERNANCE AND INSTITUTIONAL

REFORMS ........................................................................................................................................... 615
33.
MINISTRY OF BUSINESS, ENTERPRISE AND COOPERATIVES .................................................. 619
34.
MINISTRY OF SOCIAL SECURITY, NATIONAL SOLIDARITY AND REFORM INSTITUTIONS .... 629
34.1
35.
REFORM INSTITUTIONS AND REHABILITATION ............................................................................. 640
MINISTRY OF OCEAN ECONOMY, MARINE RESOURCES, FISHERIES, SHIPPING AND OUTER

ISLANDS ............................................................................................................................................. 657
FISHERIES DIVISION .......................................................................................................................................... 658
SHIPPING DIVISION ............................................................................................................................................ 670
36.
MINISTRY OF ENVIRONMENT, SUSTAINABLE DEVELOPMENT, DISASTER AND BEACH

MANAGEMENT .................................................................................................................................. 683
37.
MINISTRY OF CIVIL SERVICE AND ADMINISTRATIVE REFORMS............................................... 701
38.
MINISTRY OF LABOUR, INDUSTRIAL RELATIONS EMPLOYMENT AND TRAINING ................ 723
39.
WORKMENS GROUP........................................................................................................................ 739
MASTER CONVERSION TABLE
Annex
Civil Service
Introduction
CIVIL SERVICE
INTRODUCTION
1.
Volume 2 Part I describes the orientation of Ministries/Departments and other

Divisions in the Civil Service to achieve their respective mandate. It reports upon the
pay and grading structures, specific conditions of service and organisational redesign
which is fundamental for an effective service delivery. This volume is an integral part
of Volume 1.
2.
The Civil Service is the administrative arm of Government and comprises

Ministries/Departments which have specific functions. The Civil Service has evolved
as a modern and professional democratic institution built on the principles of valuebased ethics, enlightened leadership and human quality development policies. The
main functions of the Civil Service, among others, are to assist government in
formulation of public policy; ensure that policy is carried out efficiently and effectively
and more importantly provide quality service to the public. Generally, the Civil Service
has a hierarchical structure with well-defined reporting lines and level of
responsibilities.
3.
The Civil Service comprises mainly 25 Ministries and other Departments. It is headed
by the Secretary to Cabinet and Head of the Civil Service who is the chief adviser to
the Prime Minister on civil service and other related matters. He is responsible to
ensure that the Civil Service serves the best interests of citizens and other
stakeholders and delivers its various services in a trustworthy, efficient and cost
effective and timely manner. The administrative, professional, technical cadres and
General Services grades englobes about 1300 grades.
4.
The core values of the Civil Service, which all civil servants are expected to share
and uphold are:
5.
(i)
honesty and integrity and devotion to service the population in an unbiased

manner;
(ii)
accountability for decisions and actions;
(iii)
impartiality in the execution of public functions; and
(iv)
dedication, professionalism and diligence in serving the people.
The guiding philosophy of this pay review in the Civil Service and other organisations
has been to evolve a remuneration package linked to the simplification of structures,
providing career progression and earnings, inculcation of a result oriented culture,
assimilation of technology and capacity building, while keeping in view the
affordability of government to pay and social acceptability. The challenge in this
report is to develop a complete new civil service that is geared and tailored to meet
different cultural, political and social environments. On the other hand, the Civil
Service should be sufficiently attractive to enable the recruitment of qualified people
~1~
Pay Review 2016
Civil Service
Introduction
in traditional and emerging salaries and to retain and motivate them while ensuring
that they will carry out their duties with commitment and integrity.
6.
This volume gives an overview of the respective vision, mission and objectives of
each institution of the Civil Service; their organisation structure, pay and grading
structures and specific conditions for their needs and reflective specifications.
7.
This volume also makes emphasis on an array of measures which have been
recommended to meet the set objectives of transforming public sector organisations.
Some of the measures include reduction of layers, restyling of grades to reflect the
core duties and merging of grades where there is considerable overlapping of duties
with the consent of stakeholders to facilitate decision-making, and upgrading of
post/pay scales to reflect changes in qualifications, duties and responsibilities
devolving upon incumbents.
8.
As in previous Reports, the Ministries and Departments are presented as shown in

the Estimates 2015 - 2016. Recommendations on organisation and pay structures
as well as specific conditions are made under the relevant Ministry/Department. The
various grades are presented in the salary schedule in descending order and to the
extent possible in their respective hierarchy. Specific recommendations on the
Workmens Group are made at Chapter 40. The pay recommendations for these
categories of workers are made under the respective Ministry/Department.
9.
The salary code used in respect of each grade comprises eight digits: 1st two digits
refer to the broad occupational grouping; 2nd and 3rd three digits indicate the initial
and the top salary points as numbered in the master salary conversion table. In case
of flat salaries, 000 is used in lieu of the second three digits.
10.
We underline herewith that the Report is a holistic document and has to be

treated as an organic whole since all the recommendations (salary, conditions
of service and benefits) contained therein are inextricably inter-twined and have
a financial bearing directly or indirectly.
**********
Pay Review 2016
~2~
Civil Service
Office of the President
1. OFFICE OF THE PRESIDENT

1.1
The Office of the President is established under the Constitution of Mauritius to assist
the President of the Republic in her duties to preserve, protect and defend the
Constitution and promote National Unity. Its vision is to have a country where the
rights of every citizen are respected according to the Constitution and vulgarising the
Mauritian Republic as a nation.
1.2
The objectives of the Office of the President are, among others, to: issue the writ of
Elections; organise the protocol to put in place a Government of the day and the
Leader of the Opposition; hold activities/functions which bring together all the different
communities of the country and other islands; and organise functions to receive
dignitaries of the level of Head of States.
1.3
The overall administration of the Office rests upon the Secretary to the President. He
is assisted in his tasks by officers of the Administrative cadre, General Services and
other specific grades.
1.4
In the context of this Review, representation has been made for upgrading the salary
of the grade of Secretary to the President. During consultation, Management was
informed that salaries of Chief Executives would be examined horizontally taking into
consideration, amongst others, the relative levels of responsibility, accountabilities
and scope of activities.
Secretary to the President

1.5
Provisions exist to assign the duties of Secretary to the President to a Permanent

Secretary who would, inter alia, advise the President in carrying out her
constitutional/official obligations and be responsible for the overall day-to-day
administration of the Office of the President. This arrangement is being
maintained.
OFFICE OF THE PRESIDENT

SALARY SCHEDULE
Salary Code
Salary Scale and Grade
02 000 106
Rs 122000
Secretary to the President
08 061 075
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525

46900
Personal Secretary
~3~
Pay Review 2016
Civil Service
Salary Code
26 044 072
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125

x 1225 40800 x 1525 42325
Maintenance Officer
26 029 062
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 31725
Assistant Maintenance Officer
11 050 070
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 39575

Household Supervisor
24 044 070
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125

x 1225 39575
Chef
24 033 065
Rs 15750 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 32500 x 925 34350
Assistant Chef (Roster)
11 036 059
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 29400
Housekeeper
24 036 056
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 27075
24 030 055
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 26300
Chauffeur
22 022 055
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 26300
Telephonist (Shift)
24 030 054
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 25525
Butler
Pay Review 2016
~4~
Civil Service
Salary Code
24 030 053
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 24750
Senior Household Attendant
24 020 046
Rs 12230 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 20525
Household Attendant (Roster)
11 023 053
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 24750
Housekeeper's Assistant
24 036 052
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 23975
Head Gardener/Nursery Attendant
Personal Attendant
24 022 047
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21000
Senior Gardener/Nursery Attendant
24 019 045
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 20050
Gardener/Nursery Attendant
24 027 056
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 27075
Leading Hand/Senior Leading Hand
formerly Leading Hand
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325

17700 x 375 19575 x 475 21950 x 625 23200
Driver
24 018 044
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325

17700 x 375 19575
Security Guard
~5~
Pay Review 2016
Civil Service
Salary Code
24 015 040

Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x
325 17700 x 375 18075
Caretaker
Laundry Attendant
Sanitary Attendant
24 001 038
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x

260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker
**********
Pay Review 2016
~6~
Civil Service
Office of the Vice President
2. OFFICE OF THE VICE PRESIDENT

2.1
The Office of the Vice-President is established under the Constitution of Mauritius, to

provide round the clock support to the Vice-President of the Republic. It is
responsible, among others, for the communication of the Vice-President; planning
and arrangement for the reception of visitors; organising and preparing the time
schedule as well as ensuring the security of the Vice-President.
2.2
An Officer-in-Charge is responsible for the day to day running of the Office. He is

supported in the discharge of his duties by staff belonging to the General Services
and those of the Workmens group.
2.3
In the context of this Review, representation has been made for revision of the
monthly ad hoc allowance payable to the Office Management Executive who has
been assigned the duties of Officer-in-Charge.
2.4
The Bureau has taken note of the proposal and is maintaining the present structure.
OFFICE OF THE VICE PRESIDENT
SALARY SCHEDULE
Salary Code
08 061 075

Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525 46900
Personal Secretary
24 030 054
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 25525
Butler
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200
Driver
24 024 050
Rs 13270 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 22575
Cook (Roster)
24 020 046
Rs 12230 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 20525
Household Attendant (Roster)
~7~
Pay Review 2016
Civil Service
Office of the Vive President
Salary Code
24 019 045
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 20050
24 001 038
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x

260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker
**********
Pay Review 2016
~8~
Civil Service
National Assembly
3. NATIONAL ASSEMBLY
3.1
The National Assembly together with the President of the Republic of Mauritius is a
parliamentary institution which plays a critical role in ensuring democracy. Its main
functions comprise the enactment of laws, controlling the finances of the State,
debate on government policy and scrutiny of the actions of Government and the
Ministries.
3.2
Its objectives are, among others, to: keep under continuous review the parliamentary
service with a view to enabling members of Parliament to discharge their duties in the
best of conditions; and interact with the Parliaments of the rest of the world in order
to enhance the democratic principles. The mission of the National Assembly relates
to ensuring that the best interests of the Nation are served.
3.3
The Assembly operates under five functional units namely: Hansard; Pre Press;
Parliamentary ICT; Information; and Overseas Service, Protocol and
Communications. Each Unit has its own specificity and contribution towards the
achievement of the objectives of the National Assembly.
3.4
The National Assembly is under the administrative responsibility of the Clerk who is
assisted in the discharge of her duties by a complement of staff comprising
professionals, technical, general services and other supporting grades.
3.5
In the context of this Review, the main representations from the official and the staff
side pertained to: amendment of scheme of service; upgrading of salaries; and
creation of additional levels.
3.6
During consultations, stakeholders were apprised that Management should consider

all possible implications before proceeding with any amendment in the scheme of
service of a grade. It was also highlighted that grades which are urgently needed
would be graded by the Bureau on an adhoc basis well before and even after the
publication of the Report once establishment and financial clearances are obtained
and the proposed scheme of service is in order. As regards upgrading of salaries,
parties were informed that this request would be considered on the basis of fresh
information from the job description questionnaires and job evaluation exercise. To
address issues relating to HR, it is recommended that Management should conduct
a Human Resource Planning exercise to identify the need for HR requirements and
to prompt appropriate remedial measures.
3.7
Each submission has been scrupulously examined. With a view to enhancing the
smooth functioning of the Hansard Unit, we are reinforcing its structure by providing
an additional level as well as making provision for the conduct of a health surveillance
for officers of the Hansard Reporter and Sub Editor Cadre. We are also revising the
robing allowance and restyling grades in the Parliamentary ICT Unit.
~9~
Pay Review 2016
Civil Service
National Assembly
Assistant Hansard Editor (New Grade)

3.8
One of the core responsibilities of the Hansard Unit is to produce and make the
proceedings of Parliamentary Sittings and Committees available online within
24 hours after adjournment of the sittings. The tight time schedule for the delivery of
these debates places constant pressure on the officers of the unit especially as the
verbatim reports have to be edited several times by officers at various levels prior to
their release. Other important responsibilities of the unit comprise, among others, the
production of archival versions of Hansard. Further, with the digitization process new
responsibilities have arisen and the scope of the functions has been widened. On this
basis, Management as well as the staff side have requested for additional levels to
be created to reinforce the unit so as to be able to cope with the exigencies of the
institution. The Bureau has examined the matter at length and considers that there
are valid grounds for the creation of a level of Assistant Hansard Editor and we are
Recommendation 1
3.9
We recommend the creation of a grade of Assistant Hansard Editor.

Appointment thereto should be made by selection from candidates possessing
a joint degree in English and French or an equivalent qualification and who
reckon at least two years experience in editing.
3.10
Incumbent would, inter alia, assist the Hansard Editor in editorial duties and proofreading of Hansards, monitor and follow up of updated and revised versions of
Hansard; review Hansard policies, practices and procedures; identify issues and
factors that may arise with regard to the production of verbatim reports in view of
initiating appropriate measures and setting up of action plans and provide appropriate
coaching to the Reporters cadre.
Hansard Editor
3.11
Pursuant to the creation of the grade of Assistant Hansard Editor, the entry
requirements for the grade of Hansard Editor have changed. There is, therefore,
need to bring consequential changes in the scheme of service of the grade.
Recommendation 2
3.12
We recommend that, henceforth, the grade of Hansard Editor should be filled

by promotion, on the basis of experience and merit, of incumbents in the grade
of Assistant Hansard Editor reckoning at least three years service in a
substantive capacity in the grade.
Pay Review 2016
~10~
Civil Service
National Assembly
Specific Conditions of Service

Health Surveillance
3.13
Representations were received from the staff side that in view of the nature of duties
performed by the officers of the Hansard Reporter and Sub Editor cadre, they are
prone to be affected by computer vision syndrome; suffer from strain injuries and
other painful conditions affecting muscles and tendons. The Bureau carried out a site
visit at the National Assembly whereupon it was observed that the officers work from
small and stuffy cubicles. Further, they are also required to continually wear
earphones as well as view screens of their monitor throughout the day. As these
conditions may be detrimental to their health, we are making appropriate
recommendation for the health surveillance of these officers.
Recommendation 3
3.14
We recommend that the National Assembly should make arrangement with the
Occupational Safety and Health Unit of the MCSAR to have regular
occupational safety and health audits so as to identify any risk to safety and
health for the officers concerned and to subsequently recommend remedial
measures. The National Assembly should also consider the advisability to
arrange with the Health Authorities for a medical surveillance for the officers of
the Hansard Unit.
Time Off/Overtime Allowance to officers in the grades of the Hansard Unit

3.15
Officers in the grades of the Hansard Unit are presently granted time off or paid
overtime whenever they are called upon to work outside their normal working hours
during parliamentary sittings. This provision is being maintained.
Recommendation 4
3.16
We recommend that the Hansard Editor, Assistant Hansard Editor and officers
of the Hansard Reporter and Sub Editor cadre should continue to be granted
time off or paid overtime for work performed outside normal working hours.
Staggered Hours
3.17
The Hansard Editor and Assistant Hansard Editor as well as officers in the grades of
Assistant Hansard Reporter and Sub Editor, Hansard Reporter and Sub Editor,
Senior Hansard Reporter and Sub Editor, and Chief Hansard Reporter and Sub Editor
would be required to work at staggered hours. This element has been taken into
account in the determination of the salaries of the relevant grades.
Robing Allowance
3.18
As per existing provision, the Clerk of the National Assembly, Deputy Clerk and Clerk
Assistants, National Assembly are eligible for a Robing Allowance of
Rs 4800 yearly. We are maintaining this provision.
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Pay Review 2016
Civil Service
National Assembly
Recommendation 5
3.19
We recommend that the Clerk of the National Assembly, Deputy Clerk and Clerk
Assistants, National Assembly should continue to be paid a Robing Allowance
of Rs 4800 yearly.
Parliamentary ICT Unit

3.20
The Parliamentary ICT Unit of the National Assembly comprises a four-level structure,
headed by the Parliamentary ICT Manager.
3.21
The grades of Parliamentary ICT Officer, ICT Support Officer and IT and Audio Visual
Operator were created in the EOAC Report, following which a few inconsistencies
were noted in either the qualification requirements or job title or salary granted to the
grades. We are making provisions to address these inconsistencies.
Parliamentary ICT Support Officer, formerly ICT Support Officer

3.22
At present, the qualification requirements of the grade of ICT Support Officer are a
Higher School Certificate, a Certificate in Information Technology or Computer
Studies and candidates should be A+ Certified and reckon practical experience in
Computer Operations. The Bureau considers that these requirements are not in
consonance with the duties and responsibilities devolving upon the grade. Moreover,
the appellation should be reviewed as there is already a grade of ICT Support Officer
at the Ministry of Education and Human Resources, Tertiary Education and Scientific
Research, where the qualification requirements and duties are different. In this
context, we are restyling the grade and reviewing the qualification requirements.
Recommendation 6
3.23
We recommend that the grade of ICT Support Officer on the establishment of

the National Assembly be restyled Parliamentary ICT Support Officer.
Appointment thereto should be made from among candidates possessing a
Cambridge Higher School Certificate, a Certificate in Information Technology
or Computer Studies and at least six months practical experience in Computer
Operations.
3.24
The Bureau has taken into account the element of working at staggered hours
in arriving at the recommended salary.
Parliamentary ICT Officer

3.25
The recommended qualification requirements of the grade of Parliamentary ICT

Officer, as per the EOAC Report, are a degree in Computer Science /Computer
Engineering/ Information Systems/ Information Technology/ Software Engineering or
any degree the major part of which should be Computer Science/ Computer
Engineering/ Information Systems/Information Technology/Software Engineering
from a recognised institution and at least two years experience in Networking,
Application and Database Design as well as possessing knowledge in Sound/Video
Pay Review 2016
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Civil Service
National Assembly
ICT Architecture and Operation of multi-user systems and be conversant with audio
recording and voice-to-text technologies.
3.26
The Bureau has noted that the salary granted to the grade does not reflect the
qualifications requirements, which in turn do not match the level of duties and
responsibilities devolving upon incumbent. Furthermore, we consider that the
requirement for potential candidates to possess knowledge in sound/video ICT
Architecture and operation of multi-user systems and be conversant with audio
recording and voice-to-text technologies, may lead to recruitment difficulties. In this
context, we are revisiting the qualification requirements of the grade.
Recommendation 7
3.27
We recommend that appointment to the grade of Parliamentary ICT Officer

should be made by selection from among candidates possessing a Diploma in
Information Technology or Computer Science or Computer Engineering or
Information Systems or Software Engineering or in a related relevant field and
reckoning at least two years experience in networking, application and
database design.
3.28
Management may provide the appropriate on-the-job training in sound/video ICT

Architecture, multi-user systems and audio recording and voice-to-text technologies
to incumbent during his/her period of temporary appointment.
3.29
Audio Visual Operator

formerly IT and Audio Visual Operator
3.30
The grade of IT and Audio Visual Operator was created in the EOAC Report where it
was recommended that appointment thereto be made by selection from among
candidates possessing a Cambridge School Certificate, a Certificate in IT, who are
A+ Certified and also reckon basic audio knowledge along with at least three years
experience in the operation of IT and audio equipment.
3.31
After examination, the Bureau has noted that the recommended qualification
requirements and salary are not in consonance with the level of duties. This
mismatch is being addressed in this Report. We are also restyling the grade to a
more appropriate appellation to reflect the true nature of duties performed.
Recommendation 8
3.32
We recommend that the grade of IT and Audio Visual Operator be restyled

Audio Visual Operator. Appointment thereto should be made by selection from
among candidates possessing a Cambridge School Certificate, and a
Certificate of Proficiency in IT as well as reckoning at least two years
experience in operation of audio visual equipment.
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Pay Review 2016
Civil Service
3.33
National Assembly
Specific Condition of Service

Health Surveillance
3.34
Employees in IT grades at the National Assembly are required to work on a computer

screen for most of their time, which may be detrimental to their eyesight. In this
context, we deem it imperative for the officers concerned to undergo regular medical
check ups. We are making a recommendation to that effect.
Recommendation 9
3.35
We recommend that Management of the National Assembly should make

necessary arrangements with Health Authorities, for its employees in IT grades
to undergo a medical surveillance, including regular health check ups, free of
charge.
NATIONAL ASSEMBLY
SALARY SCHEDULE
Salary Code
02 000 106

Rs 122000
Clerk of the National Assembly
02 086 095
Rs 64800 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

86000
Deputy Clerk, National Assembly
02 061 085
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 62950
Clerk Assistant, National Assembly
04 069 085
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Parliamentary ICT Manager
04 057 081
Rs 27850 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Deputy Parliamentary ICT Manager
Pay Review 2016
~14~
Civil Service
National Assembly
Salary Code
05 068 089
Rs 37125 x 1225 40800 x 1525 49950 x 1625 62950 x 1850

68500 x 1950 70450
Parliamentary Librarian and Information Officer
05 057 081
Rs 27850 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
Assistant Parliamentary Librarian and Information Officer
05 044 072
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125

x 1225 40800 x 1525 42325
Library Officer
16 037 061
Rs 17050 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 30950
Pre-Press Officer
08 070 085
Rs 39575 x 1225 40800 x 1525 49950 x 1625 62950

Hansard Editor
08 054 081
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
Assistant Hansard Editor (New Grade)
08 064 077
Rs 33425 x 925 37125 x 1225 40800 x 1525 49950

Chief Hansard Reporter and Sub Editor
08 058 074
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525

45375
Senior Hansard Reporter and Sub Editor
08 051 070
Rs 23200 x 775 32500 x 925 37125 x 1225 39575

Hansard Reporter and Sub Editor
08 027 062
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 31725
Assistant Hansard Reporter and Sub Editor
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Pay Review 2016
Civil Service
National Assembly
Salary Code
04 045 073
Rs 20050 x 475 21950 x 625 23200 x 775 32500 x 925 37125

x 1225 40800 x 1525 43850
Parliamentary ICT Officer
04 028 062
Rs 14325 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 31725
Parliamentary ICT Support Officer
formerly ICT Support Officer
10 023 058
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 28625
Audio Visual Operator
formerly IT and Audio Visual Operator
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200
Driver
24 019 048
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21475
Library Attendant/Senior Library Attendant
formerly Library Attendant
************
Pay Review 2016
~16~
Civil Service
Electoral Supervisory Commission and

Electoral Boundaries Commission
4. ELECTORAL SUPERVISORY COMMISSION AND ELECTORAL

BOUNDARIES COMMISSION
4.1
The Electoral Boundaries Commission (EBC) and Electoral Supervisory Commission

(ESC), are independent bodies which work in close collaboration with the Electoral
Commissioners Office to assist in conducting free and fair elections in Mauritius and
Rodrigues.
4.2
While the constituencies and their boundaries are delimited and reviewed according
to established norms by EBC, the ESC on its part has the general responsibility for,
supervising the registration of electors and conduct of elections.
4.3
Each of the Commissions consists of a Chairman and not less than two or more than
seven other members appointed by the President.
ELECTORAL SUPERVISORY COMMISSION AND
ELECTORAL BOUNDARIES COMMISSION
SALARY SCHEDULE
Salary Code
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200
Driver
**************
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Pay Review 2016
Civil Service
Pay Review 2016
Electoral Supervisory Commission and

Electoral Boundaries Commission
~18~
Electoral Commissioners Office
Civil Service
5. ELECTORAL COMMISSIONERS OFFICE

5.1.
The Electoral Commissioners Office (ECO), by virtue of the constitution of the

Republic of Mauritius and the Representation of the People Act, is responsible for the
organisation of elections of members of the National Assembly, Rodrigues Regional
Assembly, Local Government Council and By-Elections. It also carries annual houseto-house enquiries for the registration of electors both in Mauritius and its
dependencies, at periods set out in a calendar under the Representation of the People
Act in order to compile and update Registers of Electors.
5.2.
The Electoral Commissioner is the accounting, administrative and technical head of

the office. In the discharge of his responsibilities, the Electoral Commissioner is
assisted in his tasks by officers of the Electoral Officer Cadre and those of the General
Supporting Service. In times of election and for the registration of voters, public
Election Officers and Registration Officers respectively.
5.3.
In the context of this Report, officers of the Electoral Officer Cadre have made the
following requests: upgrading of the qualification requirement of the grade of Electoral
Officer; and the payment of an adhoc allowance to remunerate officers in the grades
of Electoral Officer and Senior Electoral Officer for working excessively beyond normal
working hours during pre-canvassing, canvassing and post canvassing periods for the
conduct of House-to-House enquiry.
5.4.
During consultation parties were apprised that request for the upgrading of
qualifications is considered whenever there is an increase in job complexity that
requires a matching higher qualification.
5.5.
The organisation structure, which is fit for purpose, is being maintained while the
existing allowance is being revised. We are also recommending the payment of an
adhoc allowance to compensate the Electoral Officers and Senior Electoral Officer for
working strenuously beyond normal working hours during the house to house enquiry.
Electoral Commissioner
5.6.
At present a pensionable allowance of Rs 12000 monthly is being paid to the Electoral

Commissioner. We are maintaining the quantum of the allowance thereof.
Allowance for registration of electors and compilation of Electoral Register

5.7.
As per the Representation of the People Act, the Electoral Commissioners Office
conducts the house-to-house enquiry with a view to register electors and to update its
Electoral Registers.
The enquiry is normally carried out in the month of
January/February but its preparation starts from the month of September of each
preceding year.
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Pay Review 2016
Electoral CommissionerS Office
Civil Service
5.8.
It has been submitted that officers in the grades of Electoral Officer and Senior
Electoral Officer are required, over and above their normal hours of work, to put an
extra amount of approximately 200 hours of work during the house-to-house enquiry
exercise. Tasks involved therein include, among others: review of registration and
canvass areas; drafting of site plans of each canvass area; preparation of requisite for
canvass, selection of staff; briefing of canvassers, monitoring of work, examination of
data and preliminary reports. Hence representation has been made for the payment
of an allowance to compensate these officers.
5.9.
The Bureau views that there is some merit to compensate those officers who work
strenuously beyond normal working hours during the targeted period of house to house
enquiry. Therefore, we are making an appropriate recommendation in that respect.
Recommendation 1
5.10. We recommend the payment of an adhoc allowance of Rs 12000 to officers in
the grades of Senior Electoral Officer and Electoral Officer for putting in a
maximum of 200 extra hours of work beyond normal working hours during the
whole house-to-house enquiry exercise for duties related to the registration of
electors and the compilation of the Electoral Registers.
Hours of work
5.11. The Electoral Commissioner and officers in the grades of Chief Electoral Officer,
Deputy Chief Electoral Officer, Principal Electoral Officer, Senior Electoral Officer and
Electoral Officer are called upon to work at staggered hours. This pattern of work is
being maintained and the Bureau has taken this element into account in the
determination of the salaries of the relevant grades.
ELECTORAL COMMISSIONERS OFFICE
SALARY SCHEDULE
Salary Code
18 000 108

Rs 152000
Electoral Commissioner (Personal)
18 000 102
Rs 110000
Electoral Commissioner
18 086 095
Rs 64800 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

86000
Chief Electoral Officer
Pay Review 2016
~20~
Electoral Commissioners Office
Civil Service
Salary Code
18 079 089

Rs 53200 x 1625 62950 x 1850 68500 x 1950 70450
Deputy Chief Electoral Officer
18 072 087
Rs 42325 x 1525 49950 x 1625 62950 x 1850 66650

Principal Electoral Officer
18 065 080
Rs 34350 x 925 37125 x 1225 40800 x 1525 49950 x 1625

54825
Senior Electoral Officer
18 058 076
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 48425

Electoral Officer
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200
Driver
**********
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Pay Review 2016
Electoral CommissionerS Office
Civil Service
Pay Review 2016
~22~
Civil Service
The Judiciary
6. THE JUDICIARY
6.1
The administration of Justice in Mauritius has been conferred by the constitution upon
the Judiciary, which at present, exercises its jurisdictions through the Supreme Court,
the Intermediate Court, the Industrial Court, the District Courts, the Bail and Remand
Court, the Criminal and Mediation Court, and the Commercial Court.
6.2
The Judiciary aims at maintaining an independent and competent judicial system which
upholds the rule of law, safeguards the rights and freedom of the individual, and
commands domestic and international confidence.
6.3
Being a Court of Equity, the Supreme Court is vested with the powers, authority and
jurisdiction, among others, to administer justice and do all acts for the due execution
of such equitable jurisdiction in all cases where no legal remedy is provided by any
enactment; and hear and determine any complaint of a disciplinary nature in respect
of the professional conduct of a law practitioner or a ministerial officer including a Land
Surveyor.
Structure of the Judiciary

6.4
At present, the Chief Justice is at the apex of the hierarchical structure of the Supreme
Court which equally consists of the Senior Puisne Judge and such number of Puisne
Judges as may be prescribed by Parliament. A Judge of the Supreme Court holds
office until retirement at the age of 67 years.
6.5
The professional structure at the level of the Intermediate Court comprises the
President, Vice-Presidents and Magistrates, whereas at the Industrial Court level, the
President and Vice-Presidents are empowered to preside the respective Courts. At
the level of District Courts, a Senior District Magistrate and District Magistrates perform
the judicial functions.
6.6
Officers in the Court Officer cadre and Court Usher cadre are entrusted with the
responsibility to provide the necessary back up at the technical support level to the
professionals of the Judiciary in the discharge of their functions.
Reforms in the Judiciary

6.7
In the context of the present review exercise, we have been given to understand that
major reforms in the Judiciary is still underway. Pending enactment for the setting up
of a Court of Appeal and a High Court, we are maintaining the present structure.
Recruitment and Retention Problems in the Judiciary

6.8
Over the years, the Judicial Department has encountered difficulties to tackle the
problem of acute shortage of staff and has, therefore, constantly been drawing
professionals from the already scarce resources available at the State Law Office to
fill vacancies in the Magistracy. To remedy this situation, the authorities had, prior to
the 2013 PRB Report, agreed to allow the Judiciary to recruit Magistrates on a
negotiable point of entry.
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Pay Review 2016
Civil Service
6.9
The Judiciary
At present, subject to the concurrence of the Ministry of Civil Service and

Administrative Reforms and approval of the High Powered Committee, new entrants
in the grade of District Magistrate have been granted a negotiable entry point as an
incentive to attract and recruit officers of the right profile and calibre and to retain the
services of experienced officers. We are maintaining the existing provision.
Recommendation 1
6.10
We recommend that the Ministry of Civil Service and Administrative Reforms

may, subject to the concurrence of the High Powered Committee, continue to
approve the higher salary point for new entrants in the grade of District
Magistrate, based on the qualification and experience of recruits, and such
adjustments in salary as may be required for officers in post.
Special Judicial Service Allowance

6.11
A monthly Special Judicial Service Allowance is actually paid to Judicial and Legal
Officers who tend to leave the service after acquiring some years of valuable
experience at the Magistracy. Due to impending changes in view of the reforms
underway at the Judiciary, we are maintaining the payment of the Special Judicial
Service Allowance to Judicial and Legal Officers.
Recommendation 2
6.12
We recommend that Judicial Officers should continue to be paid, with effect from
01 January 2016 and up to the next Overall Review of Pay and Grading Structures
and Conditions of Service in the Public Sector, a monthly Special Judicial
Service Allowance, as hereunder:
Grade
Special Judicial
Service Allowance
(% of monthly salary)
District Magistrates reckoning at least 5 years

service in the grade and Senior District
Magistrates
Magistrate, Intermediate Court, Vice President,

Industrial Court, Vice-President, Intermediate
Court, President, Industrial Court, President,
Intermediate Court, Deputy Master and
Registrar and Judge in Bankruptcy
10
Judge in Bankruptcy and Master and Registrar,

Puisne Judge, Senior Puisne Judge reckoning
less than 10 years service in the respective
grades
15
Pay Review 2016
~24~
Civil Service
6.13
The Judiciary
Grade
Special Judicial
Service Allowance

Puisne Judge, Senior Puisne Judge and Chief
Justice reckoning more than 10 years service
in the respective grades but less than 30 years
service
20

Puisne Judge, Senior Puisne Judge and Chief
Justice reckoning more than 30 years service
30
The above recommendation is made on the understanding that no additional

remuneration, over and above the recommended packages, will be considered
until the next Overall Review of Pay and Grading Structures and Conditions of
Service in the Public Sector.
Judicial and Legal Allowance

6.14
At present, Judicial and Legal Officers are entitled to the payment of an all-inclusive
yearly Judicial and Legal Allowance as an assistance towards meeting the cost of
certain items of expenditure related to the exercise of the profession. The quantum is
as follows: Rs 36850 for Judges, Judge in Bankruptcy and Master and Registrar, and
Deputy Master and Registrar and Judge in Bankruptcy; and Rs 22000 for Magistrates,
State Law Officers, Legal Secretary, State Attorneys and Curator of Vacant Estates.
In this Report, we are maintaining the payment of the allowance.
Recommendation 3
6.15
We recommend that the current yearly Judicial and Legal Allowance payable to
the Judicial and Legal Officers be Rs 36850 for Judges, Judge in Bankruptcy and
Master and Registrar, and Deputy Master and Registrar and Judge in
Bankruptcy; and Rs 22000 for Magistrates, State Law Officers, Legal Secretary,
State Attorneys and Curator of Vacant Estates.
Housing Allowance
6.16
At present, a Housing Allowance which is meant to cover both the extra expenses
incurred for housing facilities and security measures is paid to the Chief Justice at the
rate of Rs 22000 monthly, whereas the Senior Puisne Judge and the Puisne Judges
of the Supreme Court benefit of same at the rate of Rs 11000 monthly. This allowance
is wholly reckoned for pension purposes (notwithstanding the provisions of this Report
on Pensionable Value for Rent Allowance). We are maintaining the payment of the
allowance.
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Pay Review 2016
Civil Service
The Judiciary
Recommendation 4
6.17
We recommend that the monthly Housing Allowance payable to the Chief Justice
be maintained at Rs 22000 whereas the Senior Puisne Judge and the Puisne
Judges of the Supreme Court be paid a Housing Allowance of Rs 11000 monthly
to cover both the extra expenses incurred for housing facilities and security
measures. The said allowance should continue to be wholly reckoned for
pension purposes (notwithstanding the provisions of this Report on
Pensionable Value for Rent Allowance).
Bail and Remand Court and Weekend Court

6.18
At present, officers of the Judiciary as well as officers of the Court Officer cadre and
Court Usher cadre, who are required to work beyond normal working hours, during
weekends and public holidays for the grant of release on bail to persons arrested
during weekends and public holidays, are paid a monthly allowance as follows:
Rs 25000 to the Senior District Magistrate (Team Leader); Rs 23000 to the Magistrate;
Rs 9700 to Court Officers and Court Ushers. In this Report, we are maintaining the
payment of this allowance at the initially set quantum for the respective grades.
Recommendation 5
6.19
We recommend that officers of the Judiciary as well as officers of the Court

Officer cadre and Court Usher cadre, who are required to work beyond normal
working hours, during weekends and public holidays for the grant of release on
bail to persons arrested during weekends and public holidays, should continue
to be paid allowances at the initially set quantum (as above) for the respective
grades.
Diploma in Legal Studies and Court Administration

6.20
Pursuant to a recommendation in our previous Reports, officers of the Court Officer

cadre have been sponsored to follow a course leading to a Diploma in Legal Studies
and Court Administration. The possession of the Diploma in Legal Studies and Court
Administration has, as from 01 July 2013, been a pre-requisite for Senior Court Officers
to be promoted to the grade of Principal Court Officer.
6.21
At present, Principal Court Officers possessing the Diploma in Legal Studies and Court
Administration are allowed to move incrementally beyond the top salary scale
recommended for the grade by one additional increment to be read from the Master
Salary Scale. We are maintaining the existing provision and extending it to other
grades in the Court Officer cadre.
Recommendation 6
6.22
We recommend that the scheme of service for the grade of Principal Court
Officer be amended such that, henceforth, promotion to the grade of Principal
Court Officer be made, on the basis of experience and merit, of Senior Court
Officers, reckoning at least three years service in a substantive capacity in the
grade and possessing the Diploma in Legal Studies and Court Administration.
Pay Review 2016
~26~
Civil Service
6.23
The Judiciary
We further recommend that, officers of the Court Officer cadre who have
successfully completed the Diploma in Legal Studies and Court Administration
be granted one additional increment to be read from the Master Salary Scale
subject to having reached the top salary of the respective grades. This provision
would, however, not apply to those Principal Court Officers who have already
benefitted from the additional increment.
Judicial Research Assistant (New Grade)

6.24
The post of Judicial Research Officer is currently being filled by selection from among
Barristers whose names have been entered on and not erased from the roll of Law
Practitioners. The Bureau has been apprised that Judicial Research Officers are not
Judicial and Legal Officers in as much as appointment to the grade is made by the
Public Service Commission and not by the Judicial and Legal Service Commission.
Further Judicial Research Officers are not required to perform duties on the Bench or
at the Bar whilst in office. The nature of their work is very different from that of District
Magistrates or State Counsel, as their core duties/responsibilities are to conduct
research work and provide technical and administrative support to Judicial Officers.
6.25
In view of the above, the Management of the Judiciary has requested for a new grade
of Judicial Research Assistant while making the existing one evanescent. We are
Recommendation 7
6.26
We recommend the creation of the grade of Judicial Research Assistant on the

establishment of the Judiciary. Appointment, thereto, should be made from
among holders of a Degree in Law from a recognised institution or equivalent
qualification.
6.27
Incumbent would, inter-alia, be required to assist Judicial Officers in carrying out

research work related to court cases, perform legal advisory work generally; assist
Judicial Officers in preparatory work prior to participating in conferences, seminars,
meetings, workshops and training; assist in research for compilation of material for the
purpose of publications, pamphlets or booklets; and have a proper management
system of research methods.
6.28
With the creation of the grade of Judicial Research Assistant, the existing grade of
Judicial Research Officer would no longer be required on the establishment of the
Judiciary.
Recommendation 8
6.29
We further recommend that the grade of Judicial Research Officer on the

establishment of the Judiciary be made evanescent and abolished on vacancy.
6.30
We are providing for personal salary for officers in post as at 31 December 2015.
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Pay Review 2016
Civil Service
The Judiciary
Black Jacket Allowance

6.31
At present, officers of the Court Officer cadre and Court Usher cadre, who are required
by the rules of the Court to appear in black jacket with tie are paid an allowance of
Rs 4800 yearly. We are maintaining the payment of the allowance.
Recommendation 9
6.32
We recommend that officers of the Court Officer cadre and Court Usher cadre,
who are required by the rules of the Court to appear in black jacket with tie be
paid a black jacket allowance of Rs 4800 yearly.
Witness Attendance Allowance

6.33
An attendance allowance of Rs 100 is presently paid to public officers who attend

Courts as witnesses on behalf of their Ministries/Departments, whereas professionals
such as Architect, Atttorney-at-Law, Engineer, Forensic Technologist, Land Surveyor,
Medical Practitioner, Forensic Scientist, Veterinary Surgeon etc. who attend Courts as
expert witnesses are paid an attendance allowance of Rs 200. We are revising the
quanta of these allowances.
Recommendation 10
6.34
We recommend that (i) public officers who attend Courts as witnesses on behalf
of their Ministries/Departments be paid an Attendance Allowance of Rs 105;
(ii) professionals such as Architect, Atttorney-at-Law, Engineer, Forensic
Technologist, Land Surveyor, Medical Practitioner, Forensic Scientist,
Veterinary Surgeon etc. who attend Courts as expert witnesses be paid an
attendance allowance of Rs 210.
Additional Compensation to Officers of the Court Usher Cadre

6.35
At present, officers of the Court Usher cadre who use their cars to perform official
travelling are paid an additional amount of Rs 800 per month to cater for the additional
expenditure incurred in the maintenance of their cars used to perform extensive official
travelling. We are maintaining the payment of the allowance.
Recommendation 11
6.36
We recommend that the additional compensation paid to officers of the Court

Usher cadre who use their cars to perform official travelling be maintained at
Rs 800 per month.
Compensation to Court Usher Cadre for extra hours

6.37
Officers of the Court Usher cadre who are regularly called upon to put in extra hours
of work in connection with the serving of court papers and executing court orders
beyond normal working hours are, at present, compensated for the extra hours put in
per month as follows:
Pay Review 2016
~28~
Civil Service
The Judiciary
Chief Court Usher
Rs 5500
Rs 5000
Senior Court Usher
Rs 4500
Court Usher
Rs 3000
We are maintaining the payment of this allowance at the initially set quantum, as
above.
Recommendation 12
6.38
We recommend that officers of the Court Usher cadre who are required to put in
extra hours in connection with the serving of court papers and execution of court
orders beyond normal working hours should continue to be paid the allowance
as per the initially set quantum for the respective grades.
Mileage Allowance for Officers of the Court Usher Cadre

6.39
The Management of the Judiciary submitted that officers of the Court Usher cadre are
required, inter-alia, to serve judicial and extra judicial processes, execute writs, orders,
warrants and effect sale of forfeited and seized articles. In performing these duties,
the officers are required to make use of their personal vehicles for which they have
benefitted 70% duty remission. Those officers who are not eligible for travel grant are
refunded mileage as follows:
(i)
and (ii)
Rs 10.30 per km for the first 800 km;

Rs 6.50 per km for mileage in excess of 800 km.
6.40
Given that such duties are normally performed after normal working hours, it was
difficult to assess the extent of mileage effectively covered by each officer of the Court
Usher cadre. In the circumstances, a proposal was made for the payment of a monthly
commuted travelling allowance to which both the union of the Court Usher cadre and
Management were agreeable.
6.41
However, afterwards the Management of the Judiciary informed the Bureau that it
would be difficult to submit a reliable figure in respect of the proposed fixed commuted
travelling allowance for the officers in the Court Usher cadre since an exhaustive audit
would need to be conducted with regard to the actual mileage covered and the mileage
claimed before a proper assessment could be made.
6.42
We recommend that the Judiciary considers the advisability of determining a

monthly commuted travelling allowance, subject to the approval of the MCSAR.
~29~
Pay Review 2016
Civil Service
The Judiciary
Transcriber Unit
6.43
The core duty of the officers of the Transcriber Unit entails the listening of digital
recording of Court Proceedings and transcribing them. By virtue of the nature of duties
performed, these officers are, therefore, required to continuously wear earphones. A
request has consequently been made for the officers to have regular medical checkup as they consider that the prolonged use of earphone may be detrimental to their
health. We subscribe to their views and are, therefore, making appropriate
recommendation for the health surveillance of these officers.
Recommendation 13
6.44
We recommend that the Judiciary should arrange with the Health Authorities so
as to carry out a health surveillance exercise for officers of the grades of Court
Transcriber formerly Transcriber and Senior Court Transcriber formerly Senior
Transcriber.
THE JUDICIARY
SALARY SCHEDULE
Salary Code
12 000 112

Rs 206000
Chief Justice
12 000 110
Rs 176000
Senior Puisne Judge
12 000 109
Rs 164000
Puisne Judge
12 000 107
Rs 140000
Judge in Bankruptcy and Master and Registrar
12 000 106
Rs 122000
Deputy Master and Registrar and Judge in Bankruptcy
12 000 105
Rs 119000
President, Industrial Court
President, Intermediate Court
Pay Review 2016
~30~
Civil Service
The Judiciary
Salary Code
12 000 102

Rs 110000
Vice-President, Industrial Court
Vice-President, Intermediate Court
12 094 096
Rs 80000 x 3000 89000

Director of Court Services
12 082 095
Rs58075 x 1625 62950 x 1850 68500 x 1950 74350 x 2825

80000 x 3000 86000
Magistrate, Intermediate Court
Assistant Master and Registrar
12 075 090
Rs46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

72400
Senior District Magistrate
12 069 085
Rs38350 x 1225 40800 x 1525 49950 x 1625 62950

District Magistrate
12 065 085
Rs34350 x 925 37125 x 1225 40800 x 1525 49950 x 1625 62950

Judicial Research Officer (Personal to officer in post as at 31.12.15)
12 054 081
Rs25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Legal Research Assistant
Judicial Research Assistant (New Grade)
12 082 095
Rs58075 x 1625 62950 x 1850 68500 x 1950 74350 x 2825

80000 x 3000 86000
Secretary to the Chief Justice
12 075 089
Rs46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
Chief Registrar
12 072 087
Rs42325 x 1525 49950 x 1625 62950 x 1850 66650

Deputy Chief Registrar
~31~
Pay Review 2016
Civil Service
The Judiciary
Salary Code
12 069 085

Rs38350 x 1225 40800 x 1525 49950 x 1625 62950
Senior Registrar/Regional Court Administrator
12 063 079
Rs32500 x 925 37125 x 1225 40800 x 1525 49950 x 1625

53200
Chief Court Officer/Court Manager
12 058 074
Rs28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 45375

Principal Court Officer
12 050 070
Rs22575 x 625 23200 x 775 32500 x 925 37125 x 1225 39575

Senior Court Officer
12 035 066
Rs16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 35275
Court Officer
12 028 030
Rs14325 x 275 14875

Trainee Court Officer
08 058 074
Rs28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 45375

Senior Court Transcriber
formerly Senior Transcriber
08 051 070
Rs23200 x 775 32500 x 925 37125 x 1225 39575

Court Transcriber
formerly Transcriber
08 029 062
Rs14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 31725
Audio Typist (Personal)
05 069 085
Rs38350 x 1225 40800 x 1525 49950 x 1625 62950

Law Librarian/Senior Law Librarian (Personal to officer in post as at
30.06.08)
Pay Review 2016
~32~
Civil Service
The Judiciary
Salary Code
05 055 085
Rs26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 53200 QB 54825 x 1625 62950
Law Librarian/Senior Law Librarian
05 056 076
Rs27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 48425

Senior Law Library Officer
05 044 072
Rs19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
Law Library Officer
05 027 060
Rs14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 30175
Law Library Assistant
12 063 079
Rs32500 x 925 37125 x 1225 40800 x 1525 49950 x 1625

53200
Chief Court Usher
12 058 074
Rs28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 45375

12 050 070
Rs22575 x 625 23200 x 775 32500 x 925 37125 x 1225 39575

Senior Court Usher
12 035 066
Rs16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 35275
Court Usher
24 022 051
Rs12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200
Driver
25 041 060
Rs18450 x 375 19575 x 475 21950 x 625 23200 x 775 30175

Senior Maintenance Assistant
~33~
Pay Review 2016
Civil Service
The Judiciary
Salary Code
25 023 052
Rs13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 23975
Maintenance Assistant
24 019 045
Rs11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
24 018 044
Rs11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575
Security Guard
25 016 042
Rs11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18825
Tradesmans Assistant
16 025 062
Rs13530 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 25525 QB 26300 x
775 31725
Machine Minder/Senior Machine Minder (Bindery) (Roster)
24 016 042
Rs11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18825
Liftman
24 001 038
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x

260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker
**********
Pay Review 2016
~34~
Civil Service
Public and Disciplined Forces Service Commissions
7. PUBLIC AND DISCIPLINED FORCES SERVICE COMMISSIONS

7.1
The Public and Disciplined Forces Service Commissions (PDFSC), established by

the Constitution of Mauritius, is vested with the powers to: appoint persons to hold or
act in any offices in the public service; exercise disciplinary control over persons
holding or acting in such offices; and remove such persons from office. The
Commission exercises its functions within the broad parameters set by the Public
Service Commission (PSC) Regulations and is not subject to the direction or control
of any other person or authority. Its mission is to ensure that the Republic of Mauritius
has a professional and efficient Civil Service geared towards excellence.
7.2
Some of the objectives of the PDFSC include, among others, identifying and enlisting
persons of specified educational attainments with the drive and skill for efficient
performance; safeguarding the impartiality and integrity of appointments and
promotions in the Civil Service and ensuring that these are based on merit; and taking
disciplinary action with a view to maintain ethical standards and safeguard public
confidence in the service. Its vision is therefore to be the benchmark for integrity,
equity and efficiency in a dynamic public service.
7.3
As per the provision of Section 88 of the Constitution, the PDFSC consists of a

Chairman, two Deputy Chairpersons, and four Commissioners. All of them are
appointed by the President of the Republic after consultation with the Prime Minister
and the Leader of Opposition.
7.4
The PDFSC encompasses two separate entities: the PSC which performs its
functions in respect of officers of the Civil Service while the Disciplined Forces Service
Commission (DFSC) caters for officers of the Mauritius Police Force, the Fire
Services and Mauritius Prisons Department.
7.5
The Secretary, PDFSC is the Accounting and Responsible Officer of both

Commissions. He is assisted, among others, by departmental grades of Assistant
Secretary and Registrar, PDFSC as well as by officers belonging to Administrative
cadre, Human Resources cadre, the General Services.
7.6
In the context of this Review, representations made by Management pertained mainly

to: review certain aspects of General Conditions of Service; amend the scheme of
service of the grade of Deputy Secretary; revise the invigilation fees payable for the
conduct of examinations; and create additional levels. During consultation,
Management was apprised that General Conditions of Service would be looked into
holistically. In view of possible lateral repercussions, the Bureau requested
Management to consider amendments in existing schemes of service only after
consultation with all the stakeholders concerned. As some other issues raised were
outside the scope of this Bureau, Management was advised to address them
administratively.
7.7
Based on functional consideration, we are in this Report providing a new level to

advise the PDFSC on all legal matters.
~35~
Pay Review 2016
Civil Service
Legal Officer (New Grade)

7.8
At present, the services of a State Counsel from the Attorney Generals Office should
be made available to the PDFSC on a full time basis to assist and advise on all legal
matters.
7.9
Management reported that this arrangement is not functioning properly and in view
of the increase in the number of cases which are being lodged before the Public
Bodies Appeal Tribunal and other instances, the services of a Legal Officer are
imperatively required by the PDFSC to assist in the proper drafting of submissions
and to deal with any other legal matters. We are recommending accordingly.
Recommendation
7.10
We recommend the creation of the grade of Legal Officer. Appointment thereto

should be made by selection from among Barristers-at-Law with at least three
years standing at the Bar.
7.11
Incumbent would be required to, inter alia, draft statement of defence and file same
before the Courts/Tribunals; represent the Commissions before the Tribunal during
the course of Hearing/Arguments/Proforma; advise the Commissions on legal
matters/facts of the case/ground of objections/affidavits and mise-en-demeure;
arrange for the swearing of affidavits before the Chief Registrar of the Supreme Court;
keep up to date reports of court judgements; and advise the Commissions on matters
pertaining to their respective regulations.
7.12
We further recommend that the post of Legal Officer should be filled on

contractual terms for a period to be determined by the PDFSC.
Secretary, Public and Disciplined Forces Service Commissions

7.13
As per existing provision, a Permanent Secretary should be assigned the duties of

Secretary, PDFSC. This provision is being maintained.
PUBLIC AND DISCIPLINED FORCES SERVICE COMMISSIONS
SALARY SCHEDULE
Salary Code
02 000 106

Rs 122000
Secretary, Public and Disciplined Forces Service Commissions
02 000 099
Rs 98000
Deputy Secretary, Public and Disciplined Forces Service Commissions
Pay Review 2016
~36~
Civil Service
Salary Code
12 066 085

Rs 35275 x 925 37125 x 1225 40800 x 1525 49950 x 1625
62950
08 069 089
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850

68500 x 1950 70450
Assistant Secretary, Public and Disciplined Forces Service
Commissions (Personal to holder in post as at 31.12.15)
08 069 085
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Assistant Secretary, Public and Disciplined Forces Service
Commissions (Future Holder)
08 058 074
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 45375

Registrar, Public and Disciplined Forces Service Commissions
19 059 081
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Industrial/Occupational Psychologist
08 022 056
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 27075
Office Clerk
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200
Driver
24 022 047
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21000
24 019 045
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
24 018 044
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575
Security Guard
~37~
Pay Review 2016
Civil Service
Salary Code
24 015 041
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 18450
Handy Worker
24 015 040
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18075
Gateman
Sanitary Attendant
24 001 038
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x

260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker
**********
Pay Review 2016
~38~
Ombudsmans Office
Civil Service
8. OMBUDSMANS OFFICE
8.1
The Ombudsmans Office is an independent body set up under the Ombudsmans

Act of 1969 to do justice and give satisfaction to aggrieved citizens, in accordance
with the principles of good governance and sound administration. Its vision is to have
a Mauritian society free of malpractices by developing a public service culture
characterised by fairness, integrity, commitment, openness, accountability and good
governance.
8.2
The mission of the Office is to uphold the rights of aggrieved Mauritian citizens to a
fair and equitable treatment and address issues arising from maladministration in the
public sector and redress any wrongs that may be found to have been committed. To
this end, it carries out objective and impartial investigations upon receipt of written
complaints or on its own initiative.
8.3
As administrative head, the Senior Investigations Officer is responsible for the dayto-day administration and management of the Office. He is assisted in his duties by
officers of the General Services class.
8.4
In the context of this Review, representations have been made for: upgrading of
salary as well as enlarging the duties of the grade of Senior Investigations Officer;
and maintaining the rights of officers qualifying for 100% duty remission. In regard to
the upgrading of salary, Management was informed that such requests are examined
on the basis of the Bureaus Job Evaluation Schemes. As far as amending scheme
of service of the grade of Senior Investigations Officer, we are bringing appropriate
changes to be in line with guidelines issued by the MCSAR. On the issue of
conditions of service, including duty remission facilities, Management was apprised
that, except for specific ones, general conditions would be dealt with holistically after
studying all representations.
8.5
As the present organisation structure is adequate to enable the Ombudsmans Office

to meet its mandate, we are maintaining it.

8.6
At present, appointment to the grade of Senior Investigations Officer is made by

selection from among serving officers drawing a basic salary of not less than
Rs 33275 a month in their substantive capacity and possessing a Degree in
Administration or Management or Law and Management.
8.7
In line with the guidelines issued by the Ministry of Civil Service and Administrative
Reforms on Drafting of Schemes of Service, we are, in this Report, bringing
appropriate changes in the qualification requirements of the grade of Senior
Investigations Officer, Ombudsmans Office with a view to harmonise with other
professionals and to avoid subsequent revision of salary point after the publication of
the Report.
~39~
Pay Review 2016
Ombudsmans Office
Civil Service
Recommendation
8.8
We recommend that the qualification requirements in the scheme of service of

the grade of Senior Investigations Officer, Ombudsmans Office be amended
such that, in future, appointment thereto be made by selection from among
serving officers possessing a Degree in Administration or Management or Law
and Management. Candidates should also reckon at least four years
experience in investigation duties; have marked ability for office organisation
and management; possess good analytical, interpersonal and communication
(both oral and written) skills; and be customer focused.
Movement for Senior Investigations Officer

8.9
In line with the general recommendation regarding movement beyond top salary for
certain categories of employees, we recommend that the Senior Investigations
Officer, having reached the top in the revised salary scale should be allowed to
move incrementally up to a maximum of two increments in the master salary
scale, provided he:
(i)
has drawn the top salary for a year;
(ii)
has been efficient and effective in his performance during the preceding
year; and
(iii) is not under report.
OMBUDSMAN'S OFFICE
SALARY SCHEDULE
Salary Code
02 066 085
Rs 35275 x 925 37125 x 1225 40800 x 1525 49950 x 1625

62950
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325

17700 x 375 19575 x 475 21950 x 625 23200
Driver
**********
Pay Review 2016
~40~
Civil Service
National Audit Office
9. NATIONAL AUDIT OFFICE

9.1
The National Audit Office (NAO) of the Republic of Mauritius is established under
Section 110 of the Constitution and has the statutory responsibility to audit the
accounts of all Ministries; Government Departments; Local Authorities; a wide range
of Statutory/Non Statutory Bodies; and Special Funds.
9.2
The mission of the NAO is to be an independent public office in providing independent

assurance to the National Assembly on the proper accounting and use of public
resources and help clients to improve their financial management. It also promotes
good governance by enhancing accountability and transparent administration in the
public sector and also encourages social responsibility.
9.3
The activities of the NAO are grouped under 13 Divisions. Twelve Divisions have
each a portfolio of mixed regularity audit assignment, comprising audit of Ministries,
Departments, Statutory Bodies, Local Authorities and Special Funds. The thirteenth
Division is responsible for Performance Audit and Quality Assurance. The Office also
comprises four units namely:- Support, IT, Administration, Human Resource and
Finance.
9.4
The Director of Audit is the head of the NAO. He is assisted in the performance of
his duties by officers in the Auditor and Examiner of Accounts Cadres. Officers of the
four units provide support services to the NAO.
9.5
In the context of the present review exercise, the main representations have been
focused on upgrading of salary, creation of grades and changes in appellation as well
as restyling of grades. Request has also been made for the revision of the
qualification requirements at certain levels of operations. We have examined all the
proposals and apprised management on issues that could be retained and those that
could not as well as other representations that needed to be probed further. We are,
however, making appropriate recommendations in line with submissions from both
Management and Staff Side in the present context.
Deputy Chief Examiner of Accounts

9.6
Both Management and Staff Side have requested to defer the date for implementation
as from 1 January 2018 the qualification requirement for the post of Deputy Chief
Examiner of Accounts to a degree in accountancy or finance or an equivalent degree
qualification from a recognised professional accountancy body to the next PRB
Report given that no qualified candidates would be available for competition on the
set date.
We are agreeable to this request and are making appropriate
recommendation.
~41~
Pay Review 2016
Civil Service
Recommendation 1
9.7
We recommend that, as from the date of implementation of the next PRB

Report, recruitment to the grade of Deputy Chief Examiner of Accounts should
be made by promotion, on the basis of experience and merit, of incumbents in
the grade of Principal Examiner of Accounts (Personal) and thereafter from
Principal Examiner of Accounts (Future Holder) reckoning at least 4 years of
service in a substantive capacity in the grade and possessing a Degree in
Accounting or Finance from a recognised institution or an alternative
equivalent degree qualification from a recognised professional accounting
body.
Examiner of Accounts/Senior Examiner of Accounts

Qualification Requirement for the post of Examiner of Accounts/Senior Examiner of
Accounts
9.8
Management has requested to reinstate the recommendation contained in the 2013

Main Report (Vol 2 Part I) regarding the qualifications requirement for the grade of
Examiner of Accounts/Senior Examiner of Accounts as there is difficulty of
recruitment at this level of operation. We are agreeable to the request.
Recommendation 2
9.9
We recommend that appointment to the grade of Examiner of Accounts/ Senior

Examiner of Accounts should be made by selection from among candidates
possessing a pass in any one of the following:
(i)
the Knowledge Module of the Professional Stage of the Institute of

Certified Accountants of England and Wales;
(ii)
the Test of Competence Examination of the Institute of Chartered

Accountants of Scotland;
(iii) the CA Proficiency 1 of the Chartered Accountants of Ireland;

(iv) the complete Knowledge Module and two subjects in the Skills Module of
the Fundamentals Level of the Association of Chartered Certified
Accountants;
(v)
the Certificate Level of the Chartered Institute of Management

Accountants;
(vi) the Certificate Level of the Chartered Institute of Public Finance and
Accountancy;
(vii) a Diploma in the field of Accountancy or Finance from a recognised
institution.
9.10
We also recommend that incumbents in the grade of Examiner of

Accounts/Senior Examiner of Accounts possessing a Diploma in the field of
Accountancy or Finance from a recognised institution or an equivalent
Pay Review 2016
~42~
Civil Service
qualification should be allowed to move incrementally in the master salary

scale up to salary point Rs 42325 provided they:
(i) have drawn the top salary for a year;
(ii) have been efficient and effective in their performance during the preceding
year; and
(iii) are not under report.
Refund of mileage to Officers not entitled to travel grant
9.11
Officers in the grades of Examiner of Accounts/Senior Examiner of Accounts,

Principal Examiner of Accounts, Deputy Chief Examiner of Accounts and Auditor who
are not entitled to a travel grant but are required to move regularly to different sites of
work by car are refunded mileage at the prescribed rates on a monthly basis,
depending on the distance covered from home to Head Office and different sites of
work, based upon certain specific provision.
Recommendation 3
9.12
We recommend that officers in the grades of Examiner of Accounts/Senior

Examiner of Accounts, Principal Examiner of Accounts, Deputy Chief Examiner
of Accounts and Auditor who are required to move regularly to different sites
of work by car but who are not entitled to a travel grant, should be refunded
mileage on a monthly basis as follows:
(i)
at the rate of Rs 10.30 per km for mileage in excess of the distance

between home and office and at the rate of Rs 6.50 per km for distance
between home and office on days the officer is required to attend sites
of work, subject to provision at paragraph 18.2.68 (No.5).
(ii)
where the total distance covered on days the officer has to attend sites
of work other than Head Office is up to 400 km over a month, then the
whole of the distance covered should be computed at Rs 10.30 per km;
and
(iii)
where the total distance covered to attend sites of work is

400 km or more but the official travelling is up 400 km over a month,
refund of mileage should be computed at the rate of Rs 10.30 for the first
400 km, whichever is appropriate.
~43~
Pay Review 2016
Civil Service
NATIONAL AUDIT OFFICE

SALARY SCHEDULE
Salary Code
01 000 108

Rs 152000
Director of Audit
01 000 102
Rs 110000
Deputy Director of Audit
01 085 095
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

86000
Assistant Director of Audit
01 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
Principal Auditor
01 069 085
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Senior Auditor
01 058 081
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Auditor
01 085 095
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

86000
Head, Examiner of Accounts Cadre
01 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
Deputy Head, Examiner of Accounts Cadre
01 070 085
Rs 39575 x 1225 40800 x 1525 49950 x 1625 62950

Chief Examiner of Accounts
01 064 081
Rs 33425 x 925 37125 x 1225 40800 x 1525 49950 x 1625

56450
Deputy Chief Examiner of Accounts
Pay Review 2016
~44~
Civil Service
Salary Code
01 058 078
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 51575
Principal Examiner of Accounts (Personal to incumbents in post as at
31.12.15)
01 058 074
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 45375

Principal Examiner of Accounts (Future Holder)
01 038 071
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 32500 x 925 37125 x 1225 40800
Examiner of Accounts/Senior Examiner of Accounts
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200
Driver
**********
~45~
Pay Review 2016
Civil Service
Pay Review 2016
~46~
Civil Service
10.
EMPLOYMENT RELATIONS TRIBUNAL
10.1
The Employment Relations Tribunal (ERT) has been set up as an independent

Tribunal to hear industrial/labour disputes with a view to making awards thereon and
to deliver orders and other decisions in relation to various applications and even
appeals made by interested parties. The Tribunal has wide powers in employment
relations matters and can deliver orders in a series of cases including declaring any
existing or threatened strike to be unlawful.
10.2
The ERT is a quasi-judicial body to which industrial disputes are referred, inquired
into and awards made thereon. Where an industrial dispute, whether existing or
apprehended, is rejected by the Conciliation and Mediation Commission, to whom
responsibility for the subject of industrial relations is assigned, the aggrieved party
may appeal against the rejection to the Tribunal, which, in any such appeal may
confirm or revoke the decision of the Commission.
10.3
With a vision to be the expert tribunal for the settling of industrial disputes, the mission
of the ERT is to provide for an efficient, modern, reliable and rapid means of
arbitrating and settling disputes between workers or trade unions of workers and
employers or trade unions of employees so that peace, social stability and economic
development are maintained in the country.
10.4
The Tribunal aims at settling industrial disputes in the Civil Service, the Private
Sector, Parastatal Bodies and the Local Government Services; hear appeals against
the decision of the Conciliation and Mediation Commission; and promote harmonious
industrial relations.
10.5
According to existing provision of law, the ERT shall consist of a President and two
Vice-Presidents whose offices are public officers and not more than
13 members. A person cannot be appointed President or Vice-President unless he
qualifies for appointment as a Judge of the Supreme Court.
10.6
The structure of the ERT is currently composed of the President, ERT and the VicePresident, ERT. At the professional level, there is a Registrar, ERT who also acts as
Secretary to the Tribunal. Officers in the grades of Senior Shorthand Writer,
Shorthand Writer and other General Services Staff enhance the complementary
functions at the administrative/supportive levels.
Deputy Registrar, Employment Relations Tribunal (New Grade)

10.7
During the course of consultations in the context of the present review exercise, the
Management of the ERT submitted that with the implementation of the new law for
the setting up of the EPPD within the Employment Relations Tribunal, and also in
view of the substantial increase in the number of cases, there are two hearing rooms
which often operate simultaneously.
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10.8
At present an officer in the grade of Office Management Assistant has been assigned
duties to act as Registrar, ERT during hearing sessions and also to replace the
Registrar in the absence of the latter. In view of the above, it has been proposed that
a grade of Deputy Registrar, ERT be created on the establishment of the Tribunal
which would allow for a professional to maintain the decorum of the Tribunal. We are
recommending, accordingly.
Recommendation 1
10.9
We recommend the creation of the grade of Deputy Registrar on the

establishment of the Employment Relations Tribunal. Appointment thereto,
should be by selection from among (i) serving officers possessing a diploma
in Legal Studies from a recognised institution and reckoning at least three
years service in a substantive capacity; or from among holders of a Cambridge
Higher School Certificate or passes in at least two subjects obtained on one
certificate at the General Certificate of Education A level; and a diploma in
Legal Studies from a recognised institution.
10.10
Incumbent would, among others, be required to assist the Registrar, ERT in the
performance of his duties; receive and process disputes and appeals; prepare and
issue Notice of Hearing, Summons Orders and similar processes; prepare minutes of
Tribunal proceedings, take charge of court records; be the custodian of record files,
registrar seals, exhibits produced; ensure the proper handling and safeguarding of
evidence and keep control of exhibits produced in Court; tax witness attendance
documents; prepare cause list and daily rolls; and administer oath to witnesses and
call cases before the Tribunal.

10.11
Request has been made for the continued payment of the Judicial and Legal
Allowance to both the President, ERT and the Vice-Presidents, ERT. Those officers
were previously entitled to such allowances as Members of the Judiciary. We are,
therefore maintaining the payment of the allowance.
Recommendation 2
10.12
We recommend that the President, Employment Relations Tribunal and VicePresident, Employment Relations Tribunal be paid a yearly Judicial and Legal
Allowance of Rs 36850 and Rs 22000 respectively.

10.13
The Registrar, Employment Relations Tribunal has submitted that in the exercise of
his functions, he is required by the rules of the Tribunal, to wear a black jacket with
tie, the moreso, to maintain the decorum of the Tribunal same as Courts. In view of
the above, he has requested for the payment of a black jacket allowance along similar
lines as that paid to officers of the Court cadre and the Court Ushers cadre.
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Civil Service
10.14
A constat-de-visu made by the Bureau has revealed that the hearings of the
Employment Relations Tribunal are similar to those of the District Courts or other
Courts at the Judiciary. The request of the Registrar, ERT being beyond reasonable
ground justified, we are making the necessary recommendations.
Recommendation 3
10.15
We recommend that the Registrar, ERT and the Deputy Registrar, ERT, who are
required by the rules of the Tribunal, to appear in black jacket with tie, be paid
a yearly allowance of Rs 4800.
EMPLOYMENT RELATIONS TRIBUNAL
SALARY SCHEDULE
Salary Code
12 000 109

Rs 164000
President, Employment Relations Tribunal
12 000 107
Rs 140000
Vice-President, Employment Relations Tribunal
12 063 082
Rs 32500 x 925 37125 x 1225 40800 x 1525 49950 x 1625

58075
Registrar, Employment Relations Tribunal
12 035 066
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 35275
Deputy Registrar, Employment Relations Tribunal (New Grade)
08 058 074
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525

45375
Senior Shorthand Writer
08 051 070
Rs 23200 x 775 32500 x 925 37125 x 1225 39575

Shorthand Writer
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200
Driver
**********
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Pay Review 2016
~50~
Civil Service
Local Government Service Commission
11. LOCAL GOVERNMENT SERVICE COMMISSION

11.1
The Local Government Service Commission (LGSC) is an independent body

established under the Local Government Act No. 37 of 1975 vested with the exclusive
power for the appointment, promotion, disciplinary control, removal from office and
approval of retirement of all Local Government officers. It has the vision of being
recognised as an independent and ethical institution and the mission is to provide
timely and quality service to stakeholders in a professional manner geared towards
excellence.
11.2
The objectives of the Commission include maintenance of a high standard of

efficiency and integrity in the exercise of its powers; provision of adequate, qualified
and suitable human resources to local authorities; and use of efficient and effective
service delivery geared towards customer satisfaction.
11.3
The Secretary, Local Government Service Commission is the Accounting Officer who
is responsible for the day-to-day administration of the Commission. He is assisted in
the performance of his duties by a complement of staff belonging to professional,
technical as well as General Services and Workmens group.
11.4
In the context of the present Review, representations have been made for upgrading
of salaries; provision of the services of a State Counsel to advise on legal matters;
and removal of equivalence of qualification from schemes of service. Proposals were
also made in respect of grades in Local Authorities.
11.5
During consultations, the proposals were thoroughly discussed with Management

who were apprised, among others, that upgrading of salaries are examined by the
Bureau on the basis of its job evaluation schemes and taking into consideration a
number of compensable factors identified in the Job Description Questionnaire and
scheme of service. Concerning amendments in schemes of service, parties were
apprised that the onus rests with the Ministry of Civil Service and Administrative
Reforms. With regard to proposals in respect of grades in the Local Authorities,
Management was informed that this would be dealt with holistically after analysing
submissions from all stakeholders.
11.6
We are, in this Report, maintaining the present structure and providing for the
services of a State Counsel to the Commission. We are also recommending that
Management should conduct a Human Resource Planning exercise to identify
the need for additional HR requirements and to prompt appropriate remedial
measures.
Secretary, Local Government Service Commission

11.7
In its previous Reports, the Bureau recommended that consideration be given to the
posting of a Deputy Permanent Secretary at the Local Government Service
Commission to assist the Secretary, Local Government Service Commission in the
day-to-day management of the Commission. During consultation, we were informed
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that this recommendation has yet to be implemented. We are therefore reiterating

same.
Recommendation 1
11.8
We recommend that consideration should be given to the posting of a Deputy

Permanent Secretary at the Local Government Service Commission to assist
the Secretary, Local Government Service Commission in the day-to-day
management of the Commission.
11.9

(i)
in future, on the departure of the present incumbent in the post of

Secretary, Local Government Service Commission, an officer not below
the level of Deputy Permanent Secretary be assigned the duties of
Secretary, Local Government Service Commission against payment of a
responsibility allowance equivalent to the difference between his salary
and that of the post of Secretary, Local Government Service Commission;
and
(ii)
on the officers retirement or reversion to his substantive post, the

pensionable emoluments shall be those of the Secretary, Local
Government Service Commission provided that he has:
(a)
successfully served for a period of not less than 12 months;
(b)
not been reverted to his substantive post on ground of inefficiency

or inability to perform at the higher level or on grounds of
misconduct or has not reverted to his substantive post at his own
request; and
(c)
at the time of his retirement/reversion, reached the age of 55 (or for

an officer in post as at 30 June 2008, he has reached the age at which
an officer may retire with the approval of the relevant Service
Commission);
Or
he has successfully served for a minimum period of six months and
has reached compulsory retirement age.
Services of a State Counsel

11.10
Management has reported that there are ongoing cases that have been lodged at the
Public Bodies Appeal Tribunal (PBAT) or before other Courts. As such, the staff of
the Commission are often called upon to prepare statements of defence and proper
submissions to the Tribunal. Further, the Secretary, LGSC and staff of the
Commission have to attend hearings and depone before the PBAT/Courts.
Management submitted that the services of a State Counsel from the AttorneyGenerals Office should be made available to assist and advise the Commission on
all legal matters.
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11.11
The Bureau has examined the proposal and is recommending accordingly.
Recommendation 2
11.12
We recommend that the services of a State Counsel from the AttorneyGenerals Office should be made available on a full time basis to assist and
advise the LGSC on all legal matters.
LOCAL GOVERNMENT SERVICE COMMISSION

SALARY SCHEDULE
Salary Code
02 000 102

Rs 110000
Secretary, Local Government Service Commission
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200
Driver
24 019 045
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
24 018 044
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575
Security Guard
24 015 040
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 18075
Gateman
**********
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Civil Service
National Human Rights Commission
12. NATIONAL HUMAN RIGHTS COMMISSION

12.1
The National Human Rights Commission has been set up as a body corporate under
Act No. 19 of 1998, for the better protection of human rights, and investigation of
complaints against members of the police force, and for matters connected therewith
or incidental thereto.
12.2
The aim of the Commission, among others, is to promote and protect human rights;
review the factors or difficulties that inhibit the enjoyment of human rights; prepare
reports on the national situation with regard to human rights and advise on ways in
which such situations can be ended; promote and ensure the harmonisation of
national legislation and practices with the international human rights instruments to
which Mauritius is a party, and their effective implementation; publicise human rights
and efforts to combat all forms of discrimination by increasing public awareness;
exercise such other functions as it may consider to be conducive to the promotion
and protection of human rights; and carry out an enquiry as to whether a case where
a person who believes that he has been unjustly convicted, should not be reviewed
by the Supreme Court.
12.3
The National Human Rights Commission comprises, under the Protection of Human
Rights Act, three divisions, namely: the Human Rights Division, the Police Complaints
Division and the National Preventive Mechanism Division. The Chairman of the
Commission is, as per the Act, a person who has been a Judge. He is assisted in
the exercise of his functions by a Deputy Chairperson and three other members.
12.4
For the administrative support level, the Secretary to Cabinet and Head of the Civil
Service is empowered to designate a Secretary to the Commission and such other
administrative and other staff as the Commission may require and who are, at
present, posted on secondment from other Ministries.
12.5
Grades of Deputy Chairperson and Barrister have recently been created on the
establishment of the Commission. We are maintaining the existing set up.
NATIONAL HUMAN RIGHTS COMMISSION
SALARY SCHEDULE
Salary Code
12 000 102

Rs 140000
Deputy Chairperson, National Human Rights Commission
12 066 085
Rs 35275 x 925 37125 x 1225 40800 x 1525 49950 x 1625

62950
Barrister, National Human Rights Commission
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National Human Rights Commission
Salary Code
02 066 085

Rs 35275 x 925 37125 x 1225 40800 x 1525 49950 x 1625
62950
Senior Investigator
08 054 081
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
Investigator
08 051 070
Rs 23200 x 775 32500 x 925 37125 x 1225 39575

Shorthand Writer
**********
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Ombudsperson for Childrens Office
Civil Service
13. OMBUDSPERSON FOR CHILDRENS OFFICE

13.1
Established since 2003, the Ombudsperson for Childrens Office (OCO) is an

independent body which promotes and protects the rights of children in Mauritius,
Rodrigues and Agalega. Its core function entails investigating into cases, either on its
own initiative or upon complaints made by children or any adult on their behalf, in
relation to violation of the rights of children. Further, it carries out sensitization and
awareness campaigns on child related issues in accordance with the Convention on
the Rights of Children. The OCO also undertakes research in the field of child abuse
and child protection and advises authorities on policies and legislation regarding
children.
13.2
While the overall accountability of the OCO rests with the Ombudsperson, the
administration of the office falls under the responsibility of the Secretary,
Ombudsperson for Childrens Office. The OCO is also manned by officers in the
grade of Investigator as well as staff in grades belonging to the General Services.
13.3
We have, in the context of this review, received proposals from the union to create a
grade of Senior Investigator, raise the qualification requirement of the grade of
Investigator and provide professional training, an on-call allowance and other
enhanced conditions of service. It is worth noting that the OCO supported the request
for the creation of a grade of Senior Investigator and has further requested to create
a grade of Research Officer.
13.4
Each of these proposals has been thoroughly examined. The Bureau is not in favour
of creating additional levels for duties and responsibilities which have already been
prescribed in schemes of service of existing grades. Given that some of the duties
devolving on the grade of Investigator already pertain to Research, the need for a
Research Officer is not fully substantiated. Furthermore, as there is no functional
justification for the creation of the grade of Senior Investigator, we did not accede to
the request and union members were apprised accordingly during the consultative
meeting. As regards the grant of the on-call allowance, the union was requested to
submit additional information to enable the Bureau to take a decision. However for
want of information, the Bureau is not making any recommendation in this respect.
13.5
As regards the request for professional training, appropriate recommendations have

been made in the Chapter Training and Development in Volume 1 of this Report.
Further, Management may make necessary arrangements with the Civil Service
College for the provision of same.
13.6
The Bureau considers that the present structure of the OCO is appropriate to enable
it to carry out its mandate effectively. We are, therefore, not bringing any change to
it.
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Ombudsperson for Childrens Office
Civil Service
OMBUDSPERSON FOR CHILDRENS OFFICE

SALARY SCHEDULE
Salary Code
08 063 082

Rs 32500 x 925 37125 x 1225 40800 x 1525 49950 x 1625
58075
Secretary, Ombudsperson for Childrens Office
08 054 081
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Investigator
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200
Driver
**********
Pay Review 2016
~58~
Prime Ministers Office
Civil Service
14. PRIME MINISTERS OFFICE

Introduction
14.1
The Prime Ministers Office (PMO) which is administratively headed by the Secretary
to Cabinet and Head of the Civil Service has, as main objectives, to: advise and
support the Prime Minister in formulating policy proposals and ensure their
implementation; ensure that people in the Republic feel safe and secure in their
homes and day-to-day lives, particularly through more visible and responsive policies;
and address issues with regard to the internal affairs of the country. To this end, it
envisions contributing in building a modern and fair society by upholding good
governance principles and consolidating democratic fundamentals.
14.2
The activities of the PMO are conducted through the Cabinet Office, Defence and
Home Affairs Division and the Private Office and Ceremonials. While the Cabinet
Office is responsible for assisting the Cabinet in discharging its duties, the Private
Office has the responsibility to deal with all requests pertaining to
appointments/meetings/courtesy calls, messages, interviews and correspondences
to and from the Prime Minister as well as overseas missions. Both Offices are under
the overall responsibility of the Secretary to the Cabinet and Head of the Civil Service.
14.3
On the other hand, the Defence and Home Affairs Division is headed by the Secretary
for Home Affairs and has the main responsibility to ensure law and order, enhance
national security and protect the country from terrorist attacks and other security
threats.
14.4
The PMO has also under its portfolio the Mauritius Police Force, the Mauritius Prison
Services, the Meteorological Services and other governmental organisations like the
Forensic Science Laboratory and the Civil Status Division.
Administrative Cadre
14.5
The core duties of officers of the Administrative cadre, besides administration and
management, are to: provide administrative support to the machinery of government
in designing, formulating and implementing government policies; and advise and
support the Ministers on current government business, including their parliamentary
duties, among others. The cadre operates under the headship of the Secretary to
Cabinet and Head of the Civil Service. Other grades in the cadre comprise the Senior
Chief Executive, Permanent Secretary, Deputy Permanent Secretary and Assistant
Permanent Secretary.
14.6
In the context of this Review, the submissions from the Association of Public
Administrators pertained to upgrading/alignment of salaries and provision of certain
allowances. During consultation, parties were informed that upgrading/alignment of
salaries would be examined horizontally taking into consideration, amongst others,
the relative levels of responsibility, accountability and scope of activities. As regards
provision of allowances, these would be looked into generally.
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14.7
The submissions have been analysed in depth and the Bureau considers that the
present salary structure is appropriate. We are therefore not bringing any change to
it.

14.8
As per existing provision, the Assistant Permanent Secretaries are allowed to

proceed incrementally up to salary point Rs 58775 in the master salary scale, subject
to certain conditions. This provision is being maintained while the salary point is being
revised.
Recommendation 1
14.9
We recommend that Assistant Permanent Secretaries be allowed to proceed

incrementally up to salary point Rs 62950 in the master salary scale through
the grant of one increment every year provided they:
(i)
(ii)
(iii)

preceding year; and
Deputy Permanent Secretary

14.10
The Deputy Permanent Secretaries are also allowed to move incrementally up to

salary point Rs 86000 in the master salary scale subject to satisfying certain criteria.
We are maintaining this provision and revising the salary point.
Recommendation 2
14.11
We recommend that Deputy Permanent Secretaries having reached the top of

their revised salary scale should be allowed to proceed incrementally up to
salary point Rs 92000 in the master salary scale through the grant one
increment every year provided they have:
(i)
drawn their 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, co-ordinating 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.
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Civil Service
Permanent Secretary
Appointment
14.12
In its previous Reports, the Bureau recommended that the post of Permanent
Secretary be filled by selection from a wider range of talents and competencies and
appointment thereto be made with the concurrence of the Prime Minister. As this
provision is still valid, we are replicating same.
Recommendation 3
14.13
We recommend that:
(i) subject to the provisions of paragraph 4 of section 89 of the Constitution of
Mauritius, appointment to the position of Permanent Secretary should be
made by selection from among officers in the grade of Principal Assistant
Secretary with proven managerial and leadership abilities and good
interpersonal skills and from among incumbents of other services of the
same level or above or from elsewhere and having proven leadership
capabilities; and
(ii) Government considers the advisability to make the selection process more
transparent, to call for applications requiring potential leaders to state the
extent to which they possess the attributes and competencies to match the
required leadership capabilities prior to seeking the concurrence of the
Prime Minister.
Tenure of Office
14.14
The 2013 PRB Report provides for the appointment to or filling of the post of
Permanent Secretary on contractual terms or on assignment basis for a period of two
years and after the expiry of the two-year period, incumbent on establishment be
appointed in a substantive capacity subject to his performance and the continued
relevance of his competence.
14.15
The High Powered Committee has, at its meeting of 12 December 2015, approved
that serving officers should be appointed directly in a substantive capacity, without
having to go through the period of two years of assignment. We are recommending
accordingly.
Recommendation 4
14.16
We recommend that appointment to or filling of the position of Permanent

Secretary should be:
(i)
on contractual terms for a period of two years and after the expiry of the
two years period, the contract may be renewed subject to his performance,
the continued relevance of his competence and the approval of the Prime
Minister; and
(ii)
from serving officers who should be appointed in a substantive capacity

subject to their performance and continued relevance of their competence.
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Remuneration
Recommendation 5
14.17
The salary of the Permanent Secretary on contractual terms shall continue to

be as determined for the substantive position. The package shall include a
gratuity equivalent to two months salary on completion of every twelve
months satisfactory service. The other terms and conditions of employment
shall be as recommended for Contract Officers.
Allowance
14.18
We also recommend that a public officer on permanent establishment assigned

the duties of the position of Permanent Secretary would continue to be eligible
for an allowance representing the difference between the pay of the Permanent
Secretary and the substantive salary of the officer . On the officers retirement,
the pensionable emoluments shall be those of the Permanent Secretary
provided that he has:
(i)
successfully served for a period of not less than twelve months;
(ii) not been reverted to his substantive post on ground of inefficiency or

inability to perform at the higher level or on ground of misconduct or has
not been reverted at his own request; and
(iii) at the time of his retirement/ reversion 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);
OR
(iv) he has successfully served for a minimum period of six months and has
reached compulsory retirement age.
Senior Chief Executive
14.19
As per existing provision, enlistment to the grade of Senior Chief Executive is made
by selection from among officers of the level of Permanent Secretary or Head of a
Professional/Technical cadre drawing a monthly salary of Rs 102000 and above and
from among other Chief Executives of other services with proven leadership
capabilities. This provision is being maintained and we are revising the salary
point of Rs 102000 to Rs 110000.
Tenure of Office
14.20
At present, appointment to or filling of the post of Senior Chief Executive is on

contractual terms or on assignment basis for a period of two years and after the expiry
of the two-year period, incumbent on establishment is appointed in a substantive
capacity subject to his performance and the continued relevance of his competence.
14.21
The High Powered Committee has, at its meeting of 12 December 2015, approved
that serving officers should be appointed directly in a substantive capacity, without
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Civil Service
having to go through the period of two years of assignment. We are recommending

accordingly.
Recommendation 6
14.22
We recommend that appointment to or filling of the position of Senior Chief

Executive should be:
(i)
on contractual terms for a period of two years and after the expiry of the
two years period, the contract may be renewed subject to his performance,
the continued relevance of his competence and the approval of the Prime
Minister; and
(ii)
from serving officers who should be appointed in a substantive capacity

subject to their performance and continued relevance of their competence.
Remuneration
14.23
We are replicating the provision regarding the salary of Senior Chief Executive on
contractual terms.
Recommendation 7
14.24
We recommend that the salary of the Senior Chief Executive on contractual

terms shall be as determined for the substantive position. Incumbent on
contract would also be eligible for a gratuity equivalent to two months salary
on completion of every twelve months satisfactory service.
14.25
We further recommend that a public officer on permanent and pensionable

establishment assigned the duties of the position of the Senior Chief Executive
may, at the start of the assignment, opt not to take the gratuity and, in return,
the period he would serve as Senior Chief Executive shall be deemed to be
pensionable service, provided he has:
(i)
(ii)
not been reverted to his substantive post on ground of inefficiency or

(iii) at the time of his retirement/ reversion 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);
OR
he has successfully served for a minimum period of six months and has
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Secretary for Home Affairs

14.26
Provision exists for the post of Secretary for Home Affairs to be filled on an
assignment basis by an incumbent of the rank of Senior Chief Executive against
payment of a responsibility allowance. On his retirement, the allowance becomes
pensionable, subject to certain conditions. He should continue to be paid the
allowance during the assignment and be eligible to the accruing pension benefits as
per the recommendation hereunder:
Recommendation 8
14.27
We recommend that:
(a)
an officer who has been assigned the duties of Secretary for Home Affairs,
should continue to be granted an allowance equivalent to the difference
between his salary and that of the Secretary for Home Affairs; and
(b)
in the event the officer retires in the capacity of Secretary for Home Affairs
or is reverted to his substantive post, the allowance becomes pensionable
(i)
(ii)
not been reverted to his substantive post on ground of inefficiency

or inability to perform at the higher level or on ground of
misconduct or has not been reverted at his own request; and
(iii)
at the time of his retirement/ reversion 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);
OR
Appointment of Chief Executives
Recommendation 9
14.28
We recommend that the provisions regarding mode of appointment, tenure of

office and the appropriate leadership capabilities be also considered for Chief
Executives of public departments, Parastatal Bodies and Local Authorities.
However, where Deputies to Chief Executives have been appointed by
selection, appointment to the position of Chief Executives could continue to be
by promotion, subject to the approval of the appropriate authorities according
to the promotion framework at Chapter 11 of Volume 1 of this Report.
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Civil Service
Personal Secretary
14.29
Duties devolving on the Personal Secretary attached to the Office of the Prime
Minister include among others, ensuring a comprehensive secretarial and
confidential service to the Prime Minister across a wide range of his
responsibilities. The officer who is assigned this responsibility belongs to the
General Services and is paid a monthly allowance. In view of the importance of
this function, we are maintaining this arrangement and the provision for the
allowance to be reckoned as pensionable emolument.
Recommendation 10
14.30
We recommend that, subject to the approval of the High Powered Committee,

the allowance paid to the officer who has been assigned the duties of Personal
Secretary may be reckoned as pensionable emoluments provided that
incumbent has performed in that position for a continuous period of three years
and has not been the subject of disciplinary proceedings on grounds of
inefficiency or inability to perform at that position or on grounds of misconduct.
PRIME MINISTERS OFFICE
SALARY SCHEDULE
Salary Code
02 000 111

Rs 200000
Secretary to Cabinet and Head of the Civil Service
02 000 109
Rs 164000
Secretary for Home Affairs
02 000 108
Rs 152000
02 000 106
Rs 122000
Permanent Secretary
02 086 095
Rs 64800 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

86000
Deputy Permanent Secretary
02 055 081
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
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Salary Code
02 000 105

Rs 119000
Director-General, Counter-Terrorism Unit
02 000 102
Rs 110000
National Security Adviser
02 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
Principal Co-ordinator, Security Matters
02 061 085
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 62950
Co-ordinator, Security Matters
20 057 085
Rs 27850 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 62950
Statistician/Senior Statistician
02 079 094
Rs 53200 x 1625 62950 x 1850 68500 x 1950 74350 x 2825

80000 x 3000 83000
Conference and Social Functions Manager (Personal)
02 054 081
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
Migration Analyst
26 044 072
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925

37125 x 1225 40800 x 1525 42325
Facilities and Maintenance Officer
08 061 075
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525

46900
Personal Secretary
08 026 060
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 30175
Receptionist/Guide
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Civil Service
Salary Code
25 023 052
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 23975
General Assistant
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200
Driver
24 016 043
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 19200
Stores Attendant
24 016 042
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 18825
Liftman
24 001 038
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x

260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker
**********
~67~
Pay Review 2016
Civil Service
Pay Review 2016
~68~
Civil Service
Department for Continental Shelf and Maritime Zones

Administration and Exploration
DEPARTMENT FOR CONTINENTAL SHELF AND MARITIME ZONES

ADMINISTRATION AND EXPLORATION
14.31
Some of the main objectives of the Department are, to: ensure orderly, safe and
rational management of non-living ocean resources, including the seabed area and
the underlying sub-soil; ascertain sovereign rights for the purpose of exploring and
exploiting the ocean resources; carry out the delimitation of the maritime boundary;
and oversee upstream activities of the petroleum sector, rationalise and harmonise
all ocean-resource related matters and contribute to energy security and maritime
safety.
14.32
The present establishment of the Department comprises a Director-General who is

the Accounting Head, four vacant positions of Directors and staff of support functions.
14.33
In the context of this Review, the submissions of Management pertained mainly to

the creation of additional level; upgrading the salary of Director-General and the
Directors; and granting of allowances and other specific benefits.
14.34
After examining each submission and considering, among others, the nascency of
the Department and its functional needs, the Bureau is reinforcing the present
structure through the creation of an additional level to enable the Department better
deliver on its mandate.
Research Development Officer/Senior Research Development Officer (New Grade)

14.35
Management has submitted that there is need for a new level to provide support and
assist in the implementation of development programmes/projects, among others.
We are recommending accordingly.
Recommendation 11
14.36
We recommend the creation of a grade of Research Development Officer/Senior

Research Development Officer. Appointment thereto should be made by
selection from among candidates possessing a Masters Degree in the field
related to Physical Oceanography or Applied Mathematics or Marine
Geoscience or Earth Sciences or Petroleum Engineering or Engineering
Science or Law or an equivalent qualification acceptable to the Public Service
Commission. Candidates should also have a good knowledge of ocean
legislations and conventions including the law of the sea conventions
governing Continental Shelf and Maritime Zones Administration and
Exploration in Mauritius.
14.37
Incumbent in the grade of Research Development Officer/Senior Research

Development Officer would be required, among others, to: provide support and assist
in the implementation development programmes/projects, directly relevant to the
strategic and operational plans of the office; initiate, develop, conduct and lead subprogrammes and projects of the office; participate in marine research cruise; assist
in the preparation of the policy, regulatory and legal framework for the management
of ocean resources and assist in the preparation of project proposals as well as in the
development of human capital and training needs of the ocean sector.
~69~
Pay Review 2016
Prime Ministers Office -
Civil Service
Department for Continental Shelf and Maritime Zones

Administration and Exploration
DEPARTMENT FOR CONTINENTAL SHELF AND MARITIME ZONES

ADMINISTRATION AND EXPLORATION
SALARY SCHEDULE
Salary Code
02 000 105

Rs 119000
Director General
02 086 095
Rs 64800 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

86000
Director
02 059 081
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 62950
Research Development Officer/Senior Research Development Officer
(New Grade)
**********
Pay Review 2016
~70~
Prime Ministers Office Equal Opportunities Tribunal
Civil Service
EQUAL OPPORTUNITIES TRIBUNAL

14.38
Act No. 42 of the Equal Opportunities Act 2008 provides for the setting up of the Equal
Opportunities Tribunal (EOT) as an independent body, to hear and determine
complaints referred to it by the Equal Opportunities Commission.
14.39
The EOT aims at issuing interim orders as expedient with a view to preventing serious
and irreparable damage to a person or category of persons. The Tribunal is also to
protect public interest and may prevent a person from taking any step that would
hinder or impede a hearing before the tribunal.
14.40
The jurisdiction of the EOT encompasses, among others, the making of an order
which would declare the rights of the complainant and the respondent in relation to
the act to which the complaint relates.
14.41
Since its setting up, the EOT comprises a President, who is a Law Practitioner of not
less than 10 years standing. The President is assisted by two members who have
knowledge of or reckon experience in law, race relations, gender affairs, employment
issues, education, culture, economics, social welfare or human rights and who have
been active in any of these fields for a period of not less than five years.
14.42
At the support level, the Secretary to Cabinet and Head of the Civil Service is
empowered to designate the Secretary, Equal Opportunities Tribunal and such other
public officers as the latter thinks fit, to assist the EOT for its operational requirements.
The duties of the Secretary, Equal Opportunities Tribunal consist in keeping a record
of the proceedings of the Tribunal as well as the safe custody of papers and
documents of the EOT; and issuing summonses and recording statements called
before the EOT.
14.43
We are maintaining the present structure in this Report.

EQUAL OPPORTUNITIES TRIBUNAL
SALARY SCHEDULE
Salary Code
12 000 107

Rs 140000
President, Equal Opportunities Tribunal
12 000 102
Rs 110000
Member, Equal Opportunities Tribunal
**********
~71~
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Prime Ministers Office Equal Opportunities Tribunal
Civil Service
Pay Review 2016
~72~
Prime Ministers Office Environment and Land Use Appeal Tribunal
Civil Service
ENVIRONMENT AND LAND USE APPEAL TRIBUNAL

14.44
The Environment and Land Use Appeal Tribunal has been set up in 2012 by Act No
5 of the Environment and Land Use Appeal Tribunal Act to hear and determine
appeals made under the Environment Protection Act; the Local Government Act; the
Morcellement Act; and the Town and Country Planning Act.
14.45
Since its inception, the structure of the Environment and Land Use Appeal Tribunal
comprises a Chairperson and a Vice-Chairperson who have been appointed by the
Public Service Commission. In the exercise of their functions, they are assisted by a
Secretary who is under the administrative control of the Chairperson and supported
by officers of the General Services cadre.
14.46
The Secretary to the Tribunal is responsible for keeping a record of the proceedings
of the Tribunal; keeping in safe custody the papers and documents of the Tribunal;
and issuing summonses and recording statements of witnesses called before the
Tribunal.
14.47
In this Report, we are maintaining the present structure.

ENVIRONMENT AND LAND USE APPEAL TRIBUNAL
SALARY SCHEDULE
Salary Code
12 000 107

Rs 140000
Chairperson, Environment and Land Use Appeal Tribunal
12 000 105
Rs 119000
Vice Chairperson, Environment and Land Use Appeal Tribunal
08 062 085
Rs 31725 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 62950
Secretary, Environment Appeal Tribunal
08 051 070
Rs 23200 x 775 32500 x 925 37125 x 1225 39575

Shorthand Writer
**********
~73~
Pay Review 2016
Prime Ministers Office Environment and Land Use Appeal Tribunal
Civil Service
Pay Review 2016
~74~
Prime Ministers Office Strategic Policy and Planning Department
Civil Service
STRATEGIC POLICY AND PLANNING DEPARTMENT

14.48
The Strategic Policy Unit (SPU), created in the EOAC Report 2013, was converted
into the Strategic Policy and Planning Department (SPPD) by the Government to be
responsible for advising Government on strategic planning at the national and
sectoral level. It operates under the aegis of the Prime Ministers Office.
14.49
Government in its manifesto, had announced the setting up of a Department of

Economic Planning and Development in the following terms:
Un nouveau department de planification economique et de development sera cre
pour amliorer la planification et faire le suivi de la vision conomique du government
et de ses projects.
14.50
In this context Government set up a Vision 2030 High-Powered Committee to

provide strategic direction in the design and implementation of an all-encompassing
National Economic Development Blueprint for Mauritius and a National Advisory
Council to provide strategic oversight and facilities collaboration among the relevant
agencies for the smooth elaboration and implementation of the Vision 2030 Blueprint.
14.51
In order to achieve the socio-economic objectives and goals of the Vision 2030
Blueprint, Government converted the SPU into a strong Strategic Policy and
Planning Department to be responsible for the preparation of the National Strategic
Plan.
14.52
The main tasks of the SPPD are, among others, to prepare the National Strategic
Plan (Vision 2030 Blueprint); analyse economic and social issues of national interest,
and formulate/evaluate policy recommendations to achieve Governments socioeconomic goals and objectives; monitor and evaluate the implementation of
Government socio-economic, macro-economic and sectoral action plans/ policies/
strategies/ programmes/projects and review policy options as appropriate; identify,
investigate and analyse emerging socio-economic and international issues that could
impact on the nation; co-ordinate assistance from international, bilateral and
multilateral sources; and prepare periodic reports on the economy.
14.53
The activities of the SPPD are carried out by the three divisions namely: Sectoral
Development; Macro-Economic Analysis and Research; and Coordination and
Monitoring. The Sectoral Development Division is further sub-divided into four
sectors, viz Productive, Infrastructure, Social and Emerging.
14.54
In the context of this review exercise, following the conversion of the SPU into SPPD,
the Bureau has been called upon to create a new Strategic Policy and Planning
Cadre with a four-level structure to which we subscribe.
~75~
Pay Review 2016
Civil Service
Strategic Policy and Planning Cadre (New Structure)

14.55
After having thoroughly examined the Ministrys submissions, we are making

provision for a new structure of the Strategic Policy and Planning Cadre to respond
to the policy of the challenges embraced in Governments Mission 2030.
Recommendation 12
14.56
We recommend the creation of a Strategic Policy and Planning Cadre

comprising grades of Strategic Policy and Planning Officer/Senior Strategic
Policy and Planning Officer, Lead Strategic Policy and Planning Officer,
Director, Strategic Policy and Planning as well as the grade of Director-General,
Strategic Policy and Planning. Staff serving at the Strategic Policy Unit from
the Prime Ministers Office should move horizontally into the respective posts
of same level at the SPPD.
14.57

(i)
the grade of Strategic Policy and Planning Officer/Senior Strategic Policy

and Planning Officer should, in future, be filled from among candidates
possessing a Degree in Economics from a recognised institution or an
alternative equivalent qualification;
(ii)
appointment to the grade of Lead Strategic Policy and Planning Officer

should, in future, be made by selection from among officers in the grade
of Strategic Policy and Planning Officer/Senior Strategic Policy and
Planning Officer possessing a Degree in Economics or an alternative
equivalent qualification and reckoning at least six years service in a
substantive capacity in the grade;
(iii) appointment to the grade of Director, Strategic Policy and Planning

should, in future, be made by selection from among officers in the grade
of Lead Strategic Policy and Planning Officer possessing a Masters
Degree in Economics from a recognised institution or an alternative
equivalent qualification and reckoning at least ten years experience in
strategic policy issues;
(iv) appointment to the grade of Director-General, Strategic Policy and
Planning should be made from among officers possessing a Masters
Degree in Economics from a recognised institution or an alternative
equivalent qualification and reckoning at least ten years experience in
strategic policy issues.
Pay Review 2016
~76~
Civil Service
STRATEGIC POLICY AND PLANNING DEPARTMENT

SALARY SCHEDULE
Salary Code
01 000 107

Rs140000
Director-General, Strategic Policy and Planning (New Grade)
01 000 105
Rs 119000
Director, Strategic Policy and Planning (New Grade)
01 086 095
Rs 64800 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

86000
Lead Strategic Policy and Planning Officer (New Grade)
01 054 085
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 62950
Strategic Policy and Planning Officer/Senior Strategic Policy and
Planning Officer (New Grade)
**********
~77~
Pay Review 2016
Civil Service
Pay Review 2016
~78~
Prime Ministers Office Equal Opportunities Commission
Civil Service
EQUAL OPPORTUNITIES COMMISSION

14.58
The Equal Opportunities Commission was set up as an independent, distinct and

statutory body under the Equal Opportunities Act, 2008 which came into force in
January 2012. The Commission reports directly to the President of the Republic and
has the duty to work towards the elimination of discrimination, the promotion of equal
opportunities and the promotion of good relations between people of different status.
The Commission has investigative powers and also an educational role to sensitize
the public.
14.59
The Commission is mandated under the Act among others, to: keep under review the
working of the Act and any relevant law and submit to the Attorney-General proposals
for amending them, if required; carry out investigations of its own or following a
complaint; conduct and foster research and education and other sensitization
programmes for the purpose of eliminating discrimination and promoting equality of
opportunity and good relations between persons of different status; refer the matter
to the Director of Public Prosecutions, if on completion of an investigation, it is
revealed that an offence has been committed; and refer any matter to the Equal
Opportunities Tribunal for non-compliance with the Act.
14.60
The Equal Opportunities Commission comprises a Chairperson and three other

members nominated by the President of the Republic of Mauritius to serve the
Commission on contract basis. The Commission also has a Secretary who is
responsible for the administration of the Commission.
14.61
At present, the Commission is operating with a very lean staff posted on secondment
from other Ministries. The Bureau has, however, created the grade of Investigator on
its establishment with a view to enhancing the technical efficiency and effectiveness
of the Commission, especially in the field of examination, investigation hearings,
conciliation/agreements, and sensitisation. We are maintaining the present set up.
EQUAL OPPORTUNITIES COMMISSION
SALARY SCHEDULE
Salary Code
12 054 081

Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525
49950 x 1625 56450
Investigator
**********
~79~
Pay Review 2016
Prime Ministers Office Equal Opportunities Commission
Civil Service
Pay Review 2016
~80~
Prime Ministers Office Government Information Service
Civil Service
GOVERNMENT INFORMATION SERVICE

14.62
The Government Information Service (GIS), which envisions to be the leading

communication hub of Government, operates under the aegis of the Prime Ministers
Office (Home Affairs Division).
14.63
Its mission is to disseminate accurate information on Government policies,

programmes, services and activities in a timely manner, with a view to generating
public support for Government policies, programmes, services and activities.
14.64
The main objectives of the GIS are to collect, process and disseminate accurate and
timely information of Government policies, programmes and activities; archive
information to facilitate access and retrieval; act as an interface between Government
and the local/international media; provide facilities to Ministries/Departments in
respect of conference audio and video system, photographic services, recording,
sound system, video and LCD projection; and extend facilities for the coverage of
state visits, regional/international conferences, workshops, seminars and working
sessions.
14.65
The GIS was previously organised under four sections, namely the Information
Section; Audio-Visual Section; Documentation and Press Section; and Overseas
News Section. However, following a Government Decision in 2015, the Overseas
News Section has been closed down.
14.66
In the context of this review exercise, both Management and the staff side made
representations for the restyling and creation of grades. We have examined all the
proposals made by both Management and Unions and are making appropriate
recommendations for those requests that have valid justifications.
Overseas News Section

14.67
The Overseas News Section (ONS) was responsible for the production of Overseas
News Bulletins which reproduce and propagate information from Reuters and Agence
France Presse. The Bulletins were issued thrice daily to both paid and free
subscribers. By virtue of the nature of its deliverables, the ONS was operating on a
24/7 basis and the pattern of work was on a shift system to ensure the continued
operation of the section.
14.68
Over the past years, developments in the IT Sector resulted to a decrease in the
number of paying subscribers. In 2015, Government decided to close down the ONS
of the GIS in view of the availability of substitutes to the Overseas News Bulletins,
recent developments in the IT-related news sector, and the relatively high cost of
operations.
~81~
Pay Review 2016
Civil Service
14.69
During consultations, Management apprised the Bureau that the Overseas News
Section was manned by an Acting Head, News Officer cadre; three Senior News
Officers; and four News Officers. Government has decided to redeploy the remaining
officers within the GIS with a framework of a new scheme of duties and a new grade
appellation. We are making appropriate provisions to implement the decision of
Government.
Recommendation 13
14.70
We recommend the creation of a grade of Information Support Officer/Senior

Information Support Officer to absorb serving officers in the grades of Senior
News Officer and News Officer of the former Overseas News Service of the
Government Information Service.
14.71
Incumbent would be required to perform, inter alia, daily press review exercise;
classification of documents/press cuttings in appropriate files; scanning of documents
and maintaining appropriate folders; processing of official communiqus; and
computerisation and storage of recordings of pictorial display in a database, for future
use.
14.72
We also recommend that the grade of Information Support Officer/Senior

Information Support Officer be made evanescent after all the serving officers
in the grades of Senior News Officer and News Officer have been absorbed in
the grade.
14.73
We further recommend that the Ministry should consider the possibility, if any,
for the redeployment of the concerned officers, if they so wish, in other
Ministries/Departments in the event posts with similar duties exist in those
organisations.
Information Section
Time-Off
14.74
The Information cadre at the GIS comprises officers in the grades of Information
Officer; Senior Information Officer; Principal Information Officer; Assistant Director,
Information Services; and Director, Information Services.
14.75
In our last Report, provision was made for officers of the Information cadre who, by
nature of their duties, are required to work regularly outside normal working hours
especially for Cabinet Decisions and for coverage of official functions during
weekends and public holidays. We are maintaining this provision.
Pay Review 2016
~82~
Civil Service
Recommendation 14
14.76
We recommend that arrangements should continue to be made for officers of

the Information cadre who are required, on a regular basis, to put in additional
hours of work to cope with the demands of their jobs, for the grant, on
application, of equivalent time-off for the extra hours put in. However, where it
has not been possible for management to grant time off to the officers within a
period of four consecutive months, they should be compensated at the normal
hourly rate, subject to their having put in a minimum of 15 extra hours in a
month.
Press Section
Special Allowance
14.77
Some officers posted in the Press Section of the GIS are being paid a monthly special
allowance in view of the sensitive nature of their duties. We are maintaining this
provision.
Recommendation 15
14.78
We recommend that officers in the grades of Senior Publicity/Documentation

Officer and Publicity/Documentation Officer, posted in the Press Section of the
Government Information Service, should continue to be paid a special monthly
allowance equivalent to three increments at the point reached in their
respective salary scales.
GOVERNMENT INFORMATION SERVICE
SALARY SCHEDULE
Salary Code
10 095 097

Rs 86000 x 3000 92000
Director, Information Services
10 085 094
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

83000
Assistant Director, Information Services
10 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
Principal Information Officer
~83~
Pay Review 2016
Civil Service
Salary Code
10 069 085

Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950
Head, Documentation Unit
Senior Information Officer
10 054 081
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
Information Officer
10 050 070
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225

39575
Principal Publicity/Documentation Officer
10 043 065
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775

32500 x 925 34350
Senior Publicity/Documentation Officer
10 029 062
Rs 12675 x 260 14050 x 275 15150 x 300 15750 x 325

17700 x 375 19575 x 475 21950 x 625 23200 x 775 27425
Publicity/Documentation Officer
AUDIO VISUAL SECTION
10 059 078
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 51575
Head, Audio-Visual Production Officer
10 052 075
Rs 23975 x 775 32500 x 925 37125 x 1225 40800 x 1525

46900
Principal Audio-Visual Production Officer
10 045 073
Rs 20050 x 475 21950 x 625 23200 x 775 32500 x 925

37125 x 1225 40800 x 1525 43850
Senior Audio-Visual Production Officer
10 033 070
Rs 15750 x 325 17700 x 375 19575 x 475 21950 x 625

23200 x 775 32500 x 925 37125 x 1225 39575
Audio-Visual Production Officer
Pay Review 2016
~84~
Civil Service
Salary Code

EX - OVERSEAS NEWS SECTION
10 057 071
Rs 27850 x 775 32500 x 925 37125 x 1225 40800

Head, News Officer Cadre (Personal to officers in post as at
31.12.15)
10 030 071
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375

19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x
1225 40800
Information Support Officer/Senior Information Support Officer (New
Grade)
10 048 067
Rs 21475 x 475 21950 x 625 23200 x 775 32500 x 925

36200
Senior News Officer (Personal to officers in post as at 31.12.15)
10 030 064
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375

19575 x 475 21950 x 625 23200 x 775 32500 x 925 33425
News Officer (Personal to officers in post as at 31.12.15)
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325

17700 x 375 19575 x 475 21950 x 625 23200
Driver
24 001 038
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x

260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker
**********
~85~
Pay Review 2016
Civil Service
Pay Review 2016
~86~
Civil Service
FORENSIC SCIENCE LABORATORY

14.79
The Forensic Science Laboratory (FSL), sole provider of forensic analysis in criminal
cases, is an autonomous body which operates under the aegis of the Prime Ministers
Office. It is mainly responsible to provide high quality, validated forensic services
whilst adhering to internationally recognised accreditation standards. Besides being
a major stakeholder in national projects, the FSL equally provides forensic services
to the Government of Seychelles within the Framework Agreement on security and
crime combatting. It is also a training center for the INTERPOL within the Maritime
Security Project.
14.80
The vision of the FSL is to be the benchmark in providing forensic science services
for testing competence, global acceptance and recognitions for the enhancement of
the judicial system. Its strategic objectives are to offer investigative services to the
criminal justice community; provide the best possible services to facilitate criminal
justice process and other related cases and discharge its functions at the interest of
the nation using professional competency and impartiality.
14.81
Further to changes in the landscape, technological advances and an increased

emphasis on research and development, the FSL is called upon to shift from its
traditional role of scientific provider to become a key player in the conduct of
investigations, provision of quick, reliable and timely information on different
scenarios and suspect items and identification and analysis of new psychoactive
substances, among others.
14.82
A Director is at the apex of the organisation and is assisted by a Deputy Director.

Officers in the professional and technical cadres provide support services and are the
core staff of the Laboratory.
14.83
In the context of this Report, both Management and Staff Associations made
representations to, among others, upgrade basic qualification requirements for entry
to the technical cadre, restyle grades in line with developments and grant allowances
for specific duties carried out. We have duly examined all proposals and considered
only those deem most meritorious, in line with the main theme of the Report, namely
to transform the public sector for an enhanced service delivery to meet citizens, non
citizens and other stakeholders needs.
14.84
As regards the organisation structure of the FSL, same is being maintained as we

consider it to be appropriate. We are, however, reviewing the qualification
requirements for appointment to the grade of Forensic Scientist/Senior Forensic
Scientist to facilitate the career progression of qualified and experienced officers in
the technical cadre as well as allowing movement for officers in the technical cadre.
We are, in addition, restyling job appellations of technical grades to reflect the true
nature of duties performed; maintaining the payment of existing allowances and
introducing justifiable ones.
~87~
Pay Review 2016
Civil Service

14.85
In the 2013 PRB Report, the mode of recruitment to the grade of Forensic
Scientist/Senor Forensic Scientist was amended such that appointment be made by
selection from among officers in the grades of Principal Forensic Technologist,
Forensic Technologist/Senior Forensic Technologist and Forensic Technician
possessing a degree in Forensic Science or any related forensic discipline and in the
absence of suitably qualified serving officers, appointment be made by selection from
among candidates possessing the required qualification.
14.86
The Staff Associations represented that as per the existing qualification requirements,
officers in the technical cadre possessing a degree in the scientific field or an
equivalent qualification are not taken on board for appointment in the grade though
they have acquired the relevant skills, competencies and work experience in forensic
science. The Bureau has been apprised that officers in the grades concerned are
provided appropriate training both locally and overseas in forensic science. They are
thus able to conduct forensic work as per standards set.
14.87
The Bureau has examined the issue in depth and considers that there is merit in the
case. We are, therefore, upon advice of the Management of FSL, widening the scope
of recruitment of the grade of Forensic Scientist/Senior Forensic Scientist so as to
give qualified and experience officers of the technical grades the opportunity to join
the professional cadre whilst enabling recruitment from a larger pool of qualified
serving officers.
Recommendation 16
14.88
We recommend that, in future, appointment to the grade of Forensic

Scientist/Senior Forensic Scientist should be made by selection from among
officers in the Forensic Technologist cadre possessing a degree in either
Forensic Science or Chemistry or Biology or Biotechnology or Biology with
minor Forensic Science or Chemical Analysis and Instrumentation Techniques
or Criminal Justice or Molecular and Cellular Biology or Quality Management
or an equivalent qualification. In the absence of qualified serving officers,
appointment should be made by selection from among candidates possessing
the required qualification.
Restyling of grades of the Technical Cadre

14.89
The nature of duties and level of responsibility devolving upon officers in the Forensic
Technician cadre as well as the intensive training acquired by them over the years no
longer matches their job titles. We are, therefore, restyling the grades of the Forensic
Technician cadre to appropriate job appellations.
Pay Review 2016
~88~
Civil Service
Recommendation 17
14.90
We recommend that the job appellations of grades of the technical cadre be

restyled as hereunder:
From
To
Forensic Technician
Forensic Technologist/Senior
Forensic Technologist
Forensic Technologist/Senior
Forensic Technologist/Senior Forensic Technologist

formerly Forensic Technician
14.91
At present appointment to the grade of Forensic Technician is made by selection from

among candidates possessing a Cambridge Higher School Certificate with passes in
Chemistry and Physics for the Chemistry/Toxicology Section; and Chemistry and
Biology for the Biology Section. For this Report, request has been made to upgrade
the entry qualification requirements to diploma level on the ground that the nature of
work has become more complex, coupled with the use of sophisticated technologies
and methods in view of meeting world class standards.
14.92
Whilst studying the request, the Bureau has taken into account the fact that once
officers join the cadre, they are provided relevant and updated theoretical and
practical training. Hence, incumbents are adequately equipped with the appropriate
knowledge, competencies and skills with a view to delivering efficient and effective
service. In this respect, and keeping in mind the social aspect in recruitment policy,
we consider that the existing qualification requirements should be maintained.
14.93
However, we do recognise that additional knowledge may contribute in bringing an

improved service delivery. In this perspective, we believe that incumbents and future
entrants may be provided with some kind of incentive to acquire higher qualifications
and motivate them to remain in the organisation, so that they continue to offer their
expert services. We are, therefore, providing a mechanism to compensate
incumbents possessing higher qualifications in line with our general philosophy
favouring career earnings.
Recommendation 18
14.94
We recommend that officers in the grade of Forensic Technologist/Senior

Forensic Technologist, formerly Forensic Technician, possessing a diploma in
Forensic Science or Chemistry or Biology or Biotechnology or Biology with
minor Forensic Science or Chemical Analysis and Instrumentation Techniques
or Criminal Justice or Molecular and Cellular Biology or Quality Management
~89~
Pay Review 2016
Civil Service
or an equivalent qualification, should be allowed on reaching the top of their

salary scale, to move incrementally in the master salary scale up to salary point
Rs 38350 provided they:
(i)
(ii)

preceding year; and

Movement in salary scale
14.95
At present, officers in the Forensic Technician cadre possessing a Degree in the field
of Forensic Science are allowed on reaching the top of their salary scale to move
incrementally in the master salary scale subject to satisfying certain conditions. We
are maintaining this provision while enlarging the field of study in which a degree is
required.
Recommendation 19
14.96
We recommend that officers in the grades of Forensic Technologist/Senior

Forensic Technologist, formerly Forensic Technician, Principal Forensic
Technologist, formerly Forensic Technologist/Senior Forensic Technologist
and Chief Forensic Technologist, formerly Principal Forensic Technologist,
possessing a degree in either Forensic Science or Chemistry or Biology or
Biotechnology or Biology with minor Forensic Science or Chemical Analysis
and Instrumentation Techniques or Criminal Justice or Molecular and Cellular
Biology or Quality Management or an equivalent qualification should be
allowed, on reaching the top of their respective salary scale, to move
incrementally in the master salary scale up to salary point Rs 40800, Rs 51575
and Rs 59700 respectively, provided they:
(i)
(ii)

preceding year; and

Allowances
On-Call and In-Attendance Allowances
14.97
Officers of the FSL are paid On-Call and In-Attendance Allowances for being on call
beyond normal working hours and for attending duty whilst being on call. This
arrangement is being maintained.
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Recommendation 20
14.98
We recommend that the On-Call Allowances payable to officers of the Forensic

Science Laboratory be revised as follows:
Grades
Weekdays
0600 hours to
0845 hours
1600 hours to
1800 hours
Amount (Rs)
Weekdays
1800 hours to
0600 hours the
following day
Amount (Rs)
Saturdays
0600 hours to
0600 hours
the following
day
Amount (Rs)
Sundays and
Public Holidays
0600 hours to
0600 hours the
following day
Amount (Rs)
Director, FSL
135
335
800
960
Deputy Director,
FSL
120
305
730
865
Chief Forensic
Scientist
110
280
650
785
Forensic Scientist/
Senior Forensic
Scientist
95
230
575
695
Chief Forensic
Technologist
formerly Principal
Forensic
Technologist
75
175
420
500
Principal Forensic
Technologist
formerly Forensic
Technologist/Senior
Forensic
Technologist
65
160
395
460
Forensic
Technologist/Senior
Forensic
Technologist
formerly Forensic
Technician
50
115
280
335
14.99
We further recommend that, when attending work while on-call, officers of the
Forensic Science Laboratory should be paid allowances per hour, inclusive of
travelling time, as follows:
Grade
Amount (Rs)
Director, FSL
335
Deputy Director, FSL
300
Chief Forensic Scientist
275
245
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Grade
Amount (Rs)

formerly Forensic Technologist/Senior
Forensic Technologist/Senior Forensic
Technologist
180
160
115
Risk Allowance
14.100 A Risk Allowance is currently paid to officers of the Forensic Scientist cadre and
Forensic Technologist cadre. We are maintaining the allowance.
Recommendation 21
14.101 We recommend the continued payment of a monthly risk allowance equivalent
to one and a half increments at the initial of the respective salary scale to
officers of the Forensic Scientist cadre and Forensic Technologist cadre.
Allowance for Accreditation and ISO Certification
14.102 During consultations, Management has submitted that as the FSL is an ISO Certified
organisation, there is need for the creation of a grade of Quality Manager to perform
duties related to ISO Certification and accreditation of the Laboratory. After carefully
analysing the request, we are of the view that acceding to same would result into the
creation of a dead end post, with no possibility of career movement. We are,
however, providing for another mechanism to incentivise officers to perform these
duties.
Recommendation 22
14.103 We recommend that officers in the grades of Forensic Scientist/Senior Forensic
Scientist and Chief Forensic Scientist should be designated on a rotational
basis to perform duties related to ISO Certification and accreditation of the
Laboratory.
14.104 We further recommend that the designated officers should be paid a monthly
allowance of Rs 2700.
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FORENSIC SCIENCE LABORATORY

SALARY SCHEDULE
Salary Code
19 000 102

Rs 110000
Director, Forensic Science Laboratory
19 085 095
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

86000
Deputy Director, Forensic Science Laboratory
19 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
Chief Forensic Scientist
19 055 085
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 62950
19 067 081
Rs 36200 x 925 37125 x 1225 40800 x 1525 49950 x 1625

56450
19 056 076
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525

48425
formerly Forensic Technologist/Senior Forensic Technologist
19 036 066
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625

23200 x 775 32500 x 925 35275
Forensic Technologist/Senior Forensic Technologist
24 040 061
Rs 18075 x 375 19575 x 475 21950 x 625 23200 x 775

30950
Senior Forensic Laboratory Auxiliary
formerly Senior Forensic Laboratory Attendant
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Salary Code
24 023 056

Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 19575 x 475 21950 x 625 23200 x 775 27075
Forensic Laboratory Auxiliary
formerly Forensic Laboratory Attendant
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325

17700 x 375 19575 x 475 21950 x 625 23200
Driver
24 015 041
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300

15750 x 325 17700 x 375 18450
Handy Worker
**********
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CIVIL STATUS DIVISION

14.105 The main functions of the Civil Status Division (CSD) are to: issue civil status
certificate; operate the computerized system in all its Civil Status Offices for the
registration of births, deaths, marriages and any other matter relating to the Civil
Status of the persons; maintain a civil status database for the generation of a unique
identification number for each citizen at the time of birth registration and monitor the
Central Population Database which holds basic information on all individuals
registered in Mauritius and its Outer Islands.
14.106 These services are provided in forty four civil status sub offices in Mauritius, two in
Rodrigues, one in Agalega and ultimately one in St Brandon. The Central Civil Status
Office located in Port Louis, oversees the overall administration and control of all the
Civil Status Offices both inland and outer islands.
14.107 The Registrar of Civil Status is responsible to the Secretary for Home Affairs for the
general administration and management of the Civil Status Division. He is supported
in his duties by the Deputy Registrar of Civil Status, officers of the Civil Status Cadre
and those of the General Services Class.
14.108 In the context of this review exercise, staff side, supported by Management have
made the following submissions: creation of the grade of Trainee; upgrading salaries
of all the grades in the Cadre; merging of grades; payment of a black jacket allowance
and duty free facilities for Civil Status Officers to purchase a car and revision of all
existing allowances.
14.109 During consultations, both parties were apprised that provision already exists in the
EOAC Report 2013 for the creation of the grade of Trainee. However, at a later stage
this proposal was withdrawn by Management in view of foreseeable practical
problems. Considerations that go in upgrading and merging of grades were
explained. Reasons for the non-payment of a Black Jacket Allowance were also
provided. As Civil Status Officers are already eligible for loan facilities for the
purchase of a car, both Management and staff side were informed that this would be
maintained.
14.110 In this Report, we are not bringing any change in the organisational structure, which
we consider fit for its purpose. However, the allowances are being revised and we
are recommending the conduct of an HR Audit to identify the need for
additional HR requirements and to prompt appropriate remedial measures.
Allowance to open Civil Status Offices after office time
14.111 At present, officers of the Civil Status Cadre provide emergency service from 1200 to
1700 hours on Saturdays, Sundays and Public Holidays. They are paid an On-Call
Allowance of Rs 220 per day, a travelling allowance of Rs 160 or appropriate mileage
allowance at approved rates for official travelling on the distance travelled between
residence and site of work each time they open office, inclusive of the collection from
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and the handing over of keys to the Police Station, and an allowance of Rs 250 for
each registration of death including the issue of burial/cremation permit.
14.112 We are maintaining the present arrangement and revising the quantum of allowances
paid.
Recommendation 23
14.113 We recommend that officers of the Civil Status cadre providing emergency
service from 1200 hours to 1700 hours on Saturdays, Sundays and Public
Holidays be paid:
(a)
an On-Call Allowance of Rs 230 per day;
(b)
a travelling allowance of Rs 170 or appropriate mileage allowance at the

approved rates for official travelling on distance travelled between
residence and site of work each time they open office, inclusive of the
collection from and the handing over of keys to Police Stations; and
(c) an allowance of Rs 270 for each registration of death, including the issue
of burial/cremation permit.
Allowance for Registration of Religious Marriage to give civil effect
14.114 The present quantum of allowances payable to officers of the Civil Status cadre for
celebration of civil marriages outside the Civil Status Offices are being maintained.
Allowances
(Rs)
A.
Where both of the intending spouses are citizens

of Mauritius:(i)
(ii)
B.
Celebration of civil marriages at private

residence
Celebration of civil marriages at premises
other than office or private residence
Celebration of civil marriages at premises other

than office where both intending spouses are noncitizens
700
1000
1500
Registration of deaths for burial during cyclonic conditions Class III and Class IV
14.115 At present, an officer of the Civil Status cadre is on-call in each district to register
deaths and issue burial permit during cyclonic conditions class III and IV. He is paid
an On-Call Allowance of Rs 220 per day and an allowance of Rs 250 for each
registration of death including the issue of burial permit.
14.116 Management of the Civil Status Division also has to make arrangements with the
Police Department for the conveyance of officers who are on call in each district to
register deaths which require burial permit during cyclonic conditions Class III and IV.
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14.117 The quantum of allowances are being revised while the present arrangement, which
is effective, is to be continued.
Recommendation 24
14.118 We recommend that an officer of the Civil Status cadre should be on-call in
each district to register deaths requiring burial permit during cyclonic
conditions class III and IV and should be paid:
(a)
an On-Call Allowance of Rs 230 per day
(b)
an allowance of Rs 270 for each registration of death including the issue

of burial permit.
14.119 We further recommend that Management of the Civil Status Division should
make necessary transport arrangements, with the Police Department for the
conveyance of officers from their place of residence to office and back when
they are called upon to register deaths which requires burial permit during
cyclonic conditions Class III and IV.
Loan facilities
14.120 Officers of the Civil Status cadre are granted loan facilities for the purchase of a car
on the same terms and conditions as laid down at paragraph 18.2.46(g) of volume 1
of the 2013 PRB Report and are paid the appropriate mileage allowance at the
approved rates for official travelling on distance travelled between residence and site
of work on Saturdays, Sundays and Public Holidays after 1200 hours. This provision
is maintained.
Recommendation 25
14.121 We recommend that officers of the Civil Status cadre should continue to be
granted loan facilities for the purchase of a car on the same terms and
conditions as laid down as per provision of paragraph 18.2.43 of Volume 1 of
the 2016 PRB Report and be paid the appropriate mileage allowance at the
approved rates for official travelling on distance travelled between residence
and site of work on Saturdays, Sundays and Public Holidays after 1200 hours.
Office Clerk
14.122 Provision has been made in the EOAC 2013 Report for the MCSAR in collaboration
with the Civil Service College to mount an appropriate award course for Office Clerk,
the successful completion of which would entitle them to move incrementally in the
master salary scale up to salary point Rs 25925, that is, by two increments. It is to
be noted that the objective of the course is to equip the Office Clerks with relevant
skills to effectively perform clerical duties which are being assigned to them.
14.123 The Office Clerks have drawn our attention to the high level set for the course which
falls beyond their capacity and competence making it difficult for them to obtain the
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award. We are, therefore, making an appropriate recommendation to address the

issue.
Recommendation 26
14.124 We recommend that:
(i)
the Ministry of Civil Service and Administrative Reforms should continue,

in collaboration with the relevant authorities, to organize work oriented
Award Course for Office Clerks.
(ii)
Office Clerks who have successfully completed the course be allowed to

move incrementally in the master salary scale up to salary point
Rs 28625.
(iii) Office Clerks who have successfully completed the Award Course and
who have attained compulsory retirement age before reaching the top
salary of the scale should be granted an additional increment at the point
reached for the computation of their pensionable emoluments.
(iv) the MCSAR should ensure that the level of the course set should also take
into consideration the level of the duties as well as the profile of the Office
Clerks.
SALARY SCHEDULE
Salary Code
18 095 097

Rs 86000 x 3000 95000
Registrar of Civil Status
18 068 090
Rs 37125 x 1225 40800 x 1525 49950 x 1625 62950 x 1850

68500 x 1950 72400
Deputy Registrar of Civil Status
18 058 075
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525

46900
Principal Civil Status Officer
18 046 065
Rs 20525 x 475 21950 x 625 23200 x 775 32500 x 925 34350

Senior Civil Status Officer
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Salary Code
18 027 060

Rs 10450 x 250 11450 x 260 14050 x 275 15150 x 300 15750
x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
30175
Civil Status Officer
08 022 056
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 27075
Office Clerk
16 025 067
Rs 13550 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 25525 QB 26300
x 775 31725
Machine Minder/Senior Machine Minder (Bindery)(Roster)
24 001 038
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x

260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker
**********
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Rodrigues
RODRIGUES
SALARY SCHEDULE
Salary Code
23 050 074

Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 40800 x
1525 45375
Public Relations and Welfare Officer
08 027 060
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 30175
Clerk (Personal)
22 021 054
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 25525
Receptionist/Telephone Operator
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200
Driver
24 022 047
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21000
Resident Caretaker
24 016 043
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 19200
Stores Attendant
24 001 038
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
**********
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Rodrigues
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~102~
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14.1 NATIONAL DEVELOPMENT UNIT

14.1.1 The National Development Unit (NDU) has the vision to have an informed society
benefitting from efficient and continually upgraded infrastructures and government
programmes. Its mission relates to bringing the benefits of socio-economic
development to the doorsteps of people and protecting the population from flooding
and national disaster.
14.1.2 Its main objective is, therefore, to contribute towards the enhancement of the quality
of life. The Unit aims at attaining this objective through three main activities namely:
provision of community based infrastructure and amenities; implementation of land
drainage and watershed management programme; and provision of information and
advice on existing services to empower citizens.
14.1.3 The activities of the NDU are organised under the Regional Development Section,
Technical Section and a network of 35 Citizens Advice Bureau covering the island.
14.1.4 The Permanent Secretary has the overall responsibility for the day-to-day
administration and management of the NDU.
REGIONAL DEVELOPMENT OFFICER CADRE
14.1.5 The Regional Development Officer (RDO) cadre is headed by a Chief Regional
Development Officer who is responsible for formulating policies for the NDU and
ensuring timely and efficient implementation of projects. He is assisted by officers in
the grades of Principal Regional Development Officer, Senior Regional Development
Officer and Regional Development Officer.
14.1.6 In the context of this Review exercise, representations have been made for:
merging/restyling of grades; payment of certain allowances; grant of duty free
facilities; and provision of protective equipment. During consultations, parties were
apprised on the philosophy of merging/restyling of grades. As regards payment of
allowances which pertains to General Conditions of Service, stakeholders were
sounded on existing provisions and apprised on the introduction in this Report for the
conduct of a Risk Assessment Exercise in organisations to determine or justify the
payment of a risk allowance. Parties were also informed that the Survey on Travelling
would determine eligibility for duty free facilities. On the issue of protective
equipment, parties were advised to submit the request to the Standing Committee on
Uniforms set up at the level of the Ministry of Civil Service and Administrative
Reforms.
14.1.7 After examining the proposals, the Bureau considers that the present structure is fit
for its purpose. We are, therefore, not bringing any modification thereto for the time
being.
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Citizens Advice Bureau Organiser Cadre

14.1.8 In the 2013 PRB Report, we made provision for the Regional Development Officer
cadre to be opened to qualified officers of the CAB Organiser cadre which consists
of CAB Organisers, Assistant CAB Coordinators and CAB Coordinator.
Recommendation was also made for the cadre to be gradually phased out as it had
been argued that the activities of the CAB had decreased considerably. This provision
was, however, waived by the EOAC.
14.1.9 The NDU has submitted that the activities carried out by CAB have continued to be
on the low side. Further, given that a wide array of duties devolves on the Regional
Development Officer Cadre, the need for the CAB Organiser Cadre may not be
warranted. We are, therefore, making appropriate recommendation to address the
issue. In so doing, we are taking care not to jeopardize the career path of CAB
Organisers. Hence, we are maintaining the grades of Assistant CAB Coordinator and
CAB Coordinator. Further, appointment to the grade of Regional Development
Officer would continue to be by selection from qualified officers of the CAB Cadre.
Recommendation 1
14.1.10 We recommend that the grade of CAB Organiser be made evanescent. We have
provided a personal salary for the incumbents.
Special Professional Retention Allowance
14.1.11 The Special Professional Retention Allowance (SPRA) was introduced in the 2008
overall review, more specifically in the EOC Report 2009, to curb recruitment and
retention problems in the fields of Engineering/ Architecture/Quantity Surveying which
were considered as scarcity areas.
14.1.12 Based on the survey carried out by the Bureau in context of the 2013 PRB Report,
the SPRA was maintained as it served its purpose of retaining professionals of high
calibre. Following the publication of the 2013 EOAC Report, officers in several other
grades were listed for eligibility for SPRA without any stated justification.
14.1.14 In the context of this review, Management, Unions and individual officers have made
strong representations for maintaining SPRA and for extending same to other grades.
The Bureau recently conducted a survey to determine the extent to which
professionals of high calibre and possessing scarce skills are leaving the public
sector, and also to assess the market value of these professionals. However, it is
worth noting that the survey revealed that there are no serious recruitment and
retention problems in the Engineering/Architecture/Quantity Surveying fields.
Besides, the labour market has an over-supply of qualified candidates in these fields.
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14.1.15 It is also worth highlighting that some organisations have not responded to the survey
carried out and as such the Bureau has not been able to ascertain whether these
organisations are still encountering difficulties in recruiting and retaining professionals
of right profile and calibre in the Engineering/Architecture/Quantity Surveying fields.
Though some organisations did not respond to the survey, they have nevertheless
made representations for maintaining SPRA and extending it to other categories of
professionals.
14.1.16 In the given circumstances and taking into consideration: (i) the findings of the survey;
(ii) representations from stakeholders; and (iii) position of concerned organisations,
we are in this Report maintaining the payment of the SPRA to eligible officers in post
as at 31 December 2015 up to 31 December 2016.
Recommendation 2
14.1.17 We recommend that officers in the grades of Project Officer/Senior Project
Officer formerly Project Officer, Project Manager and Chief Project Manager
(Personal to holder in post as at 31.12.15) eligible for the payment of the
Special Professional Retention Allowance as at 31 December 2015 should
continue to be paid same up to 31 December 2016 as specified in the following
table:
Grade
SPRA
% of monthly salary
Project Officer/Senior Project Officer formerly

Project Officer reckoning at least 10 years service
in the grade
Project Manager
Chief Project Manager
10
(Personal to holder in post as at 31.12.15)
14.1.18 We also recommend that those officers who:

(i)
leave the service prior to the age at which they may retire without the
approval of the appropriate Service Commission (Table II at Chapter 15
of Volume 1) should refund the totality of the Special Professional
Retention Allowance paid to them; and
(ii) retire from the service on reaching the age at which they may retire
without the approval of the appropriate Service Commission or
thereafter, should refund only that part of the Special Professional
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Retention Allowance which they would have earned under this scheme
after reaching the age at which they may retire without the approval of
the appropriate Service Commission.
However, provisions made at (i) and (ii) above, should not apply to officers
retiring as per their new compulsory retirement age or on medical ground.
14.1.19 All officers in the Engineering fields who are eligible for the payment of the
Special Professional Retention Allowance as from 01 January 2016 and have
been granted same prior to the publication of this Report should continue to
draw the Special Professional Retention Allowance up to 31 December 2016.
NATIONAL DEVELOPMENT UNIT
SALARY SCHEDULE
Salary Code
02 000 106

Rs 122000
Permanent Secretary
02 095 097
Rs 86000 x 3000 92000

Chief Regional Development Officer
02 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
Principal Regional Development Officer
02 069 085
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Senior Regional Development Officer
02 054 081
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
Regional Development Officer
26 096 098
Rs 89000 x 3000 95000

Chief Project Manager (Personal to holder in post as at 31.12.15)
26 085 095
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

86000
Chief Project Manager (Future Holder)
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Salary Code
26 075 089

Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950
70450
Project Manager
26 059 085
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 62950
Project Officer/Senior Project Officer
formerly Project Officer
08 065 081
Rs 34350 x 925 37125 x 1225 40800 x 1525 49950 x 1625

56450
Citizens Advice Bureau Co-ordinator
08 058 076
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525

48425
Assistant Citizen's Advice Bureau Coordinator
08 050 072
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 40800

x 1525 42325
Citizens Advice Bureau Organiser (Personal)
26 047 076
Rs 21000 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 48425
Project Assistant
22 021 054
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 25525
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200
Driver
24 016 043
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 19200
Stores Attendant
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Salary Code
24 001 038

Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
**********
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14.2 MAURITIUS POLICE FORCE

14.2.1
The Mauritius Police Force (MPF) is the only body for ensuring law and order,
peace, security and safety of the population. It has set a new vision under its reform
programme: With You, Making Mauritius Safer. The Force is committed to deliver
an efficient and effective policing service by meeting the Communitys needs and
expectations as well as attaining the ultimate objective of having a crime free
society.
14.2.2
The Commissioner of Police is at the head of the MPF and is assisted by Deputy
Commissioners, Assistant Commissioners and Police Officers of different ranks.
The Force comprises a strength of about 12000 Police Officers, posted in various
Units/Divisions and in police stations scattered all over the Island.
14.2.3
During consultations, the Bureau has been apprised that in view of coping with
globalisation and new challenges in the field of crime and social and natural
environment, the MPF should transform itself into a modern service. There is strong
need for a trained and motivated Police Force capable of enforcing law and order
with enhanced systems, structure and processes. In this context, both the Police
Federation and Management made a series of representations, all aimed towards
improving service delivery and motivating staff.
14.2.4
Whilst studying the proposals, the Bureau has taken into account the changing
landscape within which the Police Officers are called upon to carry out their duties
under challenging circumstances, the pattern of work at times involving long
strenuous hours of work and the difficult demands placed on these officers coupled
with the significant public responsibility they shoulder. In tandem with these
considerations, we have also examined the representations made in line with the
main orientation of this Report which aims at transforming the Public Sector for an
enhanced service delivery to meet citizens and non-citizens and other
stakeholders needs.
14.2.5
We have therefore framed our recommendations with a view to enabling the MPF
to achieve excellence in service delivery. The payment of new allowances has been
recommended as well as other specific conditions of work. We have also
considered the ever changing and challenging environment in which Police Officers
are called upon to deliver in arriving at the recommendations.
Bank of Police Officers Scheme

14.2.6
Both Management and the Police Federation have highlighted the problem of
shortage of staff, especially in the case of those working on a shift pattern. In this
context, we have been requested to consider the creation of a Bank of Police
Officers Scheme to address the problem. With a view to meeting the needs of the
public in respect of security on a 24-hour basis, the Bureau is agreeable to the
submission, the moreso such a scheme exists in the other disciplined forces to
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palliate a shortage of staff. However, we wish to point out that in parallel,

Management should review its staffing complement with a view to attenuating the
problem of shortage of staff.
Recommendation 1
14.2.7
We recommend that:
(i)
a Bank of Police Officers Scheme should be set up comprising officers

who effectively work on a shift basis, in the grades of Police Constable,
Police Corporal, Police Sergeant, Sub Inspector of Police and Inspector
of Police. Officers in the Scheme who are off duty or on leave would be
called upon to attend duty as and when required by Management to
palliate any shortage of staff;
(ii)
officers of the Bank of Police Officers Scheme who are called back on
duty in the above mentioned case, should be paid an allowance as per
the Table below for the first three hours put in and on a pro rata basis
for any extra hour:
Grade
Amount (First 3 hours)

Rs
Police Constable
Woman Police Constable
610
Police Corporal
Woman Police Corporal
650
Police Sergeant
Woman Police Sergeant
685
Sub Inspector of Police

Woman Sub Inspector of Police
730
Inspector of Police
Woman Inspector of Police
755
Performance Bonus
14.2.8
During consultations, the Bureau has been made aware of the constant challenges
being faced by officers of the disciplined forces in a continuously changing
environment. We consider that for the extraneous effort being deployed by these
officers to cope with the new demands in their respective fields, incumbents should
be provided with some kind of reward for their sustained performance. After careful
study, the Bureau has opted for the grant of an allowance to officers performing at
operational level in lieu of incremental movement beyond top salary, as the latter
option would have led to distortions in pay relativities.
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Recommendation 2
14.2.9
We recommend that Police Officers in the grade of Police Constable up to

Inspector of Police should be paid a one-off performance bonus equivalent to
twelve times the value of one increment at the point reached in their
respective salary scale provided that they have:
(i) been consistently efficient and effective in their performance as
evidenced by their Performance Appraisal Report during the preceding
two years; and
(ii) have not been adversely reported upon on ground of conduct.
14.2.10 However, since the grant of the bonus is linked to performance, we strongly believe
that the payment of the one-off bonus should be deferred so as to give full substance
to the recommendation.
Recommendation 3
14.2.11 We recommend that the above recommendation should take effect as from
01 January 2018.
Trainee Police Constable
Trainee Band Constable
14.2.12 At present, selected candidates join the Police Force as Trainee Police Constables.
They are required to follow a two-year training programme/course comprising both
theoretical and on-the-job training, after which they are appointed as Police
Constable. In the context of this Report, Management has submitted that the need
to maintain the positions of Trainee Police Constable and Trainee Band Constable
is no longer felt and the training policy would be reviewed accordingly. This request
is being supported by the Prime Ministers Office.
14.2.13 The Bureau views that since this arrangement would enable a better functioning of
the Department, we are recommending for the abolition of both positions. However
it is worth pointing out that with the abolition of the post of Trainee Police Constable
and Trainee Band Constable, the Police Department should ensure that the selected
Temporary Police Constables are provided with the appropriate training which
would aim towards forming and transforming these new recruits into capable Police
Officers possessing the right competencies, skills, knowledge, character and
behaviour.
14.2.14 In addition, the training policy should lay much emphasis on inculcating the right
mindset required from a public officer who is entrusted the responsibility of ensuring
law and order and protection of the population from social threats. In the same
breath, much stress should be put on the fundamental traits of character namely
honesty, loyalty, integrity, bravery, among others, as being the core qualities
required from a Police Officer of the right calibre.
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Recommendation 4
(i)
the grades of Trainee Police Constable and Trainee Band Constable be

abolished.
(ii)
In future, appointment to the grade of Police Constable and Woman

Police Constable should be made by selection from among candidates
aged between 18 and 28 years, possessing a School Certificate with
passes in at least five subjects including English Language or an
equivalent qualification acceptable to the Disciplined Forces Service
Commission. Candidates should also possess a good physique, have a
normal eyesight (without glasses or contact lenses) and be able to
undergo strenuous physical exercise.
(iii) Appointment to the grade of Band Constable should henceforth be made

by selection from among candidates aged between 18 and 35 years,
possessing School Certificate with passes in at least five subjects
including English Language or an equivalent qualification acceptable to
the Disciplined Forces Service Commission. Candidates should also
possess knowledge of music and ability to play string, wind, percussion
and keyboard musical instruments as well as a good physique, have a
normal eyesight (without glasses or contact lenses) and be able to
undergo strenuous physical exercise.
(iv) Trainee Police Constables and Trainee Band Constables in post as at
31 December 2015 should draw the initial salary of the revised scale of
the grade of Police Constable and Band Constable respectively or the
conversion of their salary point drawn as at 31.12.15, whichever is
higher, until their appointment as Police Constable or Band Constable in
a substantive capacity.
Upgrading of Qualification Requirements
14.2.16 At present, the entry qualification requirements to the base grade are a School
Certificate with passes in at least five subjects and a good physique, with specific
physical requirements. Management as well as the Federation have requested for
an upgrading of the qualification requirements at entry level to a School Certificate
with at least five credits. The reason put forward is that owing to change in the
nature of duties where same is becoming more complex with efflux of time, Police
Officers need to be academically more qualified with a view to coping with the new
challenges.
14.2.17 After careful study, the Bureau holds the considered view that too much focus
should not be laid on raising the minimum educational standard but instead the
training dispensed to Police Officers should ensure that the officers have rightly
mastered the sophisticated techniques of modern police work and are capable of
developing skills and powers of leadership and command not normally associated
with academic achievement. In addition, we have also kept in mind the social aspect
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Civil Service
of the issue which is of paramount importance. We are, therefore bringing no

change to the existing qualification requirements at source.
Extension of Trade Pay
14.2.18 A Trade Pay of Rs 400 monthly is payable to Police Officers who possess basic
knowledge in certain specific trades and as a result are required to perform
additional duties normally undertaken by employees of the Tradesmans class or
Workmens Group. For this Report, the Federation has submitted that the Trade
Pay may also be extended to Police Officers who are required to drive specialised
vehicles, warranting the possession of specific licences. The Bureau views that
there is some merit in the case and we are therefore making provision for the
extension of the Trade Pay.
Recommendation 5
14.2.19 We recommend that the Trade Pay should be extended to Police Officers of
the SMF and SSU who are required to drive regularly specialised vehicles for
which a specific driving licence is a requirement.
Allowance to officers of the National Security Service (NSS)
14.2.20 The pattern and nature of work of NSS Officers are quite different from those of
Police Officers posted in other Units/Divisions. These officers operate undercover
and perform duties of a very sensitive and highly confidential nature. Furthermore,
they are often on duty at unsocial hours. The Bureau has taken into consideration
these aspects of the work of NSS Officers and strongly view that they should be
compensated additionally.
Recommendation 6
14.2.21 We recommend that Police Officers posted at the National Security Service in
the grades of Police Constable up to the grade of Superintendent of Police,
should be granted a monthly allowance equivalent to one increment at the
point reached in their respective salary scale.
Extension of Technician Pay
14.2.22 The Police Federation has submitted that Police Officers of the National Coast
Guard who are called upon to perform as Watchkeepers on NCG Board Ships and
as Coxswain should be paid an allowance for the specific duties carried out.
14.2.23 The Bureau views that given the nature of duties being performed by the Police
Officers as well as the level of training followed by the incumbents, there is a case
to grant them the Technician Pay. We have been apprised that Watchkeepers who
have followed an approved course in the field are already being paid the said
allowance. We are therefore making provision for the extension of the Technician
Pay to Police Officers performing the duties of Coxswain.
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Recommendation 7
14.2.24 We recommend that Police Officers posted at the National Coast Guard who
perform the duties of Coxswain and possess a relevant certificate or having
followed a relevant approved course in the field should be paid the Technician
Pay on a monthly basis as recommended at paragraph 14.2.52.
Trainee Police Constable (Personal)
Temporary Police Constable
14.2.25 The Bureau has repeatedly received representations regarding the payment of
allowances to Trainee Police Constables owing to the fact that they perform as a
full-fledged Police Constable after the passing out parade ceremony. For this
Report also, both the Federation and Management have reiterated this proposal.
14.2.26 The Bureau has studied the issue in-depth and views that owing to the specificity of
the Police Force among the Disciplined Forces coupled with the fact that the Trainee
Police Constables are called upon to perform as substantive Police Constables and
in the same conditions, they may be paid the allowances. We are recommending
in this direction.
Recommendation 8
14.2.27 We recommend that allowances payable to substantive Police Constables
should be extended to Trainee Police Constables (Personal) and Temporary
Police Constables after the conduct of the passing out parade, depending
upon their posting.
Allowance to GIPM Officers
14.2.28 The Groupe dIntervention de la Police Mauricienne (GIPM) is considered as the
elite group in the Police Force owing to the special competencies and skills
possessed by the officers and the strict selection exercise and strenuous training
which they undergo. The Police Force has recourse to the services of the GIPM in
complex cases and risky interventions on land, in air, water and sea, as they have
been trained to operate in difficult conditions and hostile environments.
14.2.29 The Bureau views that for these aspects of the work of the GIPM coupled with the
special competencies and skills held by the officers, the latter should be given due
recognition in the Police Force. In this perspective, we strongly consider that these
officers should be additionally compensated. We are making a provision to that end.
Recommendation 9
14.2.30 We recommend that Police Officers of the GIPM should be paid a monthly
allowance equivalent to one increment at the point reached in their respective
salary scale.
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Enhanced Pension Benefit to GIPM Officers and Marine Commandos

14.2.31 The Bureau views that the officers of the GIPM and Marine Commandos should be
additionally compensated at their time of retirement for exceptional work performed
whilst serving these units. This practice of additional reward is also in line with what
obtains in the army and navy of certain countries. In this respect, we are making
provision for incumbents to profit from an enhanced pension benefit.
Recommendation 10
14.2.32 We recommend that the period served by a Police Officer at the GIPM or
Marine Commandos should be reckoned as pensionable service at the rate of
1 time and a half, subject to a maximum of 360 months for Police Officers in
post as at 30 June 2008 and 414 months for those in post as from 01 July 2008.
Allowance to Police Officers performing as Enquiring Officers
14.2.33 Both Management and the Police Federation have apprised that the proper conduct
of Enquiries specially in complex cases, requires Police Officers to possess certain
specific skills and competencies, which are essential in providing a better service to
the community. In this respect a few Police Officers possessing these specific skills
and competencies are called upon to perform as Enquiring Officers. However, it
has been reported that there are capable Police Officers who are not willing to
perform in this position, the moreso such enquiries involve extended hours of work.
Against this background, request has been made for the grant of some kind of
monetary incentive to these officers with a view to motivating them to continue to
perform as Enquiring Officers and to attract other Police Officers to join this field.
14.2.34 While examining the proposal, we took into account the valuable contribution being
brought by these officers in improving service delivery and enabling citizens to
benefit from improved services. We are therefore agreeable to the request.
Recommendation 11
14.2.35 We recommend that Police Constables up to the rank of Inspector of Police
who are posted in police stations and who are required to perform as
Enquiring Officers should be granted a monthly allowance equivalent to one
increment at the point reached in their respective salary scale.
Pregnant Police Officers
14.2.36 The Bureau has received persistent representations to the effect that much hardship
is endured by pregnant Women Police Officers as they are required to work on night
shift and perform duties necessitating continuous standing. The Bureau has
carefully examined the issue and views that a specific recommendation should be
made for female officers of the Disciplined Forces who are in this state.
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Recommendation 12
14.2.37 We recommend that Management should strongly consider the advisability of
not requiring, as far as possible, pregnant female Police Officers to perform
extra hours or night shift or duties involving continuous standing for at least
three months before their confinement.
Hardship Allowance Officers posted in Agalega and St Brandon
14.2.38 Management has informed that a few Police Officers of the NCG are posted to
Agalega and St Brandon for short periods to carry out maintenance works. Their
period of stay may vary from 50 days to less than 120 days depending on the
movement of NCG vessels. These officers are paid an out of pocket allowance for
the number of days spent on the islands. It has been represented that the officers
concerned should also be eligible to the payment of disturbance allowance, earn
vacation leave at an enhanced rate as well as the period served on these islands to
be reckoned as enhanced pensionable service.
14.2.39 The Bureau has studied the issue in depth and wishes to point out that the context
in which the Police Officers are posted to these islands is different from that when a
Police Officer is posted on a tour of duty. In the latter case, the minimum period of
stay is four months. From this angle, we consider that the representation made is
not justified. However, we do recognise that though the Police Officers are posted
there to carry out maintenance works for a shorter duration, they are subject to some
degree of disturbance and hardship owing to the rough and haphazard conditions
which prevail on these islands.
14.2.40 Against this background, we strongly view that a more attractive compensation be
paid to these Police Officers in lieu of the Out of Pocket Allowance to which they are
currently entitled. We are, therefore, making an appropriate recommendation to that
effect.
14.2.41 As regards proposals for earning of vacation leave at an enhanced rate and
reckoning the period served as enhanced pensionable service, we consider same
to be not fully justified on the ground that being posted to these islands for periods
of less than four months for carrying such duties, do not deem to be considered as
a tour of duty.
Recommendation 13
14.2.42 We recommend that Police Officers of the NCG who are posted in the Outer
Islands (Agalega and St Brandon) for carrying out repairs and maintenance
works for a duration of less than four months, should be paid a Hardship
Allowance equivalent to 20% of their monthly salary per month.
14.2.43 We further recommend that Police Officers who are entitled to the payment of
the Hardship Allowance should not be paid Out of Pocket Allowance when
posted on these islands.
Pay Review 2016
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Civil Service
Special Retention Allowance in Critical Areas

14.2.44 At present, certain Police Officers performing specialised duties in critical areas are
paid a monthly Special Retention Allowance. The Bureau has been informed that
there is still need to retain these officers on account of the scarce skills and
competencies they possess. In the context of this Review, we have reassessed the
pertinence of this allowance and consider that payment of same should be
maintained to eligible officers, up to 31 December 2016.
Recommendation 14
(i)
Police Officers operating as Air Pilot, Engineer (Aeronautical,

Electronic, Civil, Mechanical, Environmental) and Bridge Watchkeeper
at the NCG, should continue to be paid a monthly Special Retention
Allowance equivalent to two increments at the point reached in their
respective salary scale subject to satisfactory performance and upon
the recommendation of the Commissioner of Police up to 31 December
2016.
(ii)
Police Officers who leave the service prior to the age at which they may
retire without the approval of the appropriate Service Commission
(Table II at Chapter 15 of Volume 1) or before completing
28 years service (for officers in post as from 01 July 2008) and 25
years of service (for officers in post as at 30 June 2008) in the Mauritius
Police Force, should refund the totality of the Special Police Allowance
paid to them.
(iii)
the recommendation made at (ii) above should not apply to officers

retiring as per their (new) compulsory retirement age or on medical
ground.
Risk Allowance
Recommendation 15
14.2.46 We recommend that Risk Allowance should continue to be paid to eligible
Police Officers as hereunder:
Category
Category I
Eligible Police Officers

- Police Officers posted at the GIPM
and NCG Commandos Unit; and
Amount
Rs 1800
- Police Officers performing as Air

Pilot
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Category
Eligible Police Officers
Amount
Category II
- Police Officers posted at Anti Drug

Smuggling Unit (ADSU), Explosives
Handling Unit of the SMF
Rs 1300
- Aircrew Winchman/Life Savers of

the Police Helicopter Squadron
Category III
- Police Officers posted at the CID,

ERS, Police Stations and those in
direct contact with the public
working on shift or performing
operations duties involving higher
than normal risks associated with
the nature of their work
1 increments
at the initial of
their respective
salary scale
subject to a
maximum of
Rs 900.
Night Duty Allowance

14.2.47 We are maintaining the payment of Night Duty Allowance to eligible officers.
Recommendation 16
14.2.48 We recommend that Police Officers posted in operational units and who
effectively work on night shift, should be paid a monthly Night Duty Allowance
equivalent to 25% of the normal rate per hour for the hours between 2300
hours and 0500 hours
Rent Allowance
Recommendation 17
14.2.49 We recommend that Police Officers in the grades mentioned below and of
similar levels should continue to be paid a monthly Rent Allowance as
hereunder:
Amount
Rs
Grade
Pay Review 2016
Police Constable
975
Police Corporal
1015
Police Sergeant
1050
Sub-Inspector of Police
1090
Inspector of Police
1125
Chief Inspector of Police
1235
Deputy Assistant Superintendent of Police
1235
~118~
Civil Service
Amount
Rs
Grade
Assistant Superintendent of Police
1485
Superintendent of Police
1840
Assistant Commissioner of Police
2200
Deputy Commissioner of Police
2570
Commissioner of Police
2935
Work Related Allowances

14.2.50 A series of work related allowances are paid to Police Officers depending on their
posting,
nature
of
work,
and/or
possession
of
additional
training/qualifications/skills/competencies, etc.
These allowances are being
maintained and their quantum are being revised.
Recommendation 18
14.2.51 We recommend that the quantum of the work related and other allowances
should be as per the Table below:
Allowance
Payable to
Amount
(Rs)
Trade Pay
Eligible Police Officers engaged in

duties of a specialised nature as
determined by the Commissioner
of Police
400 per month
Examiners
Allowance
(i)
425 per month
Police Officers who have

successfully followed the
vehicle examiners course
and who are required to
examine damaged vehicles
after accidents
(ii) officers of the National Coast

Guard who are qualified and
who are called upon to
examine the extent of damage
to pleasure craft/boats during
enquiry into accidents at sea.
(iii) in addition to (i) and (ii) above,
Police Officers and officers of
the National Coast Guard who
are required to examine
~119~
425 per month
155 for every hour
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Civil Service
Allowance
Amount
(Rs)
Payable to
damaged vehicles or pleasure
craft/boats
outside
their
scheduled shift.
put in beyond their

scheduled shift
Commuted
Travelling
Allowance
Police Officers who use their

auto/motor cycles on official
duties
430 per month
Detective
Allowance
Police
Officers
detective duties
performing
430 per month
Technician
Pay
Eligible Police Officers engaged in

duties of a specialised nature as
determined by the Commissioner
of Police
730 per month
Clothing
Allowance
Police Officers whose duties and

functions require them not to wear
uniforms
480 per month
Special Duty
Allowance
Police Officers posted in the

Special Mobile Force, Special
Support Unit, National Coast
Guard and Helicopter Squadron
1025 per month
Prosecutors
Allowance
Police Officers who are required to

work as Prosecutor
1235 per month
Allowance to (1)
officers
holding
professional
qualifications
Police Officers called upon to

work in the IT Unit and
possessing:
(i)
(ii)
a degree in IT
a diploma in IT
2520
1470
(2) Police Officers posted in the

Legal Unit and possessing a
degree or a professional
qualification in Law.
2520
(3) Police Officers called upon to

perform
duties
of
a
specialised
nature
(Engineering or others), as
determined
by
the
Pay Review 2016
per month
~120~
Civil Service
Allowance
Payable to
Amount
(Rs)
Commissioner of Police, and

who regularly make effective
use of their knowledge and
skills and possess:
(i)
(ii)
Commuted
Overtime
Allowance
a degree/ professional
qualification
a diploma or equivalent
qualification
(1) Police Officers who perform

duties
of
Driver
to
Parliamentary
Private
Secretaries
(2) Police Officers who perform
duties of Driver/Security
Officer to the Commissioner
for Drugs Assets Forfeiture,
Members of the National
Assembly and in similar
postings.
2520
1470
3600 per month
3600 per month
3600 per month
(3) Police Officers performing as

Police Riders who are posted
at the Office of the President
and Vice President:
Bodyguard
Allowance
Police Officers posted at the VIP

Security Unit
Meal
Allowance
Police Officers posted at the VIP

Security Unit should be provided
either with meals where catering
facilities are available or paid an
allowance of Rs 130 for each meal
for work performed after 1900hrs.
Sergeant-atArms
Allowance
Sergeant-at-Arms of the National

Assembly
Aide-deCamp
Allowance
Aide-de-Camp attached to:
3600 per month
4750 per month
Per month
4750
(i)
President
(ii)
Vice President
3600
(iii)
Prime Minister
3600
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Allowance
Payable to
Disturbance
Allowance
Mauritian Police Officers posted in

Rodrigues and Police Officers
domiciled in Rodrigues posted in
Mauritius
Driving
Allowance
(i)
(ii)
Diving
Allowance
(i)
(ii)
Duty
Allowance
25% of monthly
salary
A monthly allowance
equivalent to one
increment at the
initial of their
respective salary
scale
Qualified Divers of the MPF 680 per dive, subject

who are called upon to to a maximum of
perform scuba diving during 10200 per month.
official
underwater
interventions,
such
as
rescue
and
search
operations as well as for
training purposes.
Police Officers acting as
Dive Leader during official
underwater interventions for
735 per dive
implementation purpose, the
qualified diver acting as Dive
Leader
in
an
official
underwater
intervention
should be paid the Diving
Allowance only as provided
at (ii) above.
Eligible Police Officers who are

called
upon
to
shoulder
responsibilities of the next higher
rank for the reasons mentioned
hereunder:
(i)
Pay Review 2016
Police Officers holding the

service licence and working
on shift and who have been
entrusted driving duties in
government vehicles for
policing
and
other
interventions.
Police Officers of the Traffic
Branch who hold the service
licence, work on shift and
perform the duties of Rider.
Amount
(Rs)
the officer in the next higher

rank may not be available, on
~122~
Per month
Police
Constable
250
Police
Corporal
275
Civil Service
Allowance
Payable to
Amount
(Rs)
training overseas, on long

leave or posted out;
Police
Sergeant
300
(ii)
for
ensuring
continued
command,
control
and
supervision; and
Sub
Inspector
of Police
325
(iii)
shortage of officers in the

appropriate ranks
Inspector
of Police
350
Allowance to Police Cadet Inspector (Male and 790 per month.

Police Cadet Female) during their period of
Inspector
training.
Allowance to Police Officers in the grades of
Police
Inspector of Police and above who
Officers
hold a Degree in Police Studies
holding
a and as a result have been
Degree
in entrusted
with
additional
Police
duties/responsibilities to better
Studies
utilise their knowledge, skills and
abilities.
Ration
Allowance
A monthly allowance
equivalent to two
increments at the
point reached in their
respective
salary
scale.
All eligible personnel of the 125 a day for actual

National Coast Guard and the days of attendance.
Helicopter Squadron who must be
available for work at any time of 160 a day.
the day
Police Officers posted to Agalega
and St Brandon on a tour of
service
Sea-Going
Allowance
Crew members of the National 190 on week days

Coast Guard vessels
and 275 on Sundays
and Public Holidays
for every completed
period of 24 hours at
a stretch spent at sea
Transfer
Allowance
Police Officers who are required to Rs 1000

change place of residence on
being
transferred
or
when
instructed to occupy police
quarters
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Allowance
Special
Allowance
Payable to
Amount
(Rs)
Police Officers of the NCG, GIPM, Daily allowance up to

SMF and SSU who are called upon a maximum of 10
to
provide
armed
escort days as below:
protection on board commercial
Rs
vessels to ensure a safe
navigation in private infested Police
175
areas in the Indian Ocean.
Constable
Police
Corporal
175
Police
Sergeant
200
Sub Inspector
of Police
225
Inspector of
Police and
above
250
Attending duty during emergencies

Recommendation 19
14.2.52 We recommend that Police Officers who are not scheduled to work but have
to attend duty during cyclonic weather conditions and other emergencies
should be granted equivalent time off. However, in case time off cannot be
granted within a period of four months, the Police Officers should be paid an
allowance at the normal hourly rate for the period covered.
Early Retirement Scheme
14.2.53 We are maintaining the early retirement scheme for Police Officers.
Recommendation 20
14.2.54 We recommend that Police Officers appointed as from 1 July 2008 should:
(a) be allowed to retire on a proportionate pension after completing 28 years
of service; and
(b) be eligible to earn pension at an enhanced rate of 1/414th of pensionable
emoluments for each additional month of service to enable them to qualify
for full pension after 34 years of service.
14.2.55 We also recommend that Police Officers in post as at 30 June 2008 should
continue to benefit from the early retirement scheme applicable as at that
date.
Pay Review 2016
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Work Pattern
14.2.56 As per the Standing Orders, Police Officers in the grades of Police Constable and
up to Inspector of Police are required to work on shift, whereas Chief Inspectors up
to Deputy Commissioners are on call and have to attend duty whenever required,
irrespective of the length of time. These elements have been taken into account
whilst determining the salaries recommended for the grades.
Police Medical and Scientific Unit

14.2.57 Presently, officers in the grades of Trainee Police Medical Officer, Police Medical
Officer/Senior Police Medical Officer, Principal Police Medical Officer and Chief
Police Medical Officer are paid allowances when On-call and when actually in
attendance, they are paid an additional in-attendance allowance. We are
maintaining the allowances and revising the quantum.
Recommendation 21
14.2.58 We recommend that Trainee Police Medical Officer, Police Medical
Officer/Senior Police Medical Officer, Principal Police Medical Officer and
Chief Police Medical Officer should be paid On-Call allowances as follows:
On-Call Allowance
Trainee
Police
Medical
Officer
(Rs)
Police Medical
Officer/Senior
Police Medical
Officer
(Rs)
Principal
Police
Medical
Officer
(Rs)
Chief
Medical
Police
Officer
(Rs)
500
980
1090
1115
750
1450
1635
1680
750
1450
1635
1680
Weekday
1600 hours to 0900 hours
the following day
Saturday
1200 hours to Sunday
0900 hours
Sunday and Public
Holiday
the following day
14.2.59 We further recommend that Trainee Police Medical Officer, Police Medical
Officer/Senior Police Medical Officer, Principal Police Medical Officer and
Chief Police Medical Officer be paid an in-attendance allowance of Rs 285,
Rs 665, Rs 775 and Rs 825 respectively when they are required to perform
medico-legal examination while on call.
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Special Medical Service Allowance
Recommendation 22
14.2.60 We recommend that the provision made at paragraph 23.71 under the Ministry
of Health and Quality of Life in respect of Special Medical Service Allowance
should be made applicable to members of the Medical and Dental Professions
serving the Police Medical and Scientific Unit.
Special Provisions for officers of the Medical and Dental Professions
Recommendation 23
14.2.61 We recommend that the provision made at paragraphs 23.80 and 24.81 under
the Ministry of Health & Quality of Life in respect of the Special provisions for
officers of the Medical and Dental professions should be extended to
members of the Medical and Dental profession serving the Police Medical and
Scientific Unit.
Continuing Professional Development
Recommendation 24
of Health and Quality of Life in respect of the Continuing Professional
Development for officers of the Medical Profession should equally apply to
members of the Medical profession serving the Police Medical and Scientific
Unit.
Rent Free Telephone and free calls
Recommendation 25
of Health and Quality of Life in respect of rent free telephone and free calls for
officers of the Medical and Dental Profession should be extended to members
of the Medical and Dental Professions in the Police Medical and Scientific
Unit.
Plan Printing Operator
14.2.64 At present, the qualification requirements of the grade of Plan Printing Operator are
a School Certificate with passes in at least five subjects and a National Trade
Certificate (Level 3) in Printing or a National Certificate (Level 3) in Print Finishing
or an equivalent relevant qualification.
14.2.65 The Bureau has been apprised that in certain Ministries, the duties of Plan Printing
Operators have evolved and become more complex, depending upon the type of
technologies used. However, at other places, the mode of operation has remained
the same. We have also been informed that knowledge in Autocad is essential in
view of coping with the evolution in the duties.
Pay Review 2016
~126~
Civil Service
14.2.66 Given that this situation is not prevalent in all the organisations where the grade of
Plan Printing Operator exists, we believe that it would be more appropriate to
compensate incumbents who possess a Certificate in Autocad.
We are
recommending along these lines.
Recommendation 26
14.2.67 We recommend that Plan Printing Operators possessing a Certificate in
Autocad or a relevant equivalent qualification should proceed beyond the top
salary of their grade in the master salary scale by one increment provided
they:
(i)
(ii)
(iii)

preceding year; and
Health Surveillance
14.2.68 The Bureau has been informed that Plan Printing Operators are constantly exposed
to substances emanating from the printing machines which are hazardous to health.
In this context, we are recommending for Health Surveillance for incumbents.
Recommendation 27
14.2.69 We recommend that Management should make necessary arrangements with
the Health Authorities to enable Plan Printing Operators to undergo regular
medical/health checkup free of charge.
MAURITIUS POLICE FORCE
SALARY SCHEDULE
Salary Code
14 000 108

Rs 152000
Commissioner of Police
14 000 102
Rs110000
Commanding Officer
Deputy Commissioner of Police
Director General, National Security Service
Woman Deputy Commissioner of Police
~127~
Pay Review 2016
Civil Service
Salary Code
14 085 095
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

86000
Assistant Commissioner of Police
Assistant Commissioner of Police (Engineer Squadron)
Deputy Director General, National Security Service
Woman Assistant Commissioner of Police
14 074 089
Rs 45375 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
Bandmaster
Superintendent of Police
Superintendent of Police (Engineer Squadron)
Woman Police Superintendent
14 065 080
Rs 34350 x 925 37125 x 1225 40800 x 1525 49950 x 1625

54825
Assistant Superintendent of Police
Assistant Superintendent of Police Band
Deputy Bandmaster
Woman Police Assistant Superintendent
14 061 076
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525

48425
Deputy Assistant Superintendent of Police
Woman Police Deputy Assistant Superintendent
14 060 075
Rs 30175 x 775 32500 x 925 37125 x 1225 40800 x 1525

46900
Chief Inspector of Police
Chief Inspector of Police Band
Woman Police Chief Inspector
14 056 071
Rs 27075 x 775 32500 x 925 37125 x 1225 40800

Band Inspector
Inspector of Police
Woman Police Inspector
14 051 070
Rs 23200 x 775 32500 x 925 37125 x 1225 39575

Band Sub-Inspector
Sub-Inspector of Police
Woman Police Sub-Inspector
Pay Review 2016
~128~
Civil Service
Salary Code
14 048 068
Rs 21475 x 475 21950 x 625 23200 x 775 32500 x 925 37125

Band Sergeant
Police Sergeant
Woman Police Sergeant
14 045 066
Rs 20050 x 475 21950 x 625 23200 x 775 32500 x 925 35275

Band Corporal
Police Corporal
Woman Police Corporal
14 034 064
Rs 16075 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 32500 x 925 33425
Band Constable
Police Constable
Woman Police Constable
14 049 056
Rs 21950 x 625 23200 x 775 27075

Cadet Officer (Communication Engineer)
Cadet Officer (Electrical and Mechanical Engineer)
Cadet Officer (Graduate)
Police Cadet Inspector (Male)
Police Cadet Inspector (Female)
14 046 055
Rs 20525 x 475 21950 x 625 23200 x 775 26300

Cadet Officer (Others)
14 024 026
Rs 13270 x 260 13790

Trainee Band Constable (Personal)
Trainee Police Constable (Personal)
09 000 102
Rs 110000
Chief Police Medical Officer
09 000 100
Rs 101000
Principal Police Medical Officer
09 083 098
Rs 59700 x 1625 62950 x 1850 68500 x 1950 74350 x 2825

80000 x 3000 95000
Police Medical Officer/Senior Police Medical Officer
~129~
Pay Review 2016
Civil Service
Salary Code
09 071 089
Rs 40800 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
Trainee Police Medical Officer
09 070 089
Rs 39575 x 1225 40800 x 1525 49950 x 1625 62950 x 1850

68500 x 1950 70450
Police Dental Surgeon/Senior Police Dental Surgeon
19 059 081
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
Psychologist
11 066 081
Rs 35275 x 925 37125 x 1225 40800 x 1525 49950 x 1625

56450
Chief Catering Administrator
11 061 077
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950
Senior Catering Officer
11 056 072
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525

42325
Catering Officer
11 048 067
Rs 21475 x 475 21950 x 625 23200 x 775 32500 x 925 36200

Assistant Catering Officer
11 030 060
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 30175
Catering Supervisor
16 023 057
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 28750
Pay Review 2016
~130~
Civil Service
Salary Code
16 025 062
Rs 13530 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 25525 QB 26300
x 775 31725
25 049 063
Rs 21950 x 625 23200 x 775 32500

Master Tailor
25 041 060
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 30175

Assistant Master Tailor
Chief Tradesman
25 023 052
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 23975
Carpenter
Gun Fitter
Leather Worker
Tailor
24 016 043
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 19200
Stores Attendant
24 038 055
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 26300
Head Cook
24 031 053
Rs 15150 x 300 15750 x 325 17700 x 375 19575 x 475 21950

x 625 23200 x 775 24750
Senior Cook
24 024 050
Rs 13270 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 22575
Cook (Roster)
24 036 052
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 23975
Head Police Attendant
~131~
Pay Review 2016
Civil Service
Salary Code
24 019 048
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21475
Police Attendant/Senior Police Attendant
24 022 047
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21000
Range Warden
24 019 045
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 20050
Wardress (Roster)
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200
24 015 041
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 18450
Handy Worker
24 015 040
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 18075
Lorry Loader
Sanitary Attendant
24 001 038
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x

260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker
**********
Pay Review 2016
~132~
Civil Service
Government Printing
14.3 GOVERNMENT PRINTING

14.3.1 The Government Printing Department (GPD) operates under the aegis of the Prime
Ministers Office and it provides a one-stop service to the general public and
Government/Parastatal Bodies. Its services include, among others, insertion of legal
and other notices in the Government gazette; publication of as well as subscription to
Government Gazette; graphic design services; printing; security printing; binding
services; and short-run Digital Printing Services.
14.3.2 The mission of the Department is to advise its customers on their priority needs;
conceive, print and bind all types of jobs required by its customers and deliver them
to their satisfaction. In so doing, the GPD envisions becoming a cost efficient and
most performing government department.
14.3.3 The Government Printer, as Accounting and Responsible Officer, is responsible for
the proper administration and management of the GPD and for the provision of
efficient and quality printing services to stakeholders. In the performance of her
duties she is assisted by a Deputy Government Printer and an Assistant Government
Printer. Technical, supporting as well as workmens grades also form part of the
establishment of the GPD.
14.3.4 In the context of this Review, Unions have made representations for the alignment of
salaries; restyling of grades; creation of additional levels; payment of risk allowance
and provision of protective equipment; and abolition of the grade of Pre-Press
Operator. On the other hand, Management has requested for the upgrading of
salaries of all the grades; amending of qualifications requirements of certain grades
to enable recruitment of qualified candidates from both the market and in-service; and
alignment of salaries.
14.3.5 During consultations, both parties were informed that the issue of alignment of
salaries would be examined by the Bureau on the basis of its Job Evaluation Schemes
and taking into consideration, among others, the nature and scope of activities and
level of responsibility. They were apprised that grades are created depending on the
functional and operational needs of the organisation and the onus of amending
qualification requirements in schemes of service rests with Management after
consultation with the parties concerned. It was highlighted that grades which are
urgently required, would be graded by the Bureau on an ad hoc basis outside the
Report in line with established procedures. As regards the provision of protective
equipment, parties were advised to channel their request to the Standing Committee
on Uniforms at the Ministry of Civil Service and Administrative Reforms. On the issue
of risk allowance which pertains to general Conditions of Service, parties were
signaled that a firm recommendation would be made for organisations to conduct a
Risk Assessment exercise as per provision of paragraph 18.15.23 of Volume 1 of this
Report.
~133~
Pay Review 2016
Civil Service
Government Printing
14.3.6 After a thorough examination of all the representations, we are in this Report, while
maintaining the present organizational structure, reframing the scheme of service of
certain grades. However, to address issues relating to increased establishment and
other HR related issues, it is recommended that Management should conduct a
Human Resource Planning exercise.
Phototype Setting Operator
Platemaking/Finishing Operator
Machine Minder/Senior Machine Minder (Roster)
14.3.7 At present appointment to the grades of Phototype Setting Operator,
Platemaking/Finishing Operator and Machine Minder/Senior Machine Minder
(Roster) are made from among qualified officers on the establishment of the GPD.
Management has highlighted that this measure has been implemented in the past
due to unavailability of candidates holding the relevant qualifications from the market
and this is no longer the case since the MITD is offering courses in the relevant field
to the public. Management has therefore requested, with the support of the parent
Ministry, that posts in these grades should be filled from both internal and external
candidates to give a fair and equitable treatment to all stakeholders.
Recommendation 1
14.3.8 We recommend that the GPD carries out an indepth analysis of the proposals
for amendments, assesses the related implications on the overall staff
structure, smooth running and effectiveness of the service before submitting
the proposed scheme of service to the Bureau for grading purposes.
Assistant Printing Officer (Roster)
14.3.9 The qualifications requirement of the grade of Assistant Printing Officer (Roster) has
been amended in the EOAC Report 2013 with the waiving of the Cambridge School
Certificate such that appointment thereto should be made by selection from among
serving officers of the Department reckoning at least 10 years service in a
substantive capacity and possessing a Certificate in Printing Technology, Printing
Administration, or the NTC 3 in Printing or an equivalent qualification.
14.3.10 In view of the nature of duties and responsibilities devolving at this level, Management
has requested that the number of years of service be reduced and officers should
possess the Cambridge School Certificate to enable them to pursue higher studies
for career growth. Staff side as well as the Parent Ministry are agreeable.
14.3.11 We are recommending accordingly.
Recommendation 2
14.3.12 We recommend that appointment to the grade of Assistant Printing Officer
(Roster) should be made by selection from among serving officers of the
Department reckoning at least five years service in a substantive capacity and
possessing a Cambridge School Certificate with credit in English Language,
Pay Review 2016
~134~
Civil Service
Government Printing
French and Mathematics or Principles of Accounts and a Certificate in Printing

Technology, Printing Administration or the NTC 3 in Printing or an equivalent
qualification.
Qualification Bar (QB)
14.3.13 Presently, provisions exist for officers who have acquired experience of at least
15 years in the relevant field to be allowed to proceed incrementally beyond the QB
provided in their respective salary scales. We are maintaining same.
Training of Serving Officers
14.3.14 We are maintaining the present provisions regarding Training of officers of the GPD.
Recommendation 3
14.3.15 We recommend that Printing Assistants/Senior Printing Assistants (Roster)
should be provided facilities to follow courses leading to the NTC3 in Printing
or equivalent.
Upon successful completion of same, the Printing
Assistants/Senior Printing Assistants (Roster) should be given priority of
consideration for appointment to the grade of Machine Minder/Senior Machine
Minder (Roster).
14.3.16 We also recommend that Management should make necessary arrangements
with the MITD for mounting appropriate courses for serving officers of the
Department to enable them to upgrade their technical qualifications.
Allowance to Printing Officers
14.3.17 Printing Officers who regularly work over and above their normal working hours are
presently being granted a monthly allowance equivalent to two increments at the point
reached in the salary scale.
14.3.18 As this provision is meeting its purpose, we recommend that same be
maintained.
Roster System
14.3.19 Officers in the grades listed below are required to work on a roster system and this
element has been taken into account in arriving at the recommended salaries of the
corresponding grades:
Assistant Printing Officer
Assistant Production Supervisor
Head Printing Assistant
Machine Minder/Senior Machine Minder (Pressroom)
Phototype Setting Operator
Plate Making/Finishing Operator
Production Supervisor
~135~
Pay Review 2016
Civil Service
Government Printing
Production Supervisor (Plate Making/Finishing)

Printers Mechanic
Printing Assistant/Senior Printing Assistant
Reprographic Machine Operator (Personal)
Senior Machine Minder (Personal)
Senior Printers Mechanic
Health Surveillance
14.3.20 Staff of the Government Printing Department, by nature of their work, are regularly
exposed to or are liable to be exposed to substances which are hazardous to their
health.
14.3.21 Provision has been made in our previous Reports for the Government Printing
Department to make necessary arrangements with the Health Authorities for a
medical surveillance, free of charge, and at regular interval for its staff. We are
GOVERNMENT PRINTING
SALARY SCHEDULE
Salary Code
16 000 100

Rs 101000
Government Printer
16 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950 70450

Deputy Government Printer
16 068 082
Rs 37125 x 1225 40800 x 1525 49950 x 1625 58075

Assistant Government Printer
16 061 077
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525 46900

QB 48425 x 1525 49950
Printing Officer
16 061 077
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

Senior Graphic Artist
Pay Review 2016
~136~
Civil Service
Government Printing
Salary Code
16 044 072
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
Graphic Artist
16 027 030
Rs 14050 x 275 14875

Trainee Graphic Artist
16 051 070
Rs 23200 x 775 32500 x 925 37125 x 1225 39575

Assistant Printing Officer (Roster)
16 051 070
Rs 23200 x 775 32500 x 925 34350 QB 35275 x 925 37125 x 1225

39575
Production Supervisor (Roster)
Production Supervisor (Plate Making/Finishing) (Roster)
16 043 067
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 36200
Pre-Press Operator (Roster)
16 043 066
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 35275
Senior Printer's Mechanic (Roster)
16 043 067
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 30950 QB

31725 x 775 32500 x 925 36200
Assistant Production Supervisor (Roster)
16 043 066
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 30950 QB

31725 x 775 32500 x 925 35275
Phototype Setting Operator (Roster)
Plate Making/Finishing Operator (Roster)
Reprographic Machine Operator (Roster) (Personal)
16 040 062
Rs 18075 x 375 19575 x 475 21950 x 625 23200 x 775 31725

Senior Machine Minder (Roster) (Personal)
~137~
Pay Review 2016
Civil Service
Government Printing
Salary Code
16 025 062
Rs 13530 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 25525 QB 26300 x
775 31725
Machine Minder/ Senior Machine Minder (Pressroom) (Roster)
16 025 054
Rs 13530 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 25525
Printers Mechanic (Roster)
16 030 053
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 24750
Head Printing Assistant (Roster)
16 019 049
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950
Printing Assistant/Senior Printing Assistant (Roster)
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200
Driver
24 016 043
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 19200
Stores Attendant
**********
Pay Review 2016
~138~
Civil Service
14.4
METEOROLOGICAL SERVICES
14.4.1
The Mauritius Meteorological Services (MMS) is mainly responsible to contribute

to the socio-economic development of the country by providing baseline weather
and climate data to various sectors including agriculture, water resources, tourism,
marine and aeronautical navigation and construction industry. It is mandated to
provide accurate and timely weather and climate information and other
meteorological products to the citizens of the Republic of Mauritius.
14.4.2
The priority objectives of the MMS are to assess weather and the state of climate
and provide accurate and timely predictions. In so doing, it ensures safety of life
and property on all the territories of the Republic of Mauritius; assist in the planning
of maritime navigation and provide inputs for sustainable economic growth and
protection of environment. It works in close collaboration with the World
Meteorological Organisation and is required to constantly monitor and issue
warning bulletins on cyclone, earthquake and tsunami and has to fulfil regional and
international obligations in the field of meteorology.
14.4.3
Further to changes in the frequency and intensity of natural hazards due to climate
variability, the MMS has shifted from its traditional role of providing daily weather
forecasts to be actively involved in the detection, monitoring and forecasting of
weather hazards; analysis of risks involved; dissemination of timely and
authoritative warnings and activation of emergency preparedness and response
plans.
14.4.4
In the context of this Report, both Management and Staff Associations have,
among others, made proposals for strengthening the structure of the MMS and
increasing establishment size of existing grades with a view to providing an
enhanced service delivery. Request has also been made to upgrade the
qualification requirements of grades of the Meteorological Technician cadre to
meet new exigencies in the field and grant appropriate allowances to certain
officers for performing specific duties.
14.4.5
In view of the aforementioned proposals and after careful analysis, keeping in mind
the evolving role of the MMS, we are, in this Report, reinforcing the organisational
structure through the creation of appropriate grades and making provision for the
creation of additional posts in the professional grades. In addition, we are
upgrading the qualification requirements of the Meteorological Technician cadre
and introducing the payment of appropriate allowances to certain grades while
maintaining existing ones, with a view to enhancing service delivery to the
satisfaction of all stakeholders.
~139~
Pay Review 2016
Civil Service
Meteorological Technicians cadre

Deputy Chief Meteorological Technician (New Grade)
14.4.6
Both Management and Staff Associations have represented that there is strong
need for a level of Deputy Chief Meteorological Technician further to an expansion
in the activities of the MMS owing to climate change and environmental challenges.
14.4.7
Whilst studying the request, we have taken into account the critical role that the
MMS is required to play in ensuring the safety of life and property and the provision
of accurate weather forecasts as well as the continuous evolution in this sector.
On this basis, we consider the request to be fully substantiated. We are, therefore,
providing for this level.
Recommendation 1
14.4.8
We recommend the creation of the grade of Deputy Chief Meteorological

Technician. Appointment thereto should be made by promotion, on the
basis of experience and merit, of officers in the grade of Principal
Meteorological Technician who reckon at least two years service in a
substantive capacity in the grade and who possess good managerial and
organisational skills.
14.4.9
Incumbent would be required, interalia, to: deputise for the Chief Meteorological
Technician in the organisation of work in the Meteorological Technician cadre, their
posting inland and in the Outer Islands; be responsible for the technical aspects of
weather and climate observations; ensure timely and accurate weather
observations; and ensure competency development in weather and climate
observations in the Republic of Mauritius and to conduct regular refresher courses
in weather observation.
Chief Meteorological Technician

14.4.10
At present, appointment to the grade of Chief Meteorological Technician is made

by promotion, on the basis of experience and merit, of officers in the grade of
Principal Meteorological Technician who reckon at least two years service in a
substantive capacity in the grade. With the creation of the grade of Deputy Chief
Meteorological Technician, there is need to bring consequential amendments to
the mode of appointment to the grade of Chief Meteorological Technician. We are,
therefore, making an appropriate recommendation to that end.
Recommendation 2
14.4.11
We recommend that, in future, appointment to the grade of Chief

Meteorological Technician be made by promotion, on the basis of experience
and merit, of officers in the grade of Deputy Chief Meteorological Technician
who possess good managerial and organisational skills.
Pay Review 2016
~140~
Civil Service
Upgrading of qualifications
14.4.12
At present, the Meteorological Technicians join the MMS as a Trainee

Meteorological Technician possessing a Cambridge Higher School Certificate with
passes in Physics or Mathematics. Incumbents are then required to follow a twoyear training course, both theoretical and practical in meteorology, after having
successfully completed the Basic Instruction Package for Meteorological
Technician (BIP-MT).
14.4.13
Management and Union Members have submitted that over the years, the nature
of work of the Meteorological Technician cadre has significantly evolved owing to
the ongoing advances in the field of Meteorology, Climatology, Agrometeorology
and Hydrometeorology, among others, new and changing demands for
meteorological and hydrological services and significant changes in the approach
to professional instruction and specialisation. Hence, there is need for officers of
the Meteorological Technician cadre to upgrade their qualifications and
knowledge. In this context, request has been made for the officers, to be
sponsored to follow a diploma course in Meteorology.
14.4.14
After duly examining the submission, we are agreeable to the proposal as same
would allow Meteorological Technicians to serve better the interest of the citizens.
We are, therefore, making appropriate recommendations to that end.
Recommendation 3
14.4.15
We recommend that:
(i)
the grade of Meteorological Technician should, in future, be filled by

appointment of Trainee Meteorological Technicians who have
successfully completed the diploma in Meteorology;
(ii)
Management should make necessary arrangements with a recognised

institution for the provision of a diploma course in Meteorology to
officers of the Meteorological Technician cadre;
(iii)
officers in the grades of Meteorological Technician, Senior

Meteorological Technician and Principal Meteorological Technician
possessing a diploma in Meteorology be allowed to proceed beyond
the Qualification Bar (QB) inserted in their respective salary scale;
and
(iv)
newly appointed Meteorological Technicians possessing a Diploma in

Meteorology should join the salary scale at salary point Rs 19575.
~141~
Pay Review 2016
Civil Service
Adhoc Allowance Instrument Section

14.4.16
Both Management and Staff Associations have requested for the payment of an
allowance to Meteorological Technicians who are posted in the Instrument
Section. The Bureau has been apprised that these officers are required over and
above their normal duties, to carry out repair and maintenance works with respect
to meteorological instruments. We have further been informed that these duties
were entrusted to the officers of the former Meteorological Instrument Technician
cadre. Following the phasing out of the latter, a few officers of the Meteorological
Technician cadre have been provided relevant training in the field and
consequently been called upon to perform these duties.
14.4.17
We have duly examined the proposal and consider that there is merit in the case.
We are, therefore, making provision for the payment of an adhoc allowance to
these officers.
Recommendation 4
14.4.18
We recommend that officers in the grade of Meteorological Technician who

are posted in the Instrument Section of the MMS, be paid a monthly adhoc
Allowance for performing Civil Status duties

14.4.19
A Senior Meteorological Technician is posted to Agalega on a tour of duty. We

have been apprised that prior to proceeding to Agalega, the Senior Meteorological
Technician is dispensed appropriate training in civil status duties, namely
regarding registration of births, deaths, marriages, issue of certificates and any
other related documents, as he is required to perform same as no officer from the
Civil Status Office is posted there.
14.4.20
With respect to the above, the officer concerned is paid a monthly allowance of Rs
105 as approved by the MCSAR for performing these extra duties. Staff
Associations as well as Management have strongly requested for a revision of the
quantum of the allowance which has remained unchanged for many years. After
examining the whole issue and obtaining the views of the relevant authorities, we
consider that a substantial revision of the allowance is warranted, based on the
nature/complexity of duties performed by incumbent and to the fact that the
arrangement of allowing an officer of the MMS to perform civil status duties is
considered as appropriate.
Recommendation 5
14.4.21
We recommend that the monthly allowance payable to the Senior

Meteorological Technician posted on a tour of duty at Agalega for
performing civil status duties, should be revised to Rs 1000.
Pay Review 2016
~142~
Civil Service
Training Allowance
14.4.22
At present, the Divisional Meteorologist and Meteorologist, Chief Meteorological

Technician and Principal Meteorological Technician are paid a sessional fee for
providing formal and classroom training to new recruits of the MMS. We are
maintaining this provision. We have also extended the payment of the allowance
to the new grade of Deputy Chief Meteorological Technician.
Recommendation 6
14.4.23
We recommend that officers in the grades of Divisional Meteorologist and

Meteorologist,
Chief
Meteorological
Technician,
Deputy
Chief
Meteorological Technician and Principal Meteorological Technician who are
required to give training should continue to be paid a sessional fee of 1 to
1 hours as follows:
Grades
Amount (Rs)
Divisional Meteorologist
Meteorologist
Deputy
Chief
Meteorological
Technician
Principal Meteorological Technician
535
340

14.4.24
Presently Trainee Meteorological Technicians, Meteorological Technicians and

Senior Meteorological Technicians who effectively work on night shift are paid a
Night Duty Allowance equivalent to 25% of the normal rate per hour for the hours
between 2300 hours and 0500 hours including up to a maximum of two hours lying
in period. We are reviewing this provision.
Recommendation 7
14.4.25
We recommend that Trainee Meteorological Technicians, Meteorological

Technicians and Senior Meteorological Technicians who effectively work on
night shift should continue to be paid a Night Duty Allowance equivalent to
25% of the normal rate per hour for the hours between 2300 hours and 0500
hours.
Inducement Allowance - Meteorological Technician (Agalega)

14.4.26
Officers in the grade of Meteorological Technician (Agalega) are presently paid an

inducement allowance equivalent to 50% of basic salary. We are maintaining this
provision.
~143~
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Recommendation 8
14.4.27
We recommend that officers in the grade of Meteorological Technician

(Agalega) should continue to be paid a monthly inducement allowance
equivalent to 50% of monthly salary.
Meteorologists Cadre
Meteorologist/Senior Meteorologist, formerly Meteorologist
14.4.28
In view of the continuous advancements in the field of Meteorology and evolving

changes in the duties of officers at the MMS, we are reviewing the job appellation
of the grade of Meteorologist to reflect its level of operation.
Recommendation 9
14.4.29
We recommend that the grade

Meteorologist/Senior Meteorologist.
of
Meteorologist
be
restyled
14.4.30
We have also waived the Proficiency Bar (PB) in the salary scale of the grade
as it no longer serves its purpose.
Special Allowance
14.4.31
Union Members have submitted that Meteorologists are now required to present
weather news on TV on a daily basis. We have been apprised that this task was
previously devolving on trained weather presenters of the Mauritius Broadcasting
Corporation (MBC). In this respect, request has been made for the payment of a
monthly allowance.
14.4.32
We have examined the request and consider that there is justification to

compensate these incumbents as presenting weather news on TV involves the
officers to be well dressed and possess good communication as well as
presentation skills. We are, therefore, providing for the payment of an allowance
in that respect.
Recommendation 10
14.4.33
We recommend that officers in the grade of Meteorologist/Senior

Meteorologist, formerly Meteorologist be paid a special monthly allowance
of Rs 365 for presenting weather forecast/news on TV on a daily basis.
On-Call and In-Attendance Allowance

14.4.34
Meteorologist/Senior Meteorologist formerly Meteorologist who are required to be

on call from 2200 hours to 0400 hours the next day are presently paid an on-call
allowance and an in-attendance allowance when required to attend duty while oncall.
However, upon request from
Management, we are extending the in-attendance allowance to the Divisional
Meteorologist who is required to attend duty during extreme weather conditions.
Pay Review 2016
~144~
Civil Service
Recommendation 11
14.4.35
We recommend that officers in the grade of Meteorologist/Senior

Meteorologist, formerly Meteorologist, should continue to be paid an On-Call
Allowance of Rs 200 daily.
14.4.36
We further recommend that an in-attendance allowance of Rs 200 per hour

whenever required to attend duty while on-call, inclusive of travelling time,
should continue to be paid to Meteorologist/Senior Meteorologists formerly
Meteorologists.
14.4.37
We also recommend that an in-attendance allowance of Rs 370 per hour,

inclusive of travelling time, be paid to the Divisional Meteorologist whenever
the latter is required to attend duty during extreme weather conditions.
Other Observations
14.4.38
Management and Staff Associations have also requested for an increase in the
establishment size of the grades of Divisional Meteorologist and
Meteorologist/Senior Meteorologist, formerly Meteorologist, in view to coping with
the increasing workload as well as undertaking more research work in the fields of
Agrometeorology, Climate Change and Hydrometeorology.
As per the
submission, an increase in the number of posts would enable the MMS to provide
better weather and climate services. In addition, request has also been made for
the posting of a Principal Meteorological Technician at Plaisance and Vacoas for
a better service delivery.
14.4.39
The Bureau wishes to highlight that issues regarding the establishment size
or posting of officers would best be considered and addressed in the context
of the Human Resource Planning exercise which every organisation would
be mandatorily required to carry out as per provision made at Chapter 11 of
Volume 1 of this Report.
Meteorological Telecommunications Technician Cadre

14.4.40
The Electronic/Telecommunication Division of the Mauritius Meteorological

Services consists of a 4-level structure comprising officers in the grades of
Meteorological Telecommunications Technician, Senior Meteorological
Telecommunications Technician, Principal Meteorological Telecommunications
Technician and Chief Meteorological Telecommunications Technician. The overall
responsibility for installing and operating all electronic equipment in use,
performing routine maintenance and repairs of Meteorological equipment and
ensuring that all equipment required for observations and dissemination of
Meteorological data are in optimal and perfect working conditions, devolves upon
officers of the Telecommunications Technicians cadre. Presently, the Division is
headed by the Chief Meteorological Telecommunications Technician.
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Deputy Chief Meteorological Telecommunications Technician (New Grade)

14.4.41
With the ongoing advances in technology, more and more applications for use in
the field of meteorology are constantly being developed and implemented to face
the challenges to provide better services especially with the events occurring due
to the effects of climate change. In this context, the Meteorological Services has
constantly been upgrading its existing operational systems and implementing new
ones.
14.4.42
This has led to a considerable increase in the workload in the management of all
electronic, electrical, IT and other equipment, with consequential added
responsibilities for the Chief Meteorological Telecommunications Technician.
14.4.43
In view of the above, the Management of the Meteorological Services has

requested that a grade of Deputy Chief Meteorological Telecommunications
Technician be created to deputise the Chief Meteorological Telecommunications
Technician in the day to day running of the Electronic Division of the Meteorological
Services. In order to help better meet the new challenges of the Division, we are
strengthening the cadre with the creation of a grade at top level, introducing new
allowances, whilst revising the existing ones as a motivation to the officers for
enhanced service delivery.
Recommendation 12
14.4.44
We recommend the creation of the grade of Deputy Chief Meteorological

Telecommunications Technician on the establishment of the Meteorological
Services. Appointment thereto, should be by promotion on the basis of merit
and experience of officers in the grade of Principal Meteorological
Telecommunications Technician who possess the Advanced Technician
Diploma in Telecommunications and Electronic Engineering or the
Advanced Technician Diploma in Telecommunications Systems awarded by
the City & Guilds of the London Institute.
14.4.45
Incumbent would be required to deputise the Chief Meteorological

Telecommunications Technician in the day to day running of the Electronic Division
of the Meteorological Services. He would also be required, among others, to
contribute, in ensuring that the electronic equipment in the Meteorological Services
are operative at all times; supervise the work of the Principal Meteorological
Telecommunications Technicians and give technical advice and instructions, as
and when necessary. He would further be responsible for the proper maintenance
of the IT Systems of the department including LAN and WIFI network;
maintenance, repairs and operation of the Radar Equipment and the Radiosonde
System; and also for the maintenance of electronic equipment and IT Systems of
the Meteorological Services within the Republic of Mauritius, including Rodrigues,
St Brandon and Agalega.
Pay Review 2016
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Recommendation 13
14.4.46
We recommend that, in future, appointment to the grade of Chief

Meteorological Telecommunications Technician be made by promotion, on
the basis of experience and merit, of officers in the grade of Deputy Chief
Telecommunications Meteorological Technician who possess good
managerial and organisational skills.
Height Allowance
14.4.47
At present, a non-pensionable Height Allowance at the rate of 80% of the normal

hourly rate is paid to Meteorological Telecommunications Technicians and officers
posted in the instrument section of the Meteorological Services, for climbing masts
and towers above 20 feet for the maintenance, servicing and repair of the
anenometers. We are maintaining the payment of the allowance at the rate
prescribed.
Recommendation 14
14.4.48
We recommend that Meteorological Telecommunications Technicians and

officers of the Meteorological Services posted in the instruments section of
the Meteorological Services, who are required to climb masts and towers
above 20 feet, should continue to be paid a non-pensionable Height
Allowance. The computation of the allowance for the number of hours of
work performed at the height of over 20 feet, should continue to be at 80%
of the normal hourly rate.
Wave Rider/Wave Hunter Allowance

14.4.49
Officers in the grades of Principal Meteorological Telecommunications Technician

and Senior Meteorological Telecommunications Technician who are called upon
to carry out wave rider deployment in the open sea at Blue Bay or any other site,
sometimes in hazardous conditions such as rough sea and extreme weather
conditions, are paid a monthly Wave Rider Allowance of Rs 750.
14.4.50
During the course of consultation and a site visit effected by officers of the Bureau
in the context of the present Review Exercise, the Management of the
Meteorological
Services
has
submitted
that
two
Meteorological
Telecommunications Technicians who are equally involved in the deployment of
wave riders, be granted the above allowance. We concur with the views of the
Management of the Mauritius Meteorological Services and are recommending,
accordingly.
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Recommendation 15
14.4.51
We recommend that officers in the grades of Meteorological

Telecommunications
Technician,
Senior
Meteorological
Telecommunications
Technician
and
Principal
Meteorological
Telecommunications Technician who are effectively called upon to perform
additional duties relating to Wave Riders/Wave Hunters and/or any other
remote marine sensing equipment, should be paid a monthly allowance of
Rs 750.
Training Allowance
14.4.52
In the performance of their duties, the Chief Meteorological Telecommunications

Technician and the Principal Meteorological Telecommunications Technician are
required to provide formal as well as classroom training lasting between 1 to
1 hours, to new recruits. As such, they have requested that an appropriate
allowance be paid to them along similar lines as payable to counterparts of the
Meteorological Services.
14.4.53
We have analysed the request and find that in a spirit of fairness and equity, the
submission made is justified. We are recommending, accordingly.
Recommendation 16
14.4.54
We recommend that the Chief Meteorological Telecommunications

Technician and the Principal Meteorological Telecommunications
Technician who are required to provide formal as well as classroom training
to new recruits of the Meteorological Services, be paid a fee of Rs 340 per
session of 1 and 1 hours.
Hardship Allowance
14.4.55
Officers of the Meteorological Telecommunications Technician cadre have

submitted that while proceeding on official mission to Agalega and St. Brandon,
they are faced with much difficulties, such as, sea sickness, accommodation and
logistic, embarkation and disembarkation, transport problems, hygiene, water
quality and food problems added to the hardships associated with isolation.
14.4.56
In the given circumstances, union members have requested for the extension of
the Hardship Allowance to the Meteorological Telecommunications Technician
cadre, being paid to the Technicians cadre of the Civil Aviation Department, when
they proceed on official missions to those Outer Islands. The Management of the
Meteorological Services has supported the request to which we are equally
agreeable.
Pay Review 2016
~148~
Civil Service
Recommendation 17
14.4.57
We recommend that officers of the Meteorological Telecommunications

Technicians cadre who effectively proceed on official mission to Agalega
and St. Brandon, be paid a Hardship Allowance, for each trip undertaken as
hereunder:
Grade
Hardship Allowance (Per Trip)

(Rs)
Principal Meteorological
Telecommunications Technician
2000
Senior Meteorological
Telecommunications Technician
1500
Meteorological Telecommunications
Technician
1200
SALARY SCHEDULE
Salary Code
19 000 102

Rs 110000
Director
19 085 095
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

86000
Deputy Director
19 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
Divisional Meteorologist
19 059 085
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 62950
Meteorologist/Senior Meteorologist
formerly Meteorologist
19 053 055
Rs 24750 x 775 26300

Trainee Meteorologist
~149~
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Salary Code
22 059 085

Rs29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x
1625 62950
Telecommunication Engineer/Senior Telecommunication Engineer
22 064 077
Rs33425 x 925 37125 x 1225 40800 x 1525 49950

Chief Meteorological Telecommunications Technician(Personal to
22 063 076
Rs32500 x 925 37125 x 1225 40800 x 1525 48425

Chief Meteorological Telecommunications Technician(appointed as from
01.07.08)
22 061 075
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525 46900

Deputy Chief Meteorological Telecommunications Technician (New
Grade)
22 060 074
Rs30175 x 775 32500 x 925 37125 x 1225 40800 x 1525 45375

Principal Meteorological Telecommunications Technician(Personal to
22 058 072
Rs28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 42325

Principal Meteorological Telecommunications Technician(appointed as
from 01.07.08)
22 050 072
Rs22575 x 625 23200 x 775 32500 x 925 37125 x 1225 40800 x

1525 42325
Senior Meteorological Telecommunications Technician(Personal to
22 047 069
Rs 21000 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 38350
Senior Meteorological Telecommunications Technician (appointed as
from 01.07.08)
22 035 065
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 34350
Meteorological Telecommunications Technician(Personal to officers in
Pay Review 2016
~150~
Civil Service
Salary Code
22 032 062

Rs15450 x 300 15750 x 325 17700 x 375 19575 x 475 21950 x
625 23200 x 775 31725
Meteorological Telecommunications Technician(appointed as from
01.07.08)
22 024 026
Rs13270 x 260 13790

Trainee Meteorological Telecommunications Technician
19 067 081
Rs 36200 x 925 37125 x 1225 40800 x 1525 49950 x 1625

56450
19 064 080
Rs 33425 x 925 37125 x 1225 40800 x 1525 49950 x 1625

54825
Deputy Chief Meteorological Technician (New Grade)
19 061 078
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525 48425

QB 49950 x 1625 51575
19 056 074
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 42325

QB 43850 x 1525 45375
Senior Meteorological Technician
19 035 069
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 35275 QB 36200 x 925 37125 x 1225 38350
Meteorological Technician
Meteorological Technician (Agalega)
19 028 030
Rs 14325 x 275 14875

Trainee Meteorological Technician
19 031 064
Rs 15150 x 300 15750 x 325 17700 x 375 19575 x 475 21950 x

625 23200 x 775 32500 x 925 33425
Meteorological Observer (Agalega)
19 024 026
Rs 13270 x 260 13790

Trainee Meteorological Observer (Agalega)
~151~
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Salary Code
24 022 051

Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x
375 19575 x 475 21950 x 625 23200
Driver
24 018 044
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575
Security Guard
24 001 038
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
**********
Pay Review 2016
~152~
Civil Service
Mauritius Prison Service
14.5
MAURITIUS PRISON SERVICE
14.5.1
The Mauritius Prison Service (MPS) envisions a safer Mauritius through best
correctional practices. It is mandated to serve society by keeping detainees in safe,
humane custody and help prepare them for a useful life.
14.5.2
The main objectives of the MPS consist in monitoring all statutory to intramural
sentences, providing a safe and healthy environment for the detainees which is
conducive to their rehabilitation and spiritual enhancement and vocational training;
and facilitating and safeguarding ways and means for the detainees contact with
outside world.
14.5.3
At present, the MPS consists of eleven penal institutions including the two
Correctional Youth Centres, with a population of about 2130 detainees. The
Commissioner of Prisons is responsible for the administration of the institutions and
control and supervision of detainees. He is assisted by officers of the Prison Officer
cadre, Hospital personnel, Welfare Officer cadre, manual workers, General Service
Staff and other officers seconded from Ministries.
14.5.4
The MPS has developed a ten-year strategic plan (2013 2023) with the main
objective of reducing the rate of re-offending in Mauritius in line with its vision. Much
emphasis is also being laid on the reformation of detainees through rehabilitation
and resettlement, which is considered as one of the most difficult and challenging
tasks in a constantly changing social environment. Moreover, operational systems
are being revamped with a view to modernizing work processes. In this context, the
MPS has launched in 2014 the E-Prison Project.
14.5.5
For this Report, both Unions and management have submitted several proposals
regarding, among others, the introduction of several allowances, creation of grades,
payment of on-call allowance to various grades.
14.5.6
The Bureau has duly examined the proposals keeping in mind the emerging
challenges in the prison landscape and the main orientation of this Report which
aims at the transformation of the public sector for an enhanced service delivery to
meet all stakeholders needs. Only those requests considered as meritorious have
been acceded to. We are, inter-alia, creating the grades of Prison Pharmacy
Technician and Prison Health Records Clerk, revisiting the mode of compensation
as regards confinement, and providing for the payment of new allowances, whilst
revising the quantum of certain existing allowances.
Trainers Allowance
14.5.7
Both Management and Unions have requested for the payment of an allowance to
prison staff who are designated to act as Training Instructors and regularly dispense
courses at the Prison Training School. These officers are selected according to
their higher academic qualifications held, specific competencies and skills.
~153~
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According to Management, the services of these officers are essential in dispensing

quality training to prison staff and this aspect should be given due recognition. The
Bureau considers that there is some justification in the request made, given the
critical importance of the nature of services being delivered by these designated
Training Instructors. Moreover, the payment of an allowance would act as an
inducement to retain these officers at the Prison Training School. We are
Recommendation 1
14.5.8
We recommend that prison staff who are posted at the Prison Training School
and performing as Training Instructor on a regular basis, should be paid a
monthly allowance of Rs 1470.
Allowance to Officers of the Prison Band

14.5.9
The Union has requested for an allowance to be paid to officers of the Prison Band
as their services are being tapped by the MPS during official functions. After
studying the request, we view that the officers concerned should be compensated
additionally as the MPS is making effective use of their skills and competencies. We
are therefore making provision for the payment of an allowance.
Recommendation 2
14.5.10 We recommend that officers forming part of the Prison Band should be paid
a monthly allowance equivalent to one increment at the point reached in their
respective salary scale.
Physical Training Instructors Allowance
14.5.11 A few Prison Officers are called upon to dispense training in Physical Education to
both prison staff and detainees. In this context, it has been submitted that these
officers should be additionally compensated as the MPS is using their competencies
and skills for the benefit of the organisation. The Bureau has carefully studied the
request and views that the officers may be granted an allowance provided they
possess a relevant certificate in the field from a recognised institution.
Recommendation 3
14.5.12 We recommend that Prison Officers who are called upon to act as Physical
Training Instructor and possess a Physical Training Instructors Certificate
from a recognized institution should be granted a monthly allowance
equivalent to one increment at the point reached in their respective salary
scale.
14.5.13 However, the above recommendation should not apply to officers who are
eligible to the payment of the Trainers Allowance as recommended at
paragraph 14.5.8.
Pay Review 2016
~154~
Civil Service
Allowance to officers of the IT Unit

14.5.14 The Union has submitted that a few qualified officers are posted in the IT Unit as
they possess specific skills and competencies. These officers are called upon to
maintain the E-Prison System and provide training to end users. On this ground,
representation has been made to compensate the officers additionally. We consider
the request to be justified and are making provision for the payment of an allowance
to the officers concerned, depending upon their qualifications held.
Recommendation 4
14.5.15 We recommend that Prison Officers who are posted and who are called upon
to work effectively in the IT Unit and possessing a Degree in IT should be paid
a monthly allowance of Rs 2520, whereas those possessing a Diploma in IT
should be paid Rs 1470 per month.
Dog Training Allowance
14.5.16 The Bureau has been apprised that a few officers posted at the Dog Section are
also required, apart from carrying out dog handling duties, to train dogs in effecting
searches in view to detecting drugs, mobile phones and prohibited items. The
Bureau views that much effort and skills are required in training the dogs and it is
fair to reward these officers.
Recommendation 5
14.5.17 We recommend that Prison Officers who are posted in the Dog Section and
required to train dogs should be paid an allowance of Rs 730 per month.
Pregnant Prison Officers
is endured by pregnant Prison Officers as they are required to work on night shift
and perform duties necessitating continuous standing. The Bureau has carefully
examined the issue and views that a specific recommendation should be made for
female officers of the Disciplined Forces who are in this state.
Recommendation 6
not requiring, as far as possible, pregnant female Prison Officers to perform
extra hours or night shift or duties involving continuous standing for at least
three months before their confinement.
~155~
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Performance Bonus
14.5.20 During consultations, the Bureau has been made aware of the constant challenges
Recommendation 7
14.5.21 We recommend that officers in the grade of Prisons Officer/Senior Prisons
Officer up to Principal Prisons Officer should be paid a one-off performance
bonus equivalent to twelve times the value of one increment at the point
reached in their respective salary scale provided that they have:
(i)
been consistently efficient and effective in their performance as

two years; and
(ii)
have not been adversely reported upon on ground of conduct.
Recommendation 8
14.5.23 We recommend that the above recommendation should take effect as from 01
January 2018.
Confinement Allowance
14.5.24 Officers performing night duty claim that after completing their night shift, they are
not allowed to leave the premises until the opening of the gate at 0700 hours, owing
to prisons rules. In this respect, the EOAC recommended for the payment of an
allowance based on Night Duty Allowance.
14.5.25 The Bureau considers that the mode of compensation as recommended by the
EOAC is technically inappropriate and has eventually led to implementation and
interpretation problems. In this context, we are providing for another mechanism to
compensate these officers for being confined on their site of work.
Recommendation 9
14.5.26 We recommend that officers who after performing their night shift, are
retained for security reasons, on their site of work, until the opening of the
Prisons gate, should be paid an allowance at the rate of 25% of their normal
Pay Review 2016
~156~
Civil Service
hourly rate for every hour they remain on site after completing their scheduled
night shift.
Allowances
14.5.27 We recommend that the existing allowances payable in the MPS should be as
per the table below:
Allowance
Risk Allowance
Eligible Officers
(i)
Officers of the MPS

performing operations
duties, up to the grade
of Superintendent of
Prisons/Senior
Superintendent of
Prisons.
Hospital staff of the

MPS
(iii) Prisons Catering
Administrator
(iv) Prisons Drivers (shift)
(v) Employees of the
Workmens GroupTradesman cadre of the
Prisons Department
Monthly
Quantum/Rate(Rs)
1 increments at the
initial of their salary
scale subject to a
maximum of Rs 900.
(ii)
Trade Allowance
Prisons Officer/Senior
Prisons Officers posted in
the Trades Section and
regularly providing training
to detainees and to other
officers who effectively give
vocational training and
conduct rehabilitative work.
Night Duty
Allowance
(i)
Officers of the Prisons

Officer cadre who
effectively work on
night shift.
(ii) Prisons Drivers (shift)
of the MPS who
effectively work on
night shift.
~157~
1
increments at
the initial of their
respective salary
scale.
380
25% of the normal rate

per hour for the hours
between 2300 hours
and 0500 hours.
Pay Review 2016
Civil Service
Allowance
Eligible Officers
Night Attendance
Bonus
For attending duty on all

scheduled nights during the
month:
(i)
Allowance to
Prisons Security
Squad
Allowance
payable to Lead
Prisons Officer
Bank of Prisons
Officers Scheme
Pay Review 2016
Principal Prisons
Officer reckoning
Up to 10 years service
Over 10 years service
(ii) Prisons Officer Grade I
(Personal) and
Prisons Officer
reckoning:
(a) An aggregate of up to
10 years service as
Prisons Officer Grade I,
Prisons Officer Grade II
and Prisons
Officer/Senior Prisons
Officer
(b) An aggregate of over 10
years service as
Prisons Officer Grade I
(Personal), Prisons
Officer Grade II and
Prisons Officer
Officers of the Prisons
Security Squad
Monthly
Quantum/Rate(Rs)
Prisons Officer known as
Lead Prisons Officer
735
880
600
735
1400
Allowance equivalent
to 2 increments at
point reached in their
salary scale.
Eligible Officers (Prisons
640 for up to first
Officer/Senior Prisons
three hours and on a
Officer up to Assistant
prorata basis for
Superintendent of Prisons)
additional hours of
forming part of the Bank and work put in.
who are called upon to
attend duty in emergency
cases.
~158~
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Rent Allowance
Recommendation 10
14.5.28 We recommend that Rent Allowance payable to officers of the MPS who
perform operations duties and do not occupy government quarters should be
maintained as hereunder:
Amount
(Rs)
Grade
Woman Prisons Officer/Senior Woman Prisons Officer
formerly Female Prisons Officer/Senior Female Prisons
Officer
815
Prisons Officer/Senior Prisons Officer
815
Prisons Officer Grade I (Personal)
815
Principal Woman Prisons Officer

formerly Principal Female Prisons Officer
1010
Principal Prisons Officer
1010
Principal Prisons Officer (Industries)
1010
Principal Prisons Officer (Works)
1010
Hospital Officer (Male)

Hospital Officer (Female)
1010
Woman Assistant Superintendent of Prisons

formerly Female Assistant Superintendent of Prisons
1180
Assistant Superintendent of Prisons (Industries)
1180
Assistant Superintendent of Prisons (Works)
1180
Assistant Superintendent of Prisons
1180
Prisons Welfare Officer
1180
Senior Hospital Officer (Male)

Senior Hospital Officer (Female)
1180
Assistant Superintendent of Prisons (Personal)
1180
Prisons Catering Administrator
1180
Senior Prisons Welfare Officer
1180
Principal Prisons Welfare Officer
1550
Woman Superintendent of Prisons/Senior Woman

Superintendent of Prisons
formerly Female Superintendent of Prisons/Senior
Female Superintendent of Prisons
1550
~159~
Pay Review 2016
Civil Service
Amount
(Rs)
Grade
Superintendent of Prisons/Senior Superintendent of
Prisons
1550

Prisons (Industries)
1550

Prisons (Works)
1550
Principal Hospital Officer (Male)

Principal Hospital Officer (Female)
1550
Senior Superintendent of Prisons (Personal)
1550
Chief Hospital Officer
1550
Chief Prisons Welfare Officer
1550
Assistant Commissioner of Prisons
1930
Assistant Commissioner of Prisons (Trades)
1930
Woman Assistant Commissioner of Prisons

formerly Female Assistant Commissioner of Prisons
1930
Deputy Commissioner of Prisons
2305
Commissioner of Prisons
2690
Attending Duty during emergencies

Recommendation 11
14.5.29 We recommend that Prisons Officers, below the rank of Assistant
Superintendent of Prisons, who are not scheduled to work but have to attend
duty during cyclonic weather conditions and other emergencies, should
continue to be paid an allowance at the normal hourly rate, for such period of
duty, if they cannot be granted time off within a period of four months.
14.5.30 Senior staff at the level of Assistant Superintendent of Prisons and above are not
additionally compensated for attending duty during emergencies as this element has
been taken into account when determining the pay package of these grades.
Injury Leave
Recommendation 12
14.5.31 We recommend that an officer of the Prisons Officer cadre who sustains
injury, as a result of assault, on his way to attend duty or when returning home
after leaving his site of work, should also be eligible for Injury Leave as per
provisions laid down in Chapter 18.4 in Volume 1 of this Report, provided the
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incident has occurred within two hours from the time duty starts or duty
finishes.
Medical Examination
14.5.32 We recommend that Management should continue to make the necessary
arrangements for officers of the Prisons Officer cadre:
(i) to undergo a medical examination once every two years; and
(ii) who are aged 60 and above to undergo a medical examination every year
to certify their fitness for continued employment.
14.5.33 The Early Retirement Scheme applicable to officers of the Prisons Officer
cadre is being maintained as below:
(i) Officers of the Prisons Officer cadre appointed on or after 01 July 2008
should continue to be allowed to retire on a proportionate pension after
28 years service;
(ii) officers of the Prisons Officer cadre in post as at 30 June 2008 should
continue to benefit from the early retirement scheme applicable as at that
date.
Welfare Unit
Working beyond normal working hours
14.5.34 The Bureau has been informed that Prison Welfare Officers and Senior Prison
Welfare Officers are called upon to perform duties beyond their normal working
hours at the Induction Unit, as per an established plan of work. In this context,
additional payment has been requested. Given that there is an existing mechanism
to compensate officers working in such situations, we consider that same should
also be applicable to these officers.
Recommendation 13
14.5.35 We recommend that Prison Welfare Officers and Senior Prison Welfare
Officers should be granted equivalent time off for extra hours worked or paid
an allowance at the normal hourly rate, for such period of duty, if time off
cannot be granted within a period of four months.
On-Call and In-Attendance Allowance
14.5.36 The Union has submitted that Prison Welfare Officers are required to be on call
whilst off duty, as per a roster schedule and have to attend duty in case of
emergencies. We have studied the issue in depth and made a comparative study
with what obtains in the welfare class. It is a fact that Welfare Officers in general,
irrespective of their posting, perform duties relating to welfare of people, be it
detainees, children, the elderly or the disabled. However, the conditions or pattern
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of work prevailing in the different organisations may not necessarily be the same.
In the present case, the Prison Welfare Officers form part of the Prison Class, where
the elements pertaining to a Disciplined Force are prevalent and where, by
extension, the practice of compensating officers for being on call is not encouraged.
14.5.37 However, we view that in the event the officer is called back to attend duty whilst
being off, he may be compensated for the hours put in on site.
Recommendation 14
14.5.38 We recommend that Prison Welfare Officers who are on call and have to
attend duty to cater for an emergency should be compensated as per
provision made at paragraph 14.5.36 above.
Hospital Staff
Prisons Pharmacy Technician (New Grade)
14.5.39 Management has apprised that there is need to create a grade of Prisons Pharmacy
Technician where incumbents would perform duties relating to dispensing of drugs
as same are being presently carried out by hospital and prison staff. As this practice
is considered inappropriate, we are making provision for this grade.
Recommendation 15
14.5.40 We recommend the creation of the grade of Prisons Pharmacy Technician.
Appointment thereto should be made by selection from among candidates
who have served as Prisons Officer/Senior Prisons Officer for at least five
years and possess the National Pharmacy Technician Diploma of the
Mauritius Institute of Health or a Diploma in Pharmacy Technician from a
recognized institution or an equivalent qualification.
14.5.41 Incumbent would be required, among others, to be responsible to the Chief Hospital
Officer and Principal Hospital Officer in charge of the pharmacy for indenting,
collecting, processing and storing of drugs; issuing of drugs to officers and subpharmacies of the MPS; compounding of drugs, medicines and preparing sterile
pharmaceutical products; and ensuring compliance with procurement and supply
regulations and procedures.
Prisons Health Records Clerk (New Grade)
14.5.42 Management has submitted that with an increase in activities at the Hospitals of the
Mauritius Prison Service, there is now need for a dedicated grade to perform record
keeping and other auxilliary duties. We consider the request to be justified and are
Recommendation 16
14.5.43 We recommend the creation of the grade of Prisons Health Records Clerk.
Appointment, thereto, should be made by selection from among candidates
possessing a School Certificate with credit in at least five subjects, including
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English Language, French and Mathematics or Principles of Accounts and a

Higher School Certificate with passes in at least two subjects.
14.5.44 Incumbents would be responsible to the Chief Hospital Officer and would be
required, among others, to receive and register patients; giving appropriate
appointments to patients; and prepare, distribute, collect, store and retrieve medical
records and reports.
Handing Over Time
14.5.45 Union members have represented that in line with what obtains at the Ministry of
Health and Quality of Life regarding handing over time, same should be extended
in the MPS for hospital staff. Given that the hours and pattern of work of hospital
staff and the Nursing Group are the same, we consider that the handing over time
should be viewed as effective working hour for hospital staff.
Recommendation 17
14.5.46 We recommend that hospital staff who are involved in handing over should
be compensated for the handing over time up to a maximum of 30 minutes
through the grant of time off when effective working hours and notional time
exceeds 40 hours weekly or a multiple of 40 hours, where the shift covers a
cycle.
Incremental Movement for Hospital Officers
14.5.47 We are making provision for Hospital Officers possessing the National Diploma
Level 6 in Nursing to proceed beyond their top salary.
Recommendation 18
14.5.48 We recommend that Hospital Officers possessing the National Diploma Level
6 in Nursing should be allowed to proceed beyond their top salary in the
Master Salary Scale by two increments provided they:
year; and
Bank of Hospital Staff Scheme
Recommendation 19
14.5.49 We recommend that the all-inclusive allowance payable to Hospital Officers
and Senior Hospital Officers who work on a sessional basis under the Bank
of Hospital Staff Scheme be revised to Rs 735 for performing day duty and
Rs 840 for performing night duty per session of four hours.
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14.5.50 The allowance should be paid on a pro-rata basis whenever the officer is
required to work for more, or less than the specified number of hours.
Incentives to Hospital Staff
14.5.51 As an incentive to attract and retain hospital staff, the officers should:
(i)
be allowed to continue to accumulate their vacation leave over and

above their authorised ceiling until the publication of the next Report.
Such leave may be taken as leave prior to retirement. If the officers opt
to work during the excess accumulated leave period, they should be
refunded the accumulated vacation leave at the rate of 1/30 of their last
monthly salary per day at the time of retirement.
(ii)
with effect from 01 January 2016 and up to the next Overall Review of
Pay and Grading Structures and Conditions of Service in the Public
Sector, be allowed to accumulate their untaken casual leave and such
leave should be refunded annually at the rate of 1/66 of their last monthly
salary per day in the corresponding year.
(iii) continue to be refunded all unutilised accumulated casual leaves as at

31.12.15 at the rate of 1/30 of the last monthly salary per day at the time of
retirement.
(iv) for those who effectively work on shift, be paid in cash any unutilised
sick leave beyond the 16 days at the discounted rate of 50%,
notwithstanding the recommendations made at paragraph 18.4.44 (iii) in
Volume 1 of this Report;
(v)
be paid a monthly Night Duty Allowance at the rate of 25% based on

8 hours for the present night shift of 13 hours;
(vi) be paid a monthly Night Attendance Bonus provided they attend duty on
all scheduled nights during the month, up to the publication of the next
overall Review on Pay and Grading Structures and Conditions of Service
in the Public Sector, as follows:
Grade
Amount (Rs)
Hospital Officers reckoning

585
730
Senior Hospital Officers reckoning
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730
875
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Retention Allowance
Recommendation 20
(i)
Hospital Staff should continue to be paid a monthly Retention

Allowance equivalent to two additional increments at the point they
have reached in their respective salary scale subject to satisfactory
performance and upon recommendation of the Responsible/
Supervising Officer, up to 31 December 2016;
(ii)
an officer who leaves the service prior to the age at which he may retire
without the approval of the appropriate Service Commission (Table II
at Chapter 15 of Volume 1) should refund the totality of the Retention
Allowance paid to him;
(iii)
an officer who retires from the service on reaching the age at which he
may retire without the approval of the appropriate Service Commission
or thereafter should refund only that part of the Retention Allowance
which he would have earned under this scheme after reaching the age
at which he may retire without the approval of the appropriate Service
Commission; and
(iv)
the above provision at paragraphs (ii) and (iii) above should not apply
to officers retiring as per their new compulsory retirement age or on
medical grounds.
14.5.53 In the event, the MPS still encounters difficulties to fill vacancies in the Hospital
Officer cadre, the grant of a negotiable point of entry in the salary scale may be
contemplated.
Prisons Psychologist
14.5.54 The grade of Psychologist on the establishment of the Mauritius Prison Service is
being restyled Prisons Psychologist so as to demarcate it from that prevailing in
other organisations.
Recommendation 21
14.5.55 We recommend that the grade of Psychologist on the establishment of the
Mauritius Prison Service should be restyled Prisons Psychologist.
Medical Coverage Allowance
14.5.56 At present, a monthly coverage allowance of Rs 3795 is payable to the Medical and
Health Officer/Senior Medical and Health Officer on secondment to the Prisons
Department for providing coverage of hospitals after normal working hours on
weekdays, Saturday afternoons, Sundays and Public Holidays. We are maintaining
the payment of this allowance.
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Recommendation 22
14.5.57 We recommend that the Medical and Health Officer/Senior Medical and Health
Officer on secondment to the Prisons Department should continue to be paid
a monthly allowance of Rs 3795 for providing coverage of hospitals after
normal working hours on weekdays, Saturday afternoons, Sundays and
Public Holidays.
Inducement Allowance to Doctors posted to the Prisons Department
14.5.58 To attract, retain and induce Medical and Health Officer/Senior Medical and Health
Officers to work in the difficult conditions prevailing at the Prisons Department, a
monthly inducement allowance equivalent to two increments at the point reached in
the scale is being paid to incumbent on secondment there. We are maintaining this
arrangement.
Recommendation 23
14.5.59 We recommend that the monthly allowance equivalent to two increments at
the point reached in the scale of the grade of Medical and Health Officer/Senior
Medical and Health Officer should continue to be paid to incumbent on
secondment to the Prisons Department.
SALARY SCHEDULE
Salary Code
17 000 105

Rs 119000
Commissioner of Prisons
17 095 097
Rs 86000 x 3000 92000

Deputy Commissioner of Prisons
17 079 094
Rs 53200 x 1625 62950 x 1850 68500 x 1950 74350 x 2825

80000 x 3000 83000
Assistant Commissioner of Prisons
Assistant Commissioner of Prisons (Trades)
Woman Assistant Commissioner of Prisons
formerly Female Assistant Commissioner of Prisons
17 070 085
Rs 39575 x 1225 40800 x 1525 49950 x 1625 62950

Chief Prisons Welfare Officer
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Salary Code
17 067 081

Rs 36200 x 925 37125 x 1225 40800 x 1525 49950 x 1625
56450
Principal Prisons Welfare Officer
Senior Superintendent of Prisons (Personal)
17 065 081
Rs 34350 x 925 37125 x 1225 40800 x 1525 49950 x 1625

56450
Superintendent of Prisons/Senior Superintendent of Prisons
Superintendent of Prisons/Senior Superintendent of Prisons
(Industries)
Superintendent of Prisons/Senior Superintendent of Prisons (Works)
Woman Superintendent of Prisons/Senior Woman Superintendent of
Prisons
formerly Female Superintendent of Prisons/Senior Female
17 063 077
Rs 32500 x 925 37125 x 1225 40800 x 1525 49950

Senior Prisons Welfare Officer
17 060 074
Rs 30175 x 775 32500 x 925 37125 x 1225 40800 x 1525

45375
Assistant Superintendent of Prisons (Personal)
17 058 074
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525

45375
Assistant Superintendent of Prisons (Industries)
Assistant Superintendent of Prisons (Works)
Woman Assistant Superintendent of Prisons
formerly Female Assistant Superintendent of Prisons
Prisons Welfare Officer
17 051 068
Rs 23200 x 775 32500 x 925 37125

Principal Prisons Officer (Industries)
Principal Prisons Officer (Works)
Principal Woman Prisons Officer
formerly Principal Female Prisons Officer
17 046 065
Rs 20525 x 475 21950 x 625 23200 x 775 32500 x 925 34350

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Salary Code
17 034 065
Rs 16075 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 32500 x 925 34350
Woman Prisons Officer/ Senior Woman Prisons Officer
formerly Female Prisons Officer/ Senior Female Prisons Officer
17 046 055
Rs 20525 x 475 21950 x 625 23200 x 775 26300

Senior Officer Cadet (Male) (Others)
Senior Officer Cadet (Female) (Others)
17 049 056
Rs 21950 x 625 23200 x 775 27075

Senior Officer Cadet (Male) (Graduate)
Senior Officer Cadet (Female) (Graduate)
17 072 087
Rs 42325 x 1525 49950 x 1625 62950 x 1850 66650

Chief Hospital Officer
17 066 081
Rs 35275 x 925 37125 x 1225 40800 x 1525 49950 x 1625

56450
Principal Hospital Officer(Male)
Principal Hospital Officer(Female)
17 056 076
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525

48425
Senior Hospital Officer (Male)
Senior Hospital Officer (Female)
17 045 072
Rs 20050 x 475 21950 x 625 23200 x 775 32500 x 925 37125

x 1225 40800 x 1525 42325
Hospital Officer (Male)
Hospital Officer (Female)
09 071 089
Rs 40800 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
Prisons Medical and Health Officer/Senior Prisons Medical and Health
Officer
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Salary Code
17 061 085

Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525
49950 x 1625 62950
Prisons Pharmacist
Prisons Psychologist
17 039 067
Rs 17700 x 375 19575 x 475 21950 x 625 23200 x 775 32500

x 925 36200
Prisons Pharmacy Technician (New Grade)
17 028 062
Rs 14325 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 31725
Prisons Dental Assistant
17 027 060
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 30175
Prisons Health Records Clerk (New Grade)
11 058 076
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525

48425
Prisons Catering Administrator
25 023 052
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 23975
Automobile Electrician
Blacksmith
Carpenter
Mason
Motor Diesel Mechanic
Motor Mechanic
Panel Beater
Plumber and Pipe Fitter
Tinsmith
25 016 042
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 18825
Tradesman's Assistant
24 016 043
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 19200
Stores Attendant
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Salary Code
24 023 052
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 23975
Vulcaniser
24 024 050
Rs 13270 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 22575
Cook (Roster)
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200
Driver
24 025 054
Rs 13530 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 25525
Prisons Driver (Shift)
24 018 044
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575
Security Guard
24 001 038
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x

260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker
**********
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Deputy Prime Ministers Office, Ministry of Tourism

and External Communications
Civil Service
15.
DEPUTY PRIME MINISTERS OFFICE, MINISTRY OF TOURISM

AND EXTERNAL COMMUNICATIONS
15.1
The Ministry of Tourism and External Communications envisions to be a leading

economic development agency in sustainable tourism, setting new benchmarks and
pioneering best practices with a view to sustain economic growth as well as improving
the standard of living of the whole population. Its mission is to develop and champion
tourism activities so as to build the sector into a key engine of growth and to make
Mauritius the best island destination in the world.
15.2
The Ministry also has under its aegis the External Communications Division which is
dealt with in another section of this chapter.
15.3
The main objectives of the Ministry are, inter alia, to institute a legal and operational
framework to plan, monitor and regulate tourism activities in line with the defined
tourism strategies and policies; provide support incentives and assistance to
approved tourism projects in line with the defined strategies and policies; maintain
Mauritius as an attractive and desirable tourist destination; promote the development
of family-oriented leisure amenities for Mauritius; and diversify the Mauritian tourism
product by encouraging eco and cultural tourism.
15.4
The tourism sector in Mauritius has, over the years, emerged as a key pillar of the
economy contributing immensely towards the socio-economic development of the
country in terms of economic growth, employment creation, foreign exchange
earnings, social mobility, poverty alleviation, womens empowerment and economic
democratisation. The sector accounts for more than 8% of the Gross Domestic
Product and is a source of creating 100,000 direct and indirect employment.
15.5
Tourism would continue to play an instrumental role geared towards achieving the
second economic miracle and the Governments vision 2030. In this context, the
Ministry is reviewing its tourism policies to reposition the sector in the new business
environment capitalising on new opportunities in the emerging markets, consolidating
the traditional markets with growth potential and tapping niche segments in existing
and new markets. The new policies are articulated around four main axes:
attractiveness, accessibility including affordability, visibility and sustainability.
15.6
To this end, the Ministry and tourism support institutions operating under its aegis,
namely, the Mauritius Tourism Promotion Authority and the Tourism Authority, are
being revamped and reorganised for greater flexibility and effectiveness, to meet the
objectives set and respond to the new changes in the tourism industry.
15.7
Besides the general administration, the activities of the Tourism Division of the
Ministry are organised under the Technical Unit and the Leisure unit.
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15.8
The Technical Unit has been reorganised into two distinct branches: the land-based
and sea-based branches. Both branches are manned by officers of the Tourism
Planner cadre at the professional level and are supported by Tourism Enforcement
Officers. The Technical Unit is headed by the Secretary for Toursim Development.
This unit is being further reinforced to cater for the new demands in the sector. The
Leisure unit, which is responsible to promote leisure and recreational activities for the
citizens and tourists, is headed by the Leisure Events Organiser who is supported by
officers of the Leisure Events Officer Cadre.
15.9
While we consider the present organisational structure of the Ministry to be adequate

to allow it to meet its mandate effectively, we are improving the pay structure to make
it more attractive and reflecting the duties and responsibilities devolving upon
incumbents.

Recommendation 1
15.10
We recommend that incumbents in the grade of Leisure Events Officer

possessing a Diploma in the field of leisure or a Diploma in Management with
specialisation in Leisure should be allowed to move incrementally up to salary
point Rs 40800 in the master salary scale provided they:
(i)
(ii)

preceding year; and
(iii) are not under report

Time off in lieu of Extra Hours of work
15.11
Incumbents of the Leisure Events Officer cadre are often required to work outside
their normal office hours due to the nature of their activities and established schedule
of events. In our last Report, provision was made for those officers who are not able
to take their time off. We are, in this Report, maintaining this provision.
Recommendation 2
15.12

the Leisure Events Cadre who are required, on a regular basis, to put in
additional hours of work to cope with the demands of their job, for the grant of
equivalent time off for the extra hours put in. However, where it has not been
possible for management to grant time off to the officers within a period of four
consecutive months, they should be compensated at the normal hourly rate
subject to their having put in a minimum of 15 extra hours in a month.
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DEPUTY PRIME MINISTERS OFFICE, MINISTRY OF TOURISM

AND EXTERNAL COMMUNICATIONS
SALARY SCHEDULE
Salary Code
02 000 106

Rs 122000
Permanent Secretary
02 096 098
Rs 89000 x 3000 95000

Director Tourism
formerly Secretary for Tourism Development
10 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950 70450

Principal Tourism Planner
10 069 085
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Senior Tourism Planner
10 054 081
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Tourism Planner
18 044 071
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800
23 069 085
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Leisure Events Organiser
23 052 072
Rs 23975 x 775 32500 x 925 37125 x 1225 40800 x 1525 42325

Senior Leisure Events Officer
23 035 070
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 37125 x 1225 39575
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Salary Code
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200
Driver
24 001 038
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
**********
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Civil Service
EXTERNAL COMMUNICATIONS - CIVIL AVIATION SERVICES

15.13
Operating under the Ministry of Tourism, Leisure and External Communication, the
Department of Civil Aviation (DCA) plays a leading role in the development of the
aviation industry in Mauritius. Besides its regulatory functions, it also provides Air
Navigation Services within the airspace under the jurisdiction of Mauritius.
15.14
As a regulator of the Aviation industry, it carries out functions relating to the

registration of aircrafts and their airworthiness; incidents and accidents in respect of
aircrafts; flight operations and the licensing of personnel and the certification and
licensing of Aerodromes.
15.15
In its capacity of Air Navigation Service Provider, it delivers its services through the
Air Traffic Management (ATM) and Communication, Navigation and Surveillance
(CNS) Divisions. The ATM Division is responsible for managing all domestic and
international traffic within the Mauritian airspace, while ensuring that all safety
protocols are observed. In addition this division also provides Aeronautical
Information Service to the Aeronautical Community. On its part, the Communication,
Navigation and Surveillance Division provides facilities to aircrafts to navigate safely
in our airspace. These facilities relate to voice and data communication among ATC
Centres in the region, navigation and surveillance equipment and landing aids.
15.16
The role and responsibilities of the DCA are stipulated in the Civil Aviation Act of 1974
and the Civil Aviation Regulation of 1986. The Standards and Recommended
Practices (SARPs) it applies are in strict conformance with those prescribed by the
International Civil Aviation Organisation (ICAO). It should be noted that the single
most important word on which emphasis is laid perpetually is safety, particularly
following world events that call for caution.
15.17
The DCA is headed by a Director, who is assisted by two Deputy Directors. While
one Deputy Director is responsible to manage the Regulatory Section, the other
Deputy Director is responsible for the Air Traffic Services Section. They are
supported by officers in technical and professional grades whereas the human
resource, administration, finance, registry and procurement and supply sections are
mainly staffed by officers who provide support services.
15.18
For this review, the main requests from the staff side concern an upgrading of
salaries, review of structures, creation of levels, grant of allowances, restyling of
grades and other enhanced conditions of service. As regards Managements
submissions, proposals were made to revisit the structure at the top management
level and the Civil Aviation Security Unit, creation of an IT Section and extension of
several existing allowances, including on call allowance to certain grades.
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15.19
Each of these proposals was examined and discussed in detail and during
consultative meetings held with the parties concerned, the latter were explained at
length why certain of their requests could not be acceded to. As regards
Managements proposal for the creation of grades at top management level, we
consider that there is no functional justification for same as the duties proposed for
the new levels are in fact almost similar to those in the prescribed schemes of service
of existing grades. Furthermore, acceding to such request would entail major
implications on the pay structure.
15.20
It is worth to note that, officers of the Bureau carried out a site visit at the DCA in June
2015 for a better understanding of those jobs which are highly technical in nature as
well as the specific working environment in which these officers are operating.
15.21
We view the present organisation structure to be adequate to enable the DCA to

deliver on its mandate and to help in achieving the Governments vision to make
Mauritius an aviation hub. In this Report we are, therefore, not bringing any major
structural change. However, we are reviewing the qualification requirement of the
grade of Aviation Security/Facilitation Inspector to facilitate recruitment while at the
same time providing a career path for serving officers, restyling the grade of Aviation
Security/Facilitation Officer to better reflect its duties and responsibilities and making
other recommendations to enhance service delivery.
Aviation Security/Facilitation Inspector

15.22
At present, the grade of Aviation Security/Facilitation Inspector (ASFI) is filled from

candidates possessing a degree in Air Transport Management or Airport
Management or Civil Aviation Management or Airport Engineering. According to the
DCA, during the last recruitment exercise there was no qualified candidate. They
have also averred that candidates with such qualifications are not available on the
local market. Furthermore, they argued that the experience required to perform the
duties prescribed in the scheme of service of ASFI can only be acquired by internal
candidates only. In these circumstances, it has not been possible to fill in the post.
Consequently, there is need to review the qualification requirement of the grade. We
are, therefore, reviewing the mode of appointment to the grade of ASFI and enlarging
the fields from which recruitment could be made. However, the Bureau considers
that the Aviation Security/Facilitation Officer/Senior Aviation Security/ Facilitation
Officers should be granted ample time to obtain the qualifications inserted in the
scheme of service.
Recommendation 3
15.23
We recommend that, as from 01 January 2020, appointment to the grade of

Aviation Security/Facilitation Inspector should be made by selection from
among Aviation Security/Facilitation Officer/Senior Aviation Security/
Facilitation Officers possessing a degree in Air Transport Management or
Airport Management or Civil Aviation Management or Airport Engineering or
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Civil Service
Logistic and Transport Management and reckoning at least three years

experience in a substantive capacity in the grade.
Aviation Security/Facilitation Officer
15.24
It has been submitted that at inception, the Civil Aviation Security Unit, was
conceptualized as a four level structure comprising the grades of Aviation
Security/Facilitation Officer (ASFO), Senior Aviation Security/Facilitation Officer,
Aviation Security/Facilitation Inspector and Chief Officer (Aviation/Security). While
ASFO and Senior ASFO were intended to be at the technical level, ASFI was meant
to be at professional level and the Chief Officer to head the unit. In the initial stage,
only the grade of ASFO was created on the understanding that these officers would
acquire experience to be able to postulate for the higher level and that in the mean
time, the activities would expand to the extent to justify the creation of a higher level.
15.25
However, over time the activities expanded, particularly with the security protocol
imposed by ICAO but the second level was not created. Ultimately many duties which
would have normally been prescribed in the scheme of service of the second level
have been devolved on the first level itself, as confirmed by Management. Request
has, therefore, been made for these officers to be compensated for the extra duties
performed. In the light of the arguments put forward and as a result of a job reevaluation exercise based on recently written Job Description Questionnaires, we are
making appropriate recommendations for the grade of ASFO. It should be noted that
the element of supervision at this level is almost inexistent.
Recommendation 4
15.26
15.27
We recommend that:
(i)
the grade of Aviation Security/Facilitation Officer be restyled Aviation

Security/Facilitation Officer/Senior Aviation Security/Facilitation Officer
(ASFO/SASFO)
(ii)
ASFO/SASFO formerly Aviation Security/Facilitation Officer should be

granted one additional increment on conversion for the additional duties
performed.
(iii)
the scheme of service of the grade of ASFO/SASFO should be amended to

include the additional duties that would have devolved on the Senior ASFO.
We also recommend that ASFO/SASFO should possess the Diploma in

Logistics and Transport or Management or Information Technology or Legal
Studies to be able to proceed beyond the Qualification Bar (QB) inserted in the
salary scale.
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15.28
We further recommend that henceforth:

(i)
(ii)
only officers possessing the Diploma in Logistic and Transport; and

officers who have obtained their Diploma in Management or IT or Legal
Studies prior to 01 January 2019
would be allowed to move beyond the QB in the salary scale.

Air Traffic Control Officers (ATCO)
15.29
For appointment as ATCO, Trainee ATCOs need to successfully complete the basic
air traffic control courses (ICAO course 051) and one of the three air traffic control
courses namely Aerodrome Control, Area Control and Approach Control. Thereafter,
they are entitled to one increment on completion of each of the two remaining courses
and obtention of the corresponding ratings and endorsement for the two additional
Air Traffic Control operating positions. Those who have completed all the three air
traffic control courses and have been rated and endorsed at all the three ATC
operating positions are subsequently allowed to move incrementally in the Master
Salary Scale up to salary point Rs 42275 provided they have drawn the top salary for
a year. We are maintaining this provision.
Recommendation 5
15.30
We recommend that:
(i)
Air Traffic Control Officers should continue to be granted one increment

on completion of each of the two courses and obtention of the
corresponding ratings and endorsement for the two additional Air Traffic
Control operating positions.
(ii)
thereafter, Air Traffic Control Officers who have completed all the three
air traffic control courses and have been rated and endorsed at all the
three ATC operating positions should, after having drawn their top salary
for a year, be allowed to proceed incrementally in the master salary scale
up to salary point Rs 46900.
Air Traffic Control Supervisor

15.31
The scheme of service of the grade of ATC Supervisor has been amended in 2015
to include an array of duties which comprise, among others, supervising the
functioning of the billing office for preparation of claims for air navigation charges and
other statistical data, producing, maintaining and keeping all data set of the Air Traffic
Management System up-to-date and supervising all software upgrade.
Subsequently, representations were received for a review of the salary of the grade.
In the context of this review a job evaluation exercise was carried out, based on the
newly prescribed duties. All these elements have, therefore, been taken into
consideration in arriving at the recommended salary.
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Requirement of Medical Fitness

15.32
Air Traffic Control Officers are required, as per ICAO regulations, to undergo a
medical examination every two years given that medical fitness is a pre-requisite for
an effective management of air traffic. In this context, the staff side have expressed
concerns regarding their fate consequential to an unfavourable medical report. So,
they have sought for a guaranteed redeployment in case of such an eventuality,
instead of being compelled to retire.
15.33
While examining the issue, we have noted that although if found medically unfit to
work as ATCO or ATCO Supervisor, the state of Health of these officers may allow
them to perform other jobs like their peers of the public sector where such medical
fitness is not a requirement. We are, therefore, making an appropriate
recommendation in this respect.
Recommendation 6
15.34
We recommend that the DCA considers the advisability of assigning other

duties to the Air Traffic Control Officers and ATC Supervisors in case they fail
to meet the medical fitness required to work at the different controls.
COMMUNICATION, NAVIGATION AND SURVEILLANCE DIVISION (CNS)
15.35
The Communication, Navigation and Surveillance (CNS) Division is mainly

responsible for the provision of facilities required for aircraft to navigate safely in the
Mauritian airspace. These facilities comprise communications between Air Traffic
Controllers (ATC) and pilots; voice and communications among all the various air
Traffic Control Centres in the region; navigation equipment including landing aids
(Instrument Landing System) and Surveillance equipment (Automatic Dependent
Surveillance). Furthermore, other computerised systems such as Flight Data
Processing Systems (FDPS) are provided as working tools so that Air Traffic
Controllers can have a visual display of all aircraft under their control on a pseudoradar screen. The CNS Division is also responsible for the maintenance and proper
functioning of the equipment used for providing these services.
15.36
By the nature of its functions, the Division operates on a 24 hour service basis to
attend to fault, at any time so as to minimise downtime of equipment/facilities and
maintain availability of services.
Airworthiness Division
15.37
The Airworthiness Division is responsible, among others, for the airworthiness control
of aircraft registered in Mauritius; issuance of certificates of registration; maintaining
the national registry of civil aircraft; issuance of certificates of airworthiness; licensing
of aircraft maintenance engineer; and inspection and certification of maintenance
organisation.
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15.38
The present structure of the Airworthiness Division, caters for two fields of
airworthiness, namely Airframe and Powerplant and Avionics.
15.39
However, with the evolution of technology, it has been submitted that the field of
Avionics is no longer required. As such, due to an increase in oversight activities
imposed by ICAO and the growing number of requests from promoters in relation to
aircraft operations, the Management of the Civil Aviation Department has proposed
to merge the two fields into one, namely Airworthiness. However, after careful
analysis, it has been revealed that the core duties in both fields are different and
specific. Therefore, the merger of these two fields cannot be entertained.
15.40
At present, the Communication, Navigation and Surveillance cadre comprises the

following grades: Trainee Engineer (CNS), Engineer (CNS) and Senior Engineer
(CNS). The Airworthiness cadre comprises the grades of Trainee Engineer
(Airworthiness-Airframe/Power Plant), Trainee Engineer (Airworthiness-Avionics),
Engineer (Airworthiness-Airframe/Power Plant), Engineer (Airworthiness-Avionics),
Senior Engineer (Airworthiness-Airframe/Power Plant), and Senior Engineer
(Airworthiness-Avionics). Appointment at entry level to both cadres are made from
among Registered Professional Engineers in the relevant fields.
Creation of Departmental IT grades

15.41
Management has submitted that since almost all the Communication Navigation
Surveillance (CNS) equipment are software driven, there is need for qualified IT staff
with strong CNS background and experience to service these equipment. In addition,
the Department is implementing various IT based projects and the creation of these
grades would enable the provision of a much more rapid, effective and efficient air
traffic services.
15.42
During consultations, Management has been informed that as the Ministry of

Technology, Communication and Innovation is being the provider of ICT services in
the Civil Service, its assistance should be sought for implementation of all IT based
projects.
15.43
However, owing to representations from other public sector organisations, the Bureau
is making provision for a new mechanism and has recommended at paragraph 19.10
of this Report the setting up of a Standing Committee which will have the responsibility
of looking into such requests including the restructuring of IT Units and coming up
with a general policy for the whole public sector.

15.44
At present, Registered Professional Engineers in the Communication, Navigation and

Surveillance Engineering cadre are entitled to the payment of a Special Professional
Retention Allowance at the rate of 7% of monthly salary. We are maintaining the
payment of the Special Professional Retention Allowance (SPRA) to eligible officers
in post as at 31 December 2015 up to 31 December 2016.
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Recommendation 7
15.45
We recommend that Registered Professional Engineers in the Communication,

Navigation and Surveillance Engineering cadre in post as at 31 December 2015
should continue to be paid a monthly Special Professional Retention Allowance
of 7% of monthly basic salary up to 31 December 2016.
15.46
We also recommend that those officers who:

(i)
(ii)
retire from the service on reaching the age at which they may retire
15.47
All officers in the Engineering fields who are eligible for the payment of the
Training Scheme for Graduates in Engineering

15.48
The Council of Registered Professional Engineers of Mauritius requires graduates in

Engineering to acquire two years experience for registration purposes. At present,
graduates in Engineering who are undergoing training are paid a monthly allowance
of Rs 22175 and are refunded mileage run for official travelling at the rate of Rs 6.50
per km for using their cars in the performance of their duties. Officers performing
official travelling by bus are refunded the bus fares in toto.
15.49
We are maintaining the present arrangement and revising the quantum of the
allowance and rate of travelling.
Recommendation 8
15.50
We recommend that graduates in Engineering under the training scheme be

paid a monthly allowance of Rs 23975. We further recommend that such
graduates in Engineering be refunded mileage run for official travelling at the
rate of Rs 6.50 per km for using their cars in the performance of their duties.
Those officers who perform official travelling by bus should continue to be
refunded the bus fares in toto.
~181~
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Allowance to Trainee Technicians (Shift)

15.51
Trainee Technicians who are required to work on a shift basis for part of the year are
paid a monthly allowance of Rs 595. We are revising the quantum of the allowance.
Recommendation 9
15.52
We recommend that Trainee Technicians who are required to work on a shift

basis for part of the yearbe paid a monthly allowance of Rs 625.
Hardship Allowance
15.53
Presently, officers proceeding on mission to Agalega and St. Brandon for routine
maintenance and fault/repair works to repeater stations are paid a hardship allowance
per trip, as shown in the table below.
15.54
During the course of discussion with Management of the Civil Aviation Department,
the latter has requested that the payment of this allowance be extended to Engineers
and Principal Technicians who also form part of the team proceeding on mission to
the Outer Islands and also face the same travelling inconveniences. We are
agreeable to the request and are recommending, likewise.
Recommendation 10
15.55
We recommend that the Hardship Allowance paid to officers of the Civil

Aviation Department who effectively proceed on official mission to Agalega
and St. Brandon for routine maintenance and fault/repair works to repeater
stations be as hereunder:
Grade
Hardship Allowance
per trip
(Rs)
Maintenance Superintendent
3000
Station Officer
2500
2200
Senior Maintenance Officer
2000
Maintenance Officer
1500
Electrician
1000
Rigger
1000
Engineer
3000
Principal Technician(Electrical)
2000
On Call and In-Attendance Allowances

15.56
The Department of Civil Aviation operates on a 24-hour basis and officers in the CNS
Section have to attend to faults on communication, navigation and surveillance
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equipment at any time to restore service.

They are paid On-Call and
In-Attendance allowances. We are maintaining the existing allowance.
Recommendation 11
15.57
We recommend that the allowances paid to officers in the CNS Section who are
required to be On-Call and attend duty while being On-Call be maintained as
per existing provision:
On-Call Allowance/In-Attendance Allowance
Grade
On-Call Allowance from

1600 hours to 0800
hours the following day
(Rs)
600
In-Attendance per hour

(inclusive of travelling
time)
(Rs)
250
Chief Officer
520
210
Engineer (CNS)
490
200
Maintenance
Superintendent
490
180
Station Officer
450
180
425
170
Senior Maintenance Officer
375
150
(Electrical)
375
150
Divisional Head
Height Allowance
15.58
A non-pensionable height allowance is payable to Electricians and Riggers of the

DCA for climbing masts, towers and poles above 20 feet. We are maintaining this
allowance which is computed as follows:
(i)
at twice the normal hourly rate for each hour of work performed, whenever
required to climb above 20 feet and up to 150 feet; and
(ii)
at thrice the normal hourly rate for each hour of work performed at a height of
above 150 feet.
Recommendation 12
15.59
We recommend that the present provision governing the payment of a nonpensionable height allowance to Electricians and Riggers of the Department of
Civil Aviation should be maintained.
Allowance to Medical and Health Officer/Senior Medical and Health Officer

15.60
At present, the Medical and Health Officer/Senior Medical and Health Officer on
secondment to the Department of Civil Aviation is paid a monthly allowance of
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Rs 3795 for shouldering certain additional administrative responsibilities.

allowance is being maintained.
This
Recommendation 13
15.61
We recommend that the Medical and Health Officer/Senior Medical and Health
Officer on secondment to the Department of Civil Aviation should continue to
be paid a monthly allowance of Rs 3795 for shouldering additional
administrative responsibilities.
Rent Allowance
15.62
Eligible officers in the grades of Aviation Security Officer and Senior Aviation Security
are entitled to a monthly Rent Allowance of Rs 735. We are maintaining the payment
of this allowance on a personal basis.
Recommendation 14
15.63
We recommend that eligible officers in the grade of Aviation Security Officer

and Senior Aviation Security Officer should continue to be paid a monthly rent

15.64
Officers of the DCA who effectively work on night shift are paid a Night Duty
Allowance equivalent to 25% of the normal rate per hour for the hours between 2300
hours and 0500 hours, including up to a maximum of two hours lying in period. We
are maintaining this provision.
Recommendation 15
15.65
We recommend that the present provision for the payment of a Night Duty
Allowance should be maintained.
Shift Work
15.66
Officers in the grades listed below are required to work on shift. This element has
been taken into account in determining the recommended salaries.
Grades classified to work on shift
Air Traffic Control Officer
Aeronautical Information Officer (Personal and Future Holder)
Aeronautical Information Supervisor
Aviation Security Officer
Driver
Electrician
Fitter
Flight Data Officer
Gatekeeper
Pay Review 2016
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Civil Service
General Worker
Maintenance Officer (Communication, Navigation and Surveillance)
Principal Technician (Electrical)
Plant Room Operator
Senior Aeronautical Information Officer
Senior Aviation Security Officer
Senior Flight Data Officer
Senior Technician (Electrical)
Senior Technician (Mechanical)
Sanitary Attendant
Technician (Electrical)
Technician (Communication, Navigation and Surveillance)
Telephonist
Workshop Assistant
CIVIL AVIATION SERVICES

SALARY SCHEDULE
Salary Code
03 000 102

Rs 110000
Director of Civil Aviation
03 087 095
Rs 66650 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

86000
Deputy Director of Civil Aviation
03 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
Divisional Head
Flight Operations Inspector
03 069 085
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Aerodrome Licensing Officer
Air Traffic Services Standards Officer
Chief Officer (Aviation Security/Facilitation)
Personnel Licensing Officer
03 061 082
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 58075
~185~
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Salary Code
03 059 081

Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525
49950 x 1625 56450
Aviation Security/Facilitation Inspector
03 054 081
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
Mandatory Occurrence Reporting Officer
03 047 077
Rs 21000 x 475 21950 x 625 23200 x 775 32500 x 925 37125

x 1225 40800 x 1525 49950
Air Traffic Control Officer (Personal)
03 058 074
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525

45375
Aeronautical Information Supervisor
03 045 073
Rs 20050 x 475 21950 x 625 23200 x 775 32500 x 925 37125

x 1225 40800 x 1525 43850
Air Traffic Control Officer
03 052 071
Rs 23975 x 775 32500 x 925 37125 x 1225 40800

Senior Aeronautical Information Officer
03 044 071
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125

x 1225 40800
Senior Flight Data Officer
03 047 069
Rs 21000 x 475 21950 x 625 23200 x 775 32500 x 925 37125

x 1225 38350
Aeronautical Information Officer (Personal)
03 044 069
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125

x 1225 38350
Personnel Licensing Assistant
Pay Review 2016
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Salary Code
03 030 069

Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575
x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
38350
Aeronautical Information Officer
Flight Data Officer
03 047 072
Rs 21000 x 475 21950 x 625 23200 x 775 32500 x 925 37125

x 1225 40800 x 1525 42325
Principal Aviation Security Officer
03 033 074
Rs 15750 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 32500 x 925 35275 QB 36200 x 925 37125 x 1225
40800 x 1525 45375
Aviation Security/Facilitation Officer/Senior Aviation Security/Facilitation
Officer
formerly Aviation Security/Facilitation Officer
03 041 065
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 32500

x 925 34350
Senior Aviation Security Officer
03 027 062
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 31725
Aviation Security Officer
03 030 035
Rs 14875 x 275 15150 x 300 15750 x 325 16400

Trainee Air Traffic Control Officer
03 027 030
Rs 14050 x 275 14875

Trainee Aviation Security/Facilitation Officer
22 069 085
Rs38350 x 1225 40800 x 1525 49950 x 1625 62950

Chief Officer
Senior Engineer(Airworthiness Air Frame/Power Plant)
Senior Engineer(Airworthiness- Avionics)
Senior Engineer(Communication, Navigation and Surveillance)
22 070 081
Rs39575 x 1225 40800 x 1525 49950 x 1625 56450

Maintenance Superintendent
~187~
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Salary Code
22 059 081

Rs29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950
x 1625 56450
Engineer(Airworthiness Air Frame/Power Plant)
Engineer(Airworthiness- Avionics)
Engineer(Communication, Navigation and Surveillance)
22 067 079
Rs36200 x 925 37125 x 1225 40800 x 1525 49950 x 1625

53200
Station Officer
22 064 077
Rs33425 x 925 37125 x 1225 40800 x 1525 49950

Maintenance Supervisor (Communication, Navigation and Surveillance)
22 060 074
Rs30175 x 775 32500 x 925 37125 x 1225 40800 x 1525 45375

Principal Technician (Electrical)
Senior Maintenance Officer (Communication, Navigation and
Surveillance)
22 050 072
Rs22575 x 625 23200 x 775 32500 x 925 37125 x 1225 40800 x

1525 42325
Maintenance Officer (Communication, Navigation and Surveillance)
Senior Technician (Electrical)
Senior Technician (Mechanical)
22 035 065
Rs16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 34350
Technician (Communication, Navigation and Surveillance)
Technician (Electrical)
22 053 055
Rs24750 x 775 26300

Trainee Engineer (Airworthiness Air Frame/Power Plant)
Trainee Engineer (Airworthiness- Avionics)
Trainee Engineer(Communication, Navigation and Surveillance)
22 040 060
Rs18075 x 375 19575 x 475 21950 x 625 23200 x 775 30175

Aviation Telephone Supervisor
Pay Review 2016
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Salary Code
22 024 057

Rs13270 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x
375 19575 x 475 21950 x 625 23200 x 775 27850
Aviation Telephonist
22 024 026
Rs13270 x 260 13790

Trainee Technician
08 022 056
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 27075
Gatekeeper (Shift)
25 041 060
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 30175

Chief Tradesman
Foreman
25 026 055
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 26300
Electrician (Shift)
Fitter (Shift)
Plant Room Operator (Shift)
25 049 063
Rs 21950 x 625 23200 x 775 32500

Supervisor (Rigging)
25 023 052
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 23975
Cabinet Maker
Carpenter
Mason
Painter
General Assistant
Rigger
24 025 054
Rs 13530 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 25525
Driver (Shift)
~189~
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Salary Code
24 028 052

Rs 14325 x 275 15150 x 300 15750 x 325 17700 x 375 19575
x 475 21950 x 625 23200 x 775 23975
Field Supervisor (Roster)
24 022 047
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21000
Workshop Assistant (Shift)
24 019 045
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 20050
Toolskeeper
24 018 043
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19200
Sanitary Attendant (Shift)
24 016 043
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 19200
Stores Attendant
24 001 038
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x

260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker
**********
Pay Review 2016
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16. VICE PRIME MINISTERS OFFICE,

MINISTRY OF HOUSING AND LANDS
16.1
The Ministry of Housing and Lands envisions to have a planned development of the
territory of Mauritius where it will be pleasant to live and work, where business can
thrive and prosper, and where the natural beauty of the country will be preserved for
the enjoyment of generations to come.
16.2
Its main objectives are, among others, to provide a solid basis for the long term
physical development of the nation which supports the National Development
Strategy (NDS) and direct development in a manner which will integrate economic
competitiveness with environmental sustainability and social equity; support and
encourage rather than restrict private sector development activities; integrate land
use planning with the forthcoming new transport choice; satisfy the housing and land
needs of the people of Mauritius; and achieve more effective management and use
of state lands.
16.3
For the Ministry to deliver its services, activities are organised under three divisions:
Housing Division, Planning Division and Survey Division. The Chief Technical Officer
is the technical head at the Ministry of Housing and Lands.
Housing Division
16.4
The Housing Division is responsible for the formulation of strategies and policies in
the housing sector. Its mission is to provide/facilitate access to a variety of affordable
housing to cater for the different and evolving needs of present and future
generations. It is manned by officers of the Housing Development Officer cadre.
16.5
It has been submitted by Management that the scheme of service for the grade of
Chief Housing Development Officer be amended such that appointment to the grade
be made by promotion of Principal Housing Development Officer reckoning three
years service. We are, therefore, making an appropriate recommendation to that
end.
Chief Housing Development Officer

Recommendation 1
16.6
We recommend that, in future, recruitment to the grade of Chief Housing

Development Officer should be made, on the basis of experience and merit, of
officers in the grade of Principal Housing Development Officer reckoning at
least three years service in a substantive capacity in the grade.
Planning Division
16.7
The main aim of the Planning Division is to find the right balance between competing
needs, environmental protection and limited urban space to create sustainable living
environment. The current role of the Planning Division is, among others, to advise
on land use planning, land development and policy matters; advise local authorities
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on development control applications; and provide advice/assistance to any person on

land use planning and development.
16.8
Professional town planners are represented by the Town and Country Planning
Officer cadre at the Planning Division. The professional cadre is supported by officers
of the Technical Design Officer and Development Control Officer Cadres.
16.9
Representations from the Planning Division were mainly on restyling of certain

grades, continuous professional development, creation of additional posts/levels,
issue of protective equipment, and abolition of the grade of Trainee Development
Control Officer. The Unions and Management were apprised on issues which the
Bureau could address and others which could not be considered as they fall outside
the established framework.
Trainee Development Control Officer

16.10
Both Union and Management have expressed their views regarding abolition of the
grade of Trainee Development Control Officer. In fact, the scheme of service for the
grade of Development Control Officer has already been amended such that
appointment to the grade is made by selection from among candidates possessing a
Diploma in Town and Country Planning. Since the Development Control Officers are
recruited from outside candidates, the grade of Trainee Development Control Officer
is no more warranted.
Recommendation 2
16.11
We recommend that the grade of Trainee Development Control Officer be

abolished.
Survey Division
16.12
At the Ministry of Housing and Lands, the Survey Division is responsible for the
maintenance of state lands and, therefore, has a major role in the maintenance and
upgrading of the digital cadastre. In line with major developments occurring within
territorial waters of Mauritius and with the increasing need for hydrographic survey, a
Hydrographic Unit has been set up within the Survey Division. During consultative
meetings with Unions and Management, the Bureau was informed that the surveying
profession is being enhanced to meet standards set by the Cadastral Survey Act 2011
followed by enactment of the Professional Land Surveyors Council Act.
16.13
The Surveyor cadre is supported by officers of the Cartographer and Survey

Technician cadres.
16.14
Most requests submitted by both Unions and Management were common and related
to enhancement of the duty exemption scheme, upgrading of qualification
requirements, restyling of certain grades, allowance for working in difficult marine
environment and reinstatement of the grade of Principal Survey Technician. After
scrutiny of the representations, we are addressing the specific issues by making
Pay Review 2016
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Allowance for Hydrographic Surveys

16.15
Representations have been received from Unions for the payment of an allowance to
officers in the Survey Division who are required to continuously monitor and handle
data sets for hydrographic surveys in difficult marine environment. The seaborne
surveys are normally undertaken on a weekly basis for a period of six months.
Management has supported this request. The Bureau considers that in view of the
demanding working conditions, the officers concerned should be compensated by an
allowance.
Recommendation 3
16.16
We recommend that officers of the Survey Division who are required to perform
duties in respect of Hydrographic Surveys be paid an allowance of Rs 780 a
day.
Training Scheme in Land Surveying

16.17
Diploma holders and graduates are paid a monthly fee for undergoing training under
the direct supervision of a Surveyor to obtain the Land Surveyors Commission. We
are revising the quantum of the fee.
Recommendation 4
16.18
We recommend that the fee payable for undergoing training in Land Surveying
be revised as follows:
From
To
Diplomates
Rs 16875 monthly
Rs 18825 monthly
Graduates
Rs 22175 monthly
Rs 23975 monthly
Scheme of Service Principal Cartographer

16.19
In the 2013 PRB Report, the grades of Cartographer and Senior Cartographer were
merged and restyled Cartographer/Senior Cartographer. The grade of Senior
Cartographer (Personal to officers in post as at 31.12.12) was then created by the
EOAC 2013 Report without any provision of promotion to the upper level in the
hierarchy. We are making the necessary recommendation to address this issue.
Recommendation 5
16.20
We recommend that, in future, appointment to the grade of Principal

Cartographer should be made by promotion, on the basis of experience and
merit, of officers in the grade of Senior Cartographer (Personal to officers in
post as at 31.12.12) reckoning at least three years service in a substantive
capacity in the grade.
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16.21
We further recommend that on complete phasing out of the grade of Senior

Cartographer (Personal to officers in post as at 31.12.12), appointment to the
grade of Principal Cartographer should thereafter be made by promotion, on
the basis of experience and merit, of officers in the grade of
Cartographer/Senior Cartographer reckoning an aggregate of six years service
in a substantive capacity in the grades of Cartographer and
Cartographer/Senior Cartographer.
Principal Survey Technician

16.22
With the general trend towards delayering and flatter structures, the grade of Principal
Surveying and Mapping Assistant was made evanescent in the 2008 PRB Report. In
the context of this review, Unions have requested to re-establish this grade.
Management has also supported this request of the Unions, to which we are also
agreeable, in order to ensure effective coordination and supervision of officers in the
cadre.
Recommendation 6
16.23
We recommend that the grade of Principal Surveying and Mapping Assistant

be reinstated on the establishment of the Ministry of Housing and Lands and
be restyled Principal Survey Technician.

16.24
At present, the qualification requirements of the grade of Plan Printing Operator are
Certificate (Level 3) in Printing or a National Certificate (Level 3) in Print Finishing or
an equivalent relevant qualification.
16.25
The Bureau has been apprised that in certain Ministries, the duties of Plan Printing
16.26
Given that this situation is not prevalent in all the organisations where the grade of
We are
Recommendation 7
16.27
We recommend that Plan Printing Operators possessing a Certificate in

salary of their grade in the master salary scale by one increment provided they:
(i)
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(ii)
(iii)

preceding year; and
Health Surveillance
16.28
The Bureau has been informed that Plan Printing Operators are constantly exposed
Recommendation 8
16.29
We recommend that Management should make necessary arrangements with

VICE PRIME MINISTERS OFFICE, MINISTRY OF HOUSING AND LANDS
SALARY SCHEDULE
Salary Code
02 000 106

Rs 122000
Permanent Secretary
26 000 102
Rs 110000
Chief Technical Officer
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200
Driver
24 016 043
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300

15750 x 325 17700 x 375 19200
Stores Attendant
24 001 038
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x

260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker
~195~
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Salary Code

HOUSING DIVISION
26 094 096
Rs 83000 x 3000 89000

Chief Housing Development Officer
26 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
Principal Housing Development Officer
26 059 081
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
Housing Development Officer
26 053 058
Rs 24750 x 775 28625

Housing Development Cadet
08 034 069
Rs 16075 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 32500 x 925 37125 x 1225 38350
Assistant Housing Officer
08 038 063
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 32500
Executive Assistant (Housing)
08 026 060
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 30175
Housing Clerk
23 034 066
Rs 16075 x 325 17700 x 375 19575 x 475 21950 x 625

23200 x 775 32500 x 925 35275
Social Facilitator
24 019 045
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 20050
Housing Attendant
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Salary Code

PLANNING DIVISION
26 096 098
Rs 89000 x 3000 95000

Chief Town and Country Planning Officer
26 085 095
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

86000
Deputy Chief Town and Country Planning Officer
26 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
Principal Town and Country Planning Officer
26 069 085
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Senior Town and Country Planning Officer
26 059 081
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
26 067 083
Rs 36200 x 925 37125 x 1225 40800 x 1525 49950 x 1625

59700
26 061 077
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950
26 056 072
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525

42325
Senior Technical Design Officer
26 038 066
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 32500 x 925 35275
Technical Design Officer
26 028 030
Rs 14325 x 275 14875

Trainee Technical Design Officer
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Salary Code
26 061 076
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525

48425
Senior Development Control Officer
26 044 072
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125

x 1225 40800 x 1525 42325
26 051 069
Rs 23200 x 775 32500 x 925 37125 x 1225 38350

Senior Planning Assistant (Personal)
SURVEY DIVISION
26 096 098
Rs 89000 x 3000 95000

Chief Surveyor
26 085 095
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

86000
Deputy Chief Surveyor
26 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
Principal Surveyor
26 069 085
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Senior Surveyor
26 055 081
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
Surveyor
26 058 074
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525

45375
Principal Survey Technician
26 052 069
Rs 23975 x 775 32500 x 925 37125 x 1225 38350

Senior Survey Technician
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Salary Code
26 029 062
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 31725
Survey Technician
26 028 031
Rs 14325 x 275 15150 x 300 15150

Trainee Surveyor
26 069 087
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850

66650
Chief Cartographer
26 063 080
Rs 32500 x 925 37125 x 1225 40800 x 1525 49950 x 1625

54825
Principal Cartographer
26 058 074
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525

45375
Senior Cartographer (Personal to officers in post as at 31.12.12)
26 040 074
Rs 18075 x 375 19575 x 475 21950 x 625 23200 x 775 32500

x 925 37125 x 1225 40800 x 1525 45375
Cartographer/Senior Cartographer
26 028 030
Rs 14325 x 275 14875

Trainee Cartographer
26 023 061
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 30950
Plans and Records Officer (Personal)
08 054 081
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
Secretary, Morcellement Board
24 037 058
Rs 17050 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 28625
Head, Survey Field Worker
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Salary Code
16 025 062
Rs 13530 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 25525 QB 26300
x 775 31725
16 023 057
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 28750
24 018 051
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200
Survey Field Worker/Senior Survey Field Worker
NATIONAL PLANNING AND DEVELOPMENT COMMISSION
08 056 082
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 58075
Secretary, National Planning and Development Commission
**********
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17.
VICE PRIME MINISTERS OFFICE, MINISTRY OF ENERGY

AND PUBLIC UTILITIES
17.1
The Ministry of Energy and Public Utilities has the responsibility to formulate policies
and to craft strategies for the energy, water and waste water sectors and the
establishment of a responsive legal framework for the development of these sectors.
It has under its jurisdiction several departments namely, the Water Resources Unit,
the Energy Efficiency Management Office and the Radiation Protection Authority as
well as other Parastatal bodies, namely: the Central Water Authority, the Central
Electricity Board, and the Wastewater Management Authority.
17.2
The Technical Unit of the Ministry ensures that policy formulation, strategy and project
development are done on the basis of sound planning for better serving the interest
of the general public.
17.3
Over the years, the mandate of the Ministry has expanded with the development of
renewable energy and the implementation of the National Sewerage Master Plan as
well as the duties entrusted to the Technical Unit as an enforcing agency for effluents
under the Environment Protection Act. Numerous new challenges have cropped up
in the energy sector in terms of the shift from conventional sources of energy to
renewable sources of energy and the need to encourage energy efficiency.
17.4
At present, the Ministry is mainly accountable for the implementation of major capital
projects to be in line with Government Vision 2030 to meet the target of the energy
security and a cleaner and safe environment.
17.5
With a view to meeting these challenges, it is considered essential and desirable that
the concepts of Integrated Water Resource Management and Total Water
Management be fully developed and implemented in the water sector.
17.6
At present, the Permanent Secretary is responsible for the day-to-day administration

of the Ministry on the administrative side and he/she is supported by officers in the
grades of Deputy Permanent Secretary and Assistant Permanent Secretary. On the
technical side, the Director General (Public Utilities) is responsible for the operational
requirements of the Ministry. He is assisted by the Director, Technical Services
(Public Utilities) and a team of professionals.
17.7
In the context of the present review exercise, we are maintaining the structure of the
several departments operating under the Ministry due to lack of information which
were requested by the Bureau. However, we are restyling a few grades to better
reflect the nature of duties and level of responsibilities devolving upon the incumbents
respectively.
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TECHNICAL UNIT
17.8
The main task of the Technical Unit has evolved over the years from policy
formulation, strategy and project development to an enforcing agency for effluents
under the Environment Protection Act.
17.9
At present, the Director General (Public Utilities) is the technical head of the Ministry
responsible for the effective and efficient management of the technical sections of the
Ministry. The Director, Technical Services (Public Utilities) is assisted by a Deputy
Director and officers from the engineering field.
17.10
Unions have requested for an increase in the establishment size for certain grades
and for amending existing schemes of service. Submissions have been received
from Management to restyle a few grades, increase number of posts, create
additional levels and a trainee grade in the field of engineering.
17.11
In order to address issues regarding increase in establishment size, we are in this

Report making provision for an HR Audit exercise to be carried out in each
organisation with a view to ensuring, among others, that workload matches with the
number of people required to perform at different levels of the organisation.
17.12
Given that all requested information were not forwarded to the Bureau, we are in this
review bringing no major change to the existing structure except for the restyling of a
few grades and the creation of a grade of Trainee Engineer.

17.13
Management has requested to restyle the grade of Planner/Senior Planner to better

reflect the nature of duties performed by incumbents. The appellation proposed by
Management and the mode of recruitment are in line with those of other Engineers of
the same Ministry. Keeping this in view, the Bureau is restyling the grades in the
Planner cadre.
Recommendation 1
17.14
We recommend that the following grades be restyled as shown in the table

below:
Grade
Restyled To
Chief Planner
Planner/Senior Planner
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Trainee Engineer (New Grade)

17.15
It has been submitted by Management that there is need to set up a training scheme
at the Ministry so as to enable young graduates in the field of engineering to acquire
the proper skills and knowhow for registration as Professional Engineers. With the
increasing number of young graduates in the field of engineering, the Bureau holds
the view that they should be encouraged to join the public sector and we are making
appropriate provision.
Recommendation 2
17.16
We recommend the creation of a grade of Trainee Engineer. Appointment

thereto, should be made by selection from among candidates possessing a
Degree recognised by the Council of Registered Professional Engineer of
Mauritius under Section 13 of the Registered Professional Engineers Council
Act No. 49 of 1965, as subsequently amended, in one of the following fields:
Electrical Engineering or Electronic Engineering or Mechanical Engineering or
Civil Engineering.
17.17
Trainee Engineers will be required to undergo and complete a period of training of at

least two years and not exceeding three years. During the training period, Trainee
Engineers will work under the direct responsibility and supervision of Engineers of the
Ministry.
WATER RESOURCES UNIT
17.18
The Water Resources Unit (WRU) is responsible for the assessment, development,
management and conservation of water resources in Mauritius. It formulates policies
in relation to the control and use of water resources for the provision of water for
domestic, agricultural, industrial and commercial supply as well as for hydro-electric
power.
17.19
Currently, there is a Director who heads the WRU and he is assisted by two main
professional cadres, namely the Engineering cadre and the Hydrological Officer
cadre. The professionals are technically supported by officers of the Hydrological
Technician, Technical Officer, Technical Design Officer and Inspectorate cadres.
17.20
Representations from unions were focussed on restyling of certain grades; extension

of risk, retention and book allowances to other grades; enhancement of travelling and
car benefits for eligible officers; and amendments in schemes of service.
Management of WRU has requested to create additional levels in professional and
technical cadres, increase number of posts and restyle certain grades.
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17.21
We have examined the representations. However, due to lack of information, we are

maintaining the present structure of the organisation except for the restyling of the
grades in the Engineering cadre to be in line with Engineering cadres of other
Ministries.
Recommendation 3
17.22
We recommend that the grades given hereunder be restyled as follows:

Grade
Restyled To
Chief Engineer
Principal Engineer
(Planning/Maintenance)
Principal Engineer (Planning/Maintenance)

17.23
We also recommend that, in future, appointment to the grades of Lead Engineer

(Planning/Maintenance) formerly Chief Engineer, should be made by
promotion, on the basis of experience and merit, of officers in the grades of
Principal Engineer (Planning/Maintenance) (Personal to officers in post as at
31.12.15), reckoning at least three years service in a substantive capacity in
the respective grade.
17.24
We further recommend that on complete phasing out of the grades of Principal

Engineer (Planning/Maintenance) (Personal to officers in post as at 31.12.15),
appointment to the grade of Lead Engineer (Planning/Maintenance) should
thereafter be made by promotion, on the basis of experience and merit, of
officers in the grade of Engineer/Senior Engineer (Planning/Maintenance)
reckoning at least five years service in a substantive capacity in the grade.
Hydrological Technician Cadre

17.25
The Qualification Bar (QB) in the salary scales for the grades of Hydrological
Technician and Senior Hydrological Technician is being maintained such that officers
possessing the Diploma in Hydrology may move incrementally beyond the QB.
Recommendation 4
17.26
We recommend that Hydrological Technicians and Senior Hydrological

Technicians possessing the Diploma in Hydrology be allowed to move
incrementally beyond the Qualification Bar (QB) in their respective salary scale.
RADIATION PROTECTION AUTHORITY
17.27
The Radiation Protection Authority (RPA) was set up in 2006 as an independent

regulatory body to control and supervise all practices involving the use of ionising
radiation with a view to ensuring the safe and peaceful use of nuclear technology in
the country. It operates under the aegis of the Ministry of Energy and Public Utilities.
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17.28
The main objects of the RPA are to provide radiation protection services against the
risks associated with exposure to ionising radiation and promote and encourage
research and development in radiation protection. It is equally responsible to promote
measures for the prevention of radiological emergencies. The Authoritys major
achievements comprise the maintenance of a national register of radiation sources
and facilities; control on the import and export of radiation sources; provision of
personal Radiation Monitoring Service to all radiation workers in the country to
monitor their occupational exposure to ionising radiation; and provision of radioactivity
analysis service for the testing of all foodstuffs and other commodities for radioactive
contamination.
17.29
As a public body, the RPA is administered and managed by the Radiation Protection
Council. The Chief Radiation Protection Officer occupies the topmost position at the
Authority. He is responsible for the execution of policies and control and
management of day-to-day business and is assisted in his duties by officers in the
grades of Senior Radiation Officer, Radiation Protection Officer and Radiation
Protection Assistant.
17.30
During consultations with Management in the context of this Report, the Bureau has
been apprised that there is need to strengthen and revamp the organisation structure
further to an expansion in the activities of the RPA. Request has also been made for
the restyling of current job appellations in line with the International Atomic Energy
Agency (IAEA) safety standards.
17.31
After duly examining the proposals, the Bureau views that the present organisation
structure of the RPA is appropriate to enable a proper delivery of services. As regards
the restyling of grades, same cannot be envisaged at this stage as the current
appellations have been provided in the RPA Act 2003. We are, however, rendering
the grade of Radiation Protection Assistant evanescent and restructuring the scheme
of service of the grade of Radiation Protection Officer, whilst maintaining the payment
of Risk Allowance to officers of the cadre.
Senior Radiation Protection Officer

17.32
At present, a Senior Radiation Protection Officer is responsible to oversee the proper

functioning of the Regulatory Unit and Services Unit of the RPA. In view of the
increasing responsibilities and load of work, Management has requested the creation
of additional posts in the grade of Senior Radiation Protection Officer and a new grade
at principal professional level to head the Units.
17.33
We have duly examined the request made and consider that given the staff size of
the RPA is quite meagre, creation of an additional level is not justified for the time
being. We are, however, making an appropriate recommendation for the creation of
additional posts in the grade of Senior Radiation Protection Officer to enable an
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Recommendation 5
17.34
We recommend that Management should consider the advisability of

increasing the establishment size of the grade of Senior Radiation Protection
Officer to match the increased workload.
Radiation Protection Assistant

17.35
Management has apprised that there is no longer the operational need for the grade
of Radiation Protection Assistant owing to an evolution in the nature of duties
regarding radiation safety. In this context, we are making the grade evanescent whilst
granting a personal salary to the only officer in post.
Recommendation 6
17.36
We recommend that the grade of Radiation Protection Assistant be made

evanescent. A personal salary has been provided to incumbent in post.
Radiation Protection Officer

17.37
At present, appointment to the grade of Radiation Protection Officer is made by

selection from among officers in the grade of Radiation Protection Assistant
possessing a degree in Physics and reckoning at least three years service in a
substantive capacity in the grade and in the absence of serving qualified officers,
appointment is made from qualified outside candidates. Given that the grade of
Radiation Protection Assistant has been made evanescent, there is need to review
the qualification requirements of the grade of Radiation Protection Officer. We are
making an appropriate recommendation to that effect.
Recommendation 7
17.38
We recommend that upon the complete phasing out of the grade of Radiation
Protection Assistant, appointment to the grade of Radiation Protection Officer
should be made by selection from among candidates possessing a Degree in
Physics or an equivalent qualification.
Risk Allowance
17.39
Officers of the Radiation Protection cadre are currently paid a Risk Allowance as they
are exposed to higher than normal risks during the execution of their duties. Since
the same condition prevails today, we are maintaining this provision.
Recommendation 8
17.40
We recommend that officers of the Radiation Protection cadre should continue

to be paid a monthly risk allowance equivalent to one and a half increments at
the initial salary of their respective salary scale.
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ENERGY EFFICIENCY MANAGEMENT OFFICE

17.41
The Energy Efficiency Management Office (EEMO) was established in 2011 under
the Energy Efficiency Act to promote the efficient use of energy; promote national
awareness for the efficient use of energy as a means to reduce carbon emissions;
and protect the environment. The EEMO operates as a department of the Ministry of
Energy and Public Utilities.
17.42
With the upcoming enforcement of regulations under the Energy Efficiency Act 2011,
the EEMO would have to face new challenges, the two main ones being, the
mandatory energy efficiency labelling of electrical appliances in Mauritius; and the
mandatory energy audits by large energy consumers and implementation of the
recommendations thereof.
17.43
At present, the structure of the EEMO comprises a Director who is responsible for the
execution of the policy of the EEMO on energy efficiency and conservation, and for
the control and management of the day-to-day business of the office. At the technical
and operational levels, officers in the grades of Engineer, Energy Efficiency and
Technical Officer, Energy Efficiency provide the necessary support.
17.44
Keeping in view that the EEMO has to fulfil all its obligations as set out in the Energy
Efficiency Act 2011, it has been submitted that the present organisational set up is
not conducive for the EEMO to operate effectively. There is, therefore, need to
provide proper motivation, adequate resources and review the organisational set up
of the EEMO to enable it to face the challenges.
17.45
During consultations, the Management of the EEMO had requested for a restructure
of the organisation through the creation of two distinct Units, (one to be responsible
for all Planning/Communication/Awareness activities and the other for Enforcement
and Awareness raising) and additional levels at the operational level.
17.46
However, for want of information, the Bureau has refrained from commenting on the
proposal for new grades.
17.47
In view of the above, we are, in this Report, maintaining the existing organisation
structure.

17.48
The Special Professional Retention Allowance (SPRA) was introduced in the 2008
retention problems in the fields of Engineering/ Architecture/Quantity Surveying
which were considered as scarcity areas.
17.49
In the context of this review, Management, Unions and individual officers have made
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17.50
It is also worth highlighting that some organisations have not responded to the survey
professionals.
17.51
In the given circumstances and taking into consideration: (i) the findings of the survey;
Recommendation 9
17.52
We recommend that officers in the Engineering cadre eligible for the payment
of the Special Professional Retention Allowance as at 31 December 2015
should continue to be paid same up to 31 December 2016 as specified in the
following table:
Grade
Engineer/Senior
Engineer
SPRA
% of monthly salary
(Project/Planning)

(reckoning at least 10 years service in their
respective grade)

Deputy Director, Technical Services (Public
Utilities)
10
Deputy Director, Water Resources Unit

Director General (Public Utilities)
Director, Technical Services (Public Utilities)
Director, Water Resources Unit
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12.5

Civil Service
17.53

(i)
(ii)
17.54
MINISTRY OF ENERGY AND PUBLIC UTILITIES
SALARY SCHEDULE
Salary Code
02 000 106

Rs 122000
Permanent Secretary
26 000 105
Rs 119000
Director General (Public Utilities)
26 000 102
Rs 110000
Director, Technical Services (Public Utilities)
26 085 095
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

86000
Deputy Director, Technical Services (Public Utilities)
~209~
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Salary Code
26 075 089

Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950
70450
26 059 085
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 62950
26 053 055
Rs 24750 x 775 26300

Trainee Engineer (New Grade)
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200
Driver
26 000 100
Rs 101000
Director, Water Resources
26 085 095
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

86000
Deputy Director, Water Resources
26 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
Principal Hydrological Officer
26 069 086
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850

64800
Principal Engineer (Planning/Maintenance) (Personal to officers in post
as at 31.12.15)
formerly Principal Engineer (Planning/Maintenance)
26 059 085
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 62950
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Salary Code
26 053 055

Rs 24750 x 775 26300
Trainee Engineer
26 069 085
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Senior Hydrological Officer
26 059 081
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
26 054 074
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 QB 42325 x

1525 45375
Senior Hydrological Technician
26 042 071
Rs 18825 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 36200 QB 37125 x 1225 40800
26 044 072
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
Technical Officer
26 038 066
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 35275
26 056 072
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 42325

Senior Inspector
26 048 067
Rs 21475 x 475 21950 x 625 23200 x 775 32500 x 925 36200

Inspector
26 029 062
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 31725
Assistant Inspector
~211~
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Salary Code
24 027 051

Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x
475 21950 x 625 23200
Field Supervisor
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200
Driver
24 024 049
Rs 13270 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950
Gauge Reader (Personal to officers appointed prior to 01.07.87)
24 022 047
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21000
Gauge Reader
24 015 040
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18075
Lorry Loader
24 001 038
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x

260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker
RADIATION PROTECTION AUTHORITY
19 085 095
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

86000
Chief Radiation Protection Officer
19 069 085
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Senior Radiation Protection Officer
19 056 081
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
Radiation Protection Officer
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Salary Code
19 033 065

Rs 15750 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x
775 32500 x 925 34350
Radiation Protection Assistant (Personal)
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200
Driver
ENERGY EFFICIENCY MANAGEMENT OFFICE
22 000 100
Rs 101000
Director, Energy Efficiency
22 059 085
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 62950
Engineer/Senior Engineer (Energy Efficiency)
22 044 072
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
Technical Officer, Energy Efficiency
**********
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18.
MINISTRY OF FINANCE AND ECONOMIC DEVELOPMENT
18.1
The Ministry of Finance and Economic Development (MOFED) is responsible for the
formulation of economic development and fiscal policies as well as for the economic
management of the affairs of Government to achieve faster and sustainable economic
development. MOFED is also the principal instrument of policy for public finance,
financial soundness of Government's economic policy and for the proper control of
revenue and expenditure.
18.2
Its mission is to formulate and implement sound macroeconomic and fiscal policies
to ensure sustainable and social development of the country and improve standard
of living and also to ensure adequate allocation of funds and maximise revenue
mobilisation, while providing the right incentives for growth and social development.
18.3
The 2015-2016 Budget has set the foundation for Mauritius to propel itself towards
its next phase of development that would be driven by innovation. In the wake of the
speech of the Prime Minister on Achieving the second economic miracle and vision
2030, the Ministry aims at providing the right enabling environment for the
implementation of the Vision 2030 by promoting economic development, good
governance, social progress, enhanced competitiveness and rising living standards
for all Mauritiians through accountability, economic, efficient, equitable and
sustainable management of public finance, and maximising revenue mobilisation,
while marketing Mauritius as a reputable financial centre and attracting higher levels
of investment.
18.4
The objectives of the Ministry are to maintain macroeconomic stability and achieve
fiscal sustainability; steer the economy towards a path of high investment and high
employment by developing new pillars to facilitate growth and employment geared by
knowledge and innovation; modernise public financial management to improve
accountability and transparency; modernise tax administration and customs
management and enhance revenue collection; implement an Accounting and
Financial Reporting Framework benchmarked with international best practices and
revitalise private and foreign investment, and create new employment opportunities.
One of the strategic objectives is to shift from a middle income country to high income
country and achieve greater equality and social justice for one and all.
18.5
The working structure of the technical arm of the Ministry consists of eight directorates
namely : Economic Research and Sustainability; Public Financial Management and
Budget Issues; Inclusive Development; Tax Issues and Policies; Increasing
Competitiveness and Growth; Public Infrastructure and Sustainable Development;
Development Co-operation and Africa Strategy and Financial Sector and Manpower
Development . The Corporate Services are responsible for Parliamentary affairs,
Office Operations, IT Services, Human resources, Financial Operations,
Procurement and Supply and Internal Control, among others.
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18.6
MOFED is also responsible to provide human resources to all Ministries to facilitate

the smooth running of their core business in three main areas namely Financial
Operations, Procurement and Supply and Internal Control.
18.7
The Financial Secretary is the technical and administrative head of MOFED. He is

assisted in his administrative functions and duties by two Deputy Financial
Secretaries, the Permanent Secretary and officers from the various cadres and
classes namely: Analyst Cadre, Financial Operations Cadre, Procurement and
Supply cadre, Internal Control Cadre, Administrative, Human Resources as well as
officers belonging to the general services grades. He is also responsible for the
overall administration of its various Cadres and Divisions as well as for the general
supervision of the departments falling under the aegis of the Ministry, namely:
Assessment Review Committee, Independent Review Panel, Procurement Policy
Office, Central Procurement Board, The Treasury, Statistics Mauritius, Valuation
Department formerly Valuation and Real Estate Consultancy Services, Corporate and
Business Registration Department and the Registrar-Generals Department.
18.8
In the context of the current review exercise, the main representations have been
focused on abolition of grades, revision of schemes of service, reviewing the modes
of appointment at certain levels in various cadres and creation of grades at different
levels of operation. We have examined all the proposals made and are making
Deputy Director, Economic and Finance

18.9
Management requested to abolish the post of Deputy Director, Economic and

Finance from the establishment of the Ministry as the grade is evanescent. Moreso,
this level of operation is not required in the new organisational set-up. We are
agreeable with this request and are making appropriate provision to this effect.
Recommendation 1
18.10
We recommend that the post of Deputy Director, Economic and Finance be

abolished on vacancy. A personal salary has been provided to incumbent.
Lead Analyst
18.11
Lead Analysts, formerly Assistant Directors in post as at 30 June 2008 at the Ministry
of Finance and Economic Development are allowed to move incrementally up to
salary point Rs 89000 in the Master Salary Scale. The present arrangement is
maintained.
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Recommendation 2
18.12
We recommend that Lead Analysts, formerly Assistant Directors in post as at

30 June 2008 at the Ministry of Finance and Economic Development be allowed
to move incrementally up to salary point of Rs 95000 in the revised Master
Salary Scale provided they:
(i)
(ii)

preceding year; and

Recommendation 3
18.13
We recommend that, on reaching salary point Rs 95000, Lead Analysts,

formerly Assistant Directors, in post as at 30.06.08 at the Ministry of Finance
and Economic Development should bear the appellation of Assistant Director,
Economic and Finance.

18.14
Senior Analysts (Personal) in post as at 30.06.2008 at the Ministry of Finance and

Economic Development are allowed to move incrementally by two increments over
and above the special provision set out at paragraph 10.40 of Volume 1 with specific
conditions. The present arrangement is being maintained.
Recommendation 4
18.15
We recommend that incumbents in the grade of Senior Analyst (Personal) in

post as at 30 June 2008 at the Ministry of Finance and Economic Development
be allowed to move incrementally by two increments over and above the
special provision set out at paragraph 10.40 of Volume 1 provided that they:
(i)
(ii)

preceding year; and

18.16
Presently, Analyst/Senior Analyst who are registered professional Accountant,

Architect and Engineer are allowed to draw a higher initial salary in the salary scale.
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Recommendation 5
18.17
We recommend that Registered Accountant, Architect and Engineer appointed

to the grade of Analyst/Senior Analyst should continue to draw a higher initial
salary point in the salary scale provided for the grade as hereunder:
Grade
Initial Salary
Rs
Accountant
28625
Architect
29400
Engineer
29400
MINISTRY OF FINANCE AND ECONOMIC DEVELOPMENT

SALARY SCHEDULE
Salary Code
01 000 109

Rs 164000
Financial Secretary
01 000 107
Rs 140000
Deputy Financial Secretary
01 000 105
Rs 119000
Director, Economic and Finance
01 000 099
Rs 98000
Deputy Director, Economic and Finance (Personal)
01 095 097
Rs 86000 x 3000 92000

Assistant Director, Economic and Finance
01 086 095
Rs 64800 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

86000
Lead Analyst
01 069 085
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Manager, Financial Management
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Salary Code
01 054 085

Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525
49950 x 1625 62950
01 054 081
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
Financial Management Officer
08 038 063
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 32500
Executive Assistant (Finance)
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200
Driver
24 016 043
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300

15750 x 325 17700 x 375 19200
Stores Attendant
24 015 040
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 18075
Lorry Loader
24 001 038
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x

260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker
**********
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Assessment Review Committee
ASSESSMENT REVIEW COMMITTEE

18.18
The Assessment Review Committee (ARC) was established by the Mauritius

Revenue Authority Act No. 33 of 2004 to hear and determine all representations
lodged by aggrieved persons against decisions, determinations, notices or claims
made by the Mauritius Revenue Authority or the Registrar-General as provided under
the relevant revenue laws. It operates under the aegis of the Ministry of Finance and
Economic Development.
18.19
In the wake of the Budget Speech 2015, the statutory time limit for a tax assessment
has been reduced to three years and the Mauritius Revenue Authority would have to
obtain the approval of the Assessment Review Committee before raising an additional
assessment after that period of three years. The Mauritius Revenue Act has thus
been amended to provide for the setting of the Independent Tax Panel which would
deal with claims for raising tax assessments after the prescribed period of three years.
The functions of the Independent Tax Panel would be to consider applications made
ex parte by the Director-General of the Mauritius Revenue Authority under different
tax laws and grant authorization where it is satisfied that there is prima facie case for
fraud; issue guidelines for the waiving by the Director-General of the whole or part of
any penalty, interest, surcharge or rent in accordance with the Customs Act.
18.20
The Assessment Review Committee is headed by the Chairperson and he is assisted

in his functions by the Vice-Chairperson and the Clerk. The Clerk is responsible for
the overall management of the Committee and the performance of such duties as
may be prescribed in the Mauritius Revenue Authority Act. With the new role and the
resulting exponential increase in the number of cases and applications, the number
of Vice-Chairpersons at the Assessment Review Committee has been increased from
2 to 4. A new structure comprising of three Divisions is being set up that would
eventually run as a Tribunal: Income Tax and Value Added Tax cases: Customs
Cases; and Land Cases and Shorthand Writers and Officers of the General Services
provide support services.
18.21
focused on the creation of grades at different level of operations and upgrading of
salary as well as filling of posts. We have examined all the proposals and are making
Senior Shorthand Writer (New Grade)

18.22
Both management and staff side have requested for the creation of a grade of Senior
Shorthand Writer. The Bureau has thoroughly examined the request in the light of
the submission of the parent Ministry, that is, the Ministry of Finance and Economic
Development (MOFED). According to the MOFED, in view of the setting up of an
Independent Tax Panel as provided by the amendment to the MRA Act, the volume
and scope of activities at the ARC has substantially increased. Consequently,
provision for additional posts of Shorthand Writer is being made.
In the
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circumstances, the need for a supervisory level is warranted to better control and
coordinate the duties devolving on the Shorthand Writers.
Recommendation 6
18.23
We recommend the creation of a grade of Senior Shorthand Writer on the

establishment of the Assessment Review Committee. Appointment thereto
should be made by promotion, on the basis of experience and merit, of officers
in the grade of Shorthand Writer reckoning at least two years service in a
18.24
The Senior Shorthand Writer would be required, amongst others, to assist in making
arrangements for the assignment of Shorthand Writers and qualified Word
Processing Operator to meetings and other Committees; assist the Chairperson and
vice Chairperson of Committees in dealing with confidential business of the
Committee; take down and transcribe shorthand notes of proceeding and meeting;
prepare and finalise roster for Shorthand Writers and give clerical, typing and
secretarial assistance to the Clerk as and when required.
ASSESSMENT REVIEW COMMITTEE
SALARY SCHEDULE
Salary Code
12 000 107

Rs 140000
Chairperson, Assessment Review Committee
12 000 102
Rs 110000
Vice-Chairperson, Assessment Review Committee
12 078 089
Rs 51575 x 1625 62950 x 1850 68500 x 1950 70450

Clerk, Assessment Review Committee
12 054 081
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 53200
Deputy Clerk, Assessment Review Committee
08 058 074
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525

45375
Senior Shorthand Writer (New Grade)
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Salary Code
08 051 070

Rs 23200 x 775 32500 x 925 37125 x 1225 39575
Shorthand Writer
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200
Driver
**********
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Independent Review Panel
INDEPENDENT REVIEW PANEL

18.25
The Independent Review Panel (IRP) is established under Section 44 of the Public
Procurement Act 2006 to look into requests made by unsatisfied bidders to review
procurement proceedings in certain specific cases.
18.26
The objectives of the IRP are to uphold and maintain confidence of suppliers and
contractors as well as the general public in the public procurement process; to ensure
and enable transparency and good governance in the public procurement process;
to hear and determine appeals against procurement decisions by a Public Body
and/or the Central Procurement Board in line with the Public Procurement Act 2006
and Regulations as well as other Laws of Mauritius, and in the respect of the
principles of best practice.
18.27
The IRP comprises a Chairperson, a Vice Chairperson and four other persons having
wide experience in legal, administrative, economic, financial, engineering, scientific
or technical matters and appointed by the President of the Republic. The Chairperson
is, presently, assisted in his functions by an Office Management Executive and
officers of the General Services.
Secretary, Independent Review Panel (New Grade)

18.28
Section 44(c) of the Independent Review Panel Act provides for a Secretary who
would be a public officer and perform under the administrative control of the
Chairperson of the Independent Review Panel. Management has submitted that with
the increase in the number of requests made by unsatisfied bidders to review
procurement proceedings, there is need for a Secretary to be responsible for all
administrative matters and office operations of the Independent Review Panel. We
are agreeable with this request and are making appropriate recommendation.
Recommendation 7
18.29
We recommend the creation of a grade of Secretary, Independent Review Panel

on the establishment of the Independent Review Panel. Appointment thereto
Management or Business Administration or Public Administration or Law from
a recognised institution or an equivalent qualification; and reckoning at least
three years experience in the public sector.
18.30
Incumbent in the grade of Secretary, Independent Review Panel would be required

to, among others, act as the Secretary of the Review Panel; register all applications
for review of procurement proceedings which are filed and scrutinize every application
to ascertain whether the application is in order; liaise with the public bodies in relation
to all cases of review filed with the Independent Review Panel; issue convocation
letters to Applicants, the Public Body, the Central Procurement Board and the
successful bidders; communicate the decision of the Panel to all parties concerned;
receive deposits made for filing of applications and submit to the Finance Section of
the Ministry of Finance and Economic Development; initiate action for the refund of
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Independent Review Panel
amount deposited by Applicants; and liaise with the State Law Office and affirm
affidavits for the Independent Review Panel.
INDEPENDENT REVIEW PANEL
SALARY SCHEDULE
Salary Code
12 000 107

Rs 140000
Chairperson, Independent Review Panel
12 000 102
Rs 110000
Vice-Chairperson, Independent Review Panel
01 054 081
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x

1525 49950 x 1625 56450
Secretary, Independent Review Panel (New Grade)
**********
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Financial Operations Cadre
FINANCIAL OPERATIONS CADRE

18.31
Officers of the Financial Operations Cadre are responsible for assisting and advising
Accounting Officers on financial matters and for the delivery of sound, efficient and
transparent financial operations services.
They also ensure that financial,
procurement and other legislations and regulations are understood, correctly applied
and fully complied with.
18.32
The Mission of the Financial Operations Cadre is to manage effectively, efficiently,

economically and with integrity government finances on the basis of sound financial
management principles and respond to expectations of stakeholders in a timely and
professional manner through continuous upgrading of skills, capabilities and
technologies.
18.33
Major challenges in conformity with modern trends in financial management are

impacting on the work of Financial Operations cadre for example e-budgeting, epayment, HRMIS, The Financial Operations cadre have therefore to follow the
following key imperatives in order to enable Ministries/Departments to deliver more
effectively and efficiently: assist in allocation of scarce resources, transform operating
models, manage the budget and assist in digitization of the finance function.
18.34
The Director, Financial Operations is the responsible Officer of the Financial

Operations Cadre and he is assisted by the Deputy Director, Financial Operations.
The operational activities are carried out by officers of the Financial Operations Cadre
namely:- Manager, Financial Operations; Assistant Manager, Financial Operations;
Senior Financial Operations Officer (Personal); and Financial Officer/Senior Financial
Officer.
18.35
In the context of the present review exercise, several demands have been received
with regards for creation of grades, revision of modes of appointment, upgrading of
salary, change in appellation and setting of appropriate structure. We have examined
all the proposals and are making appropriate recommendations.
Principal Financial Operations Officer (New Grade)

18.36
Both Management and Staff Side have represented that following the merging of the
grades of Financial Operations Officer and Senior Financial Operations Officer into
Financial Operations Officer/Senior Financial Operations Officer and the subsequent
demerging of the grade of Senior Financial Operations Officer with a personal salary,
the Ministry of Finance and Economic Development has been encountering
difficulties in the supervisory functions of finance in Divisions/Departments of the
Ministries. Request has, therefore, been made that there is need for a supervisory
level in the Financial Operations Cadre to take charge of small units in
Ministries/Departments as well as to exercise discipline, control and accountability.
We are agreeable with this request and are making appropriate recommendation.
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Recommendation 8
18.37
We recommend the creation of a grade of Principal Financial Operations

Officer. Appointment thereto should be made by promotion, on the basis of
experience and merit, of incumbents in the grade of Financial Operations
Officer/Senior Financial Operations Officer possessing a Diploma in Public
Sector Financial Management or Accountancy or Finance from a recognised
institution or an equivalent qualification and reckoning at least four years
service in a substantive capacity in the cadre.
Assistant Manager, Financial Operations

18.38
Consequent to the creation of the grade of Principal Financial Operations Officer.

The mode of appointment to the grade of Assistant Manager, Financial Operations
should be amended to address the salary levelling in the grading structure of the
Financial Operations cadre. We are, therefore, making provision for a grade of
Assistant Manager, Financial Operations (Future Holder) with new qualification
requirements.
Recommendation 9
18.39
We recommend that appointment to the grade of Assistant Manager, Financial

Operations (Future Holder) should be made by selection from among
incumbents in the grade of Principal Financial Operations Officer (New Grade)
possessing a Degree in Public Sector Financial Management or Accountancy
or Finance or Mathematics or Statistics from a recognised institution or an
equivalent qualification or a pass at the final examination required for
admission to membership of a recognised professional accounting body and
reckoning at least four years service in a substantive capacity in the grade or
an aggregate of four years in the grades of Financial Officer/Senior Financial
Officer and Principal Financial Operations Officer (New Grade).
18.40
We also recommend that the grade of Assistant Manager, Financial Operations

carrying pre-PRB 2016 salary scale of Rs 31475 x 900 34175 x 1200 37775 x
1500 54275 should continue to be filled by promotion, on the basis of merit
and experience, of officers in the grade of Senior Financial Operations Officer
(Personal) now restyled Principal Financial Operations Officer (Personal) to
officers in post as at 31.12.15) until complete phasing out of the latter grade.
Thereafter, the grade of Assistant Manager, Financial Operations should be
made evanescent.
18.41
We further recommend that the grade of Manager, Financial Operations should

continue to be filled by promotion, on the basis of merit and experience, of
officers in the grade of Assistant Manager, Financial Operations carrying prePRB 2016 salary scale of Rs 31475 x 900 34175 x 1200 37775 x 1500 54275
and reckoning at least three years service in a substantive capacity in the
grade. On complete phasing out of the latter grade, the grade of Manager,
Financial Operations should thereafter be filled by promotion, on the basis of
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merit and experience, of officers in the grade of Assistant Manager Financial

Operations (Future Holder) reckoning at least three years service in a
Financial Officer/ Senior Financial Officer
Recommendation 10
18.42
We recommend that incumbents in the grade of Financial Officer/Senior

Financial Officer possessing a Diploma in Public Sector Financial Management
or a Diploma in Accountancy or a Diploma in Finance from a recognised
institution or an equivalent qualification should be allowed to move
incrementally in the Master Salary Scale up to salary point Rs 42325 provided
they:
(i)
(ii)

preceding year; and
(iii)

SALARY SCHEDULE
Salary Code
01 095 097

Rs 86000 x 3000 92000
Director, Financial Operations
01 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
Deputy Director, Financial Operations
01 070 085
Rs 39575 x 1225 40800 x 1525 49950 x 1625 62950

Manager, Financial Operations
01 064 082
Rs 33425 x 925 37125 x 1225 40800 x 1525 49950 x 1625

58075
01 064 081
Rs 33425 x 925 37125 x 1225 40800 x 1525 49950 x 1625

56450
Assistant Manager, Financial Operations (Future Holder)
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Salary Code
01 058 078
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 51575
Principal Financial Operations Officer(Personal)
formerly Senior Financial Operations Officer (Personal to Senior
Financial Operations Officer in post as at 31.12 .12)
01 058 074
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525

45375
01 050 071
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 40800

Financial Officer/Senior Financial Officer
**********
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Ministry of Finance and Economic Development Internal Control Cadre
INTERNAL CONTROL CADRE

18.43
The Internal Control Cadre which operates under the aegis of the Ministry of Finance
and Economic Development is responsible for ensuring that all activities of
Ministries/Departments have achieved their intended results; the resources used to
deliver these activities/projects are consistent with the stated aims and objectives of
the Ministries/Departments; and such activities are protected from waste, fraud and
mismanagement and that reliable and timely information is obtained, maintained,
reported and used for decision making.
18.44
The mission of the Internal Control Cadre is to provide quality internal audit services
in partnership with Accounting Officers in the achievement of governments objective
through recommendation to improve governance, risk management, control
processes and value for money.
18.45
With the various reforms underway including greater decentralization to Ministries to

reduce delays, internal audit has enlarged its scope to cover performance and
procurement auditing including ex-post verification. The Internal Control cadre has
therefore redefined its roles, duties and responsibilities in line with the Financial
Management Kit Volume VI International Audit Policy and Operations Manual
together with the Internal Audit Standard Operating Procedures Manual. These
manuals are based on the International Professional Practice Framework issued by
IIA. Thus the role of the cadre has changed drastically during the past years from a
cyclical/routine audit to a risk-based audit.
18.46
The Director, Internal Control is the administrative head of the Cadre and is
responsible for providing value-added internal audit services for all
Ministries/Departments in accordance with international professional and ethical
standards. He is assisted by the Deputy Director, Internal Control and officers in the
grade of Manager, Internal Control who ensure that internal audit activities are carried
out effectively. Officers in the grades of Assistant Manager, Internal Control; Senior
Internal Control Officer (Personal); and Internal Control Officer/Senior Internal Control
Officer service the cadre at the operational levels.
18.47
In the context of the present review exercise, Management has requested for the
creation of grades, reviewing of mode of appointment, change in appellation and
amendment in the qualifications requirement. We have examined all the proposals
and are making appropriate recommendations.
Principal Internal Control Officer (New Grade)

18.48
It has been reported that following the merging of the grades of Internal Control Officer
and Senior Internal Control Officer into Internal Control Officer/Senior Internal Control
Officer and the subsequent demerging of the grade of Senior Internal Control Officer
with a personal salary, the Ministry of Finance and Economic Development has been
encountering difficulties due to an absence of supervisory functions of internal control
in Divisions/Departments of the Ministries. Request has, therefore, been made for a
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supervisory level in the Internal Control cadre to take charge of small units in
Ministries/Departments as well as to exercise discipline, control and accountability.
We are agreeable with this request and are making appropriate recommendations.
Recommendation 11
18.49
We recommend the creation of a grade of Principal Internal Control Officer.

Appointment thereto should be made by promotion, on the basis of experience
and merit, of incumbents in the grade of Internal Control Officer/Senior Internal
Control Officer having successfully completed all papers of Fundamentals
(Knowledge) and having obtained passes in Papers F4, F5 and F8 of
Fundamentals (Skills) or possessing the Certificate in Business Accounting
(Foundation Level) and having obtained passes in Papers P1, P7 and P8 of the
Advanced Diploma in Management Accounting (Managerial Level) of the CIMA
Examinations (New Syllabus) or an equivalent qualification and reckoning at
least four years service in a substantive capacity in the cadre.

18.50
Consequent to the creation of the grade of Principal Internal Control Officer, the mode
of appointment to the grade of Assistant Manager, Internal Control should be
amended to address the salary levelling in the grading structure of the Internal Control
cadre. We are, therefore, making provision for a grade of Assistant Manager, Internal
Control (Future Holder) with new qualification requirements.
Recommendation 12
18.51
We recommend that appointment to the grade of Assistant Manager, Internal

Control (Future Holder) should be made by selection from among incumbents
in the grade of Principal Internal Control Officer (New Grade) possessing a
Degree in Public Sector Financial Management or Accountancy or Finance or
Mathematics or Statistics from a recognised institution or an equivalent
qualification or a pass at the final examination required for admission to
membership of a recognised professional accounting body and reckoning at
least four years service in a substantive capacity in the cadre or an aggregate
of four years in the grades of Internal Control Officer/Senior Internal Control
Officer and Principal Internal Control Officer (New Grade).
18.52
We also recommend that the grade of Assistant Manager, Internal Control

1500 54275 should continue to be filled by promotion, on the basis of merit
and experience, of officers in the grade of Senior Internal Control Officer
(Personal) now restyled Principal Internal Control Officer (Personal to officers
in post as at 31.12.15) until complete phasing out of the latter grade. Thereafter
the grade of Assistant Manager, Internal Control should be made evanescent.
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18.53
We further recommend that the grade of Manager, Internal Control should

continue to be filled by promotion, on the basis of experience and merit, of
officers in the grade of Assistant Manager, Internal Control carrying pre-PRB
2016 salary scale of Rs 31475 x 900 34175 x 1200 37775 x 1500 54275 and
reckoning at least three years service in a substantive capacity in the grade.
On complete phasing out of the latter grade, the grade of Manager, Internal
Control should thereafter be filled by promotion, on the basis of merit and
experience, of officers in the grade of Assistant Manager, Internal Control
(Future Holder) reckoning at least three years service in a substantive capacity
in the grade.
Internal Control Officer/Senior Internal Control Officer

Recommendation 13
18.54
We recommend that incumbents in the grade of Internal Control Officer/Senior

Internal Control Officer having successfully completed all Papers of
Fundamentals (Knowledge) and having obtained passes in Papers F4, F5 and
F8 of Fundamentals (Skills) or possessing the Certificate in Business
Accounting (Foundation Level) and having obtained passes in Papers P1, P7
and P8 of the Advanced Diploma in Management Accounting (Managerial Level)
of the CIMA Examinations (New Syllabus) or an equivalent qualification should
be allowed to move incrementally in the Master Salary Scale up to salary point
(i)
(ii)

preceding year; and
(iii)

SCHEDULE
Salary Code
01 095 097

Rs 86000 x 3000 92000
Director, Internal Control
01 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
Deputy Director, Internal Control
01 070 085
Rs 39575 x 1225 40800 x 1525 49950 x 1625 62950

Manager, Internal Control
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Salary Code
01 064 082

Rs 33425 x 925 37125 x 1225 40800 x 1525 49950 x 1625
58075
Assistant Manager, Internal Control
01 064 081
Rs 33425 x 925 37125 x 1225 40800 x 1525 49950 x 1625

56450
Assistant Manager, Internal Control (Future Holder)
01 058 078
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 51575
Principal Internal Control Officer (Personal)
formerly Senior Internal Control Officer (Personal to Senior Internal
Control Officers in post as at 31.12.12)
01 058 074
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 45375

01 038 071
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 32500 x 925 37125 x 1225 40800
**********
Pay Review 2016
~234~
Civil Service
Ministry of Finance and Economic Development Procurement Policy Office
PROCUREMENT POLICY OFFICE

18.55
The Procurement Policy Office (PPO) has been established pursuant to Section 4 of
the Public Procurement Act of 2006 and operates under the aegis of the Ministry of
Finance and Economic Development.
18.56
The Procurement Policy Office is responsible for the formulation of policies relating
to procurement; conducting oversight and monitor the performance and progress of
the procurement system; recommending and facilitating the implementation of
measures to improve the functions of the procurement system; and guide and
promote its continuing development and improvement.
18.57
The Mission of the Procurement Policy Office is to promote the development of a

modern and efficient public procurement system based on international best practices
through close monitoring, regular auditing, capacity building and research.
18.58
The Procurement Policy Office has embarked on the e-Procurement System (e-PS),
a web-based application hosted by the Government Online Centre that would enable
all public bodies and suppliers to electronically conduct procurement proceedinghs
from invitation to bid up to contract award. The e-PS is a new system being
implemented by the Government which would bring a change in the way procurement
is conducted with a shift from paper base to an electronic platform in 210 public
bodies. On full implementation of the project, some 3000 public contracting would be
done on-line annually by the 210 organisations falling under the ambit of the Public
Procurement Act.
18.59
The Procurement Policy Office is administered by the Director, Procurement Policy

Office and two members appointed by the President of the Republic. The Office is
also manned by officers in the grades of Analyst/Senior Analyst, Assistant Manager,
Procurement and Supply as well as officers of the General Services.
18.60
In the context of the present review exercise, representative of the Ministry of Finance
and Economic Development has apprised the Bureau that the grades of Manager,
Procurement Policy Office and Assistant Manager, Procurement Policy Office be
abolished on the establishment of the Procurement Policy Office as technical support
are being provided by officers of the Procurement and Supply Cadre as well as the
Analyst Cadre.
18.61
In the given circumstances, the Bureau is agreeable to the proposal of the Ministry to
abolish the grades of Manager, Procurement Policy Office and Assistant Manager,
Procurement Police Office from the establishment of the Procurement Policy Office.
Recommendation 14
18.62
We recommend that the grades of Manager, Procurement Policy Office and

Assistant Manager, Procurement Policy Office, which are vacant be abolished
and technical support at the Procurement Policy Office should continue to be
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Civil Service
Ministry of Finance and Economic Development Procurement Policy Office
provided by officers of the Procurement and Supply Cadre as well as the

Analyst Cadre.
PROCUREMENT POLICY OFFICE
SALARY SCHEDULE
Salary Code
01 000 108

Rs152000
Director, Procurement Policy Office
**********
Pay Review 2016
~236~
Civil Service
Ministry of Finance and Economic Development Procurement and Supply Cadre
PROCUREMENT AND SUPPLY CADRE

18.63
The Procurement and Supply services are regulated by the Public Procurement Act
2006 and by the Financial Management Kit. Officers of the Procurement and Supply
cadre are responsible for the timely procurement and supply of goods, works and
services for the smooth running of Governments business and for ensuring that the
procurement function complements and enhances the overall goals of
18.64
The aims of officers of the cadre are, among others, to: promote efficient and effective
public procurement and supply systems based on international best practices; review
and maintain effective warehousing and disposal process; contribute to the economic
development of Mauritius; provide equal opportunity/treatment to all suppliers and
bidders; and ensure transparency in the procedures, processes and decision relating
to public procurement.
18.65
As head of the cadre, the Director (Procurement and Supply) is responsible for
ensuring that the procurement and supply process of goods, works, consultancy
services and other services are carried out in compliance with the provisions laid
down in the Financial Management Kit, the Public Procurement Act and other
regulations in force and that procurement and supply reforms are implemented in an
effective and efficient manner. He is assisted in the discharge of his duties by the
Deputy Director (Procurement and Supply).
18.66
The Procurement and Supply cadre also comprises: the Manager (Procurement and
Supply), Assistant Manager (Procurement and Supply), Procurement and Supply
Officer/Senior Procurement and Supply Officer and evanescent grades of Senior
Procurement and Supply Officer and Assistant Procurement and Supply Officer.
Officers in these grades service different Ministries/Departments but operate under
the responsibility of the Ministry of Finance and Economic Development.
18.67
In the context of this Review, representations have been made for the upgrading and
alignment of salaries, restyling/merging of grades, creation of additional level and
provision of duty free facilities. During consultations, parties were apprised that
grades are created on functional needs basis whereas the issue of
upgrading/alignment of salaries are considered against the Bureaus framework of
pay determination. As regards the provision of duty free facilities, stakeholders were
informed that this would depend on the survey findings on Travelling by car.
18.68
The proposals have been thoroughly examined and particular attention has been paid
to the traditional parity that exists among the Procurement and Supply, Finance and
Human Resources cadres. As a sequel to changes brought in the structures of the
Finance and Human Resource cadres and further to representations received, the
Procurement and Supply cadre is being consolidated with the creation of an additional
level and restructured, making it more amenable to the efficient and effective delivery
of procurement and supply services. Provision is also being made for supporting staff
to assist officers of the Cadre.
~237~
Pay Review 2016
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Principal Procurement and Supply Officer (New Grade)

18.69
In view of the evanescence of the grade of Senior Procurement and Supply Officer
(Personal), both the official and the staff side have expressed their concern over the
continued operational effectiveness of the Procurement and Supply Section in
Ministries and Departments.
18.70
They have represented that the phasing out of this level would create a gap between
the Assistant Manager (Procurement and Supply) and Procurement and Supply
Officer/Senior Procurement and Supply Officer in terms of supervision, control and
monitoring which would impact on the smooth functioning of procurement activities in
warehouses and adversely affecting delivery of service. Moreover, it has also been
submitted that much difficulty is currently being encountered to allocate the
supervisory functions in the warehousing sections of Ministries/Departments.
18.71
After considering the above arguments, the Bureau is providing an additional level to
ensure the smooth flow of the procurement and supply services.
Recommendation 15
18.72
We recommend the creation of the grade of Principal Procurement and Supply

Officer. Appointment thereto should be made by promotion, on the basis of
merit and experience, of officers in the grade of Procurement and Supply
Officer/Senior Procurement and Supply Officer possessing: either a Diploma in
Purchasing and Supply Management reckoning at least two years service in a
substantive capacity in the cadre or a Certificate in Purchasing and Supply
Management from a recognised institution obtained before 30 June 2008
together with at least seven years service in a substantive capacity in the
cadre.
18.73
Incumbent would be required, inter alia, to: be in charge of warehouse operations in

Ministry/Department; perform procurement and warehousing operations in
compliance with the Financial Management Kit and Public Procurement Act and
Regulations; and formulate proposals for review of procurement procedures to the
Procurement Policy Office, as may be required.
Assistant Manager (Procurement and Supply) (Future Holder)

18.74
With the creation of the grade of Principal Procurement and Supply Officer and to
address issues of salary levelling, consequential amendments need to be brought in
the grading structure of the Procurement and Supply cadre. We, therefore,
recommend that a grade of Assistant Manager (Procurement and Supply)
(Future Holder) with new entry requirements be established.
Recommendation 16
18.75
We recommend that the grade of Assistant Manager (Procurement and Supply)

(Future Holder) should be filled by selection from among Principal Procurement
and Supply Officers (New Grade) possessing a Degree in Purchasing and
Pay Review 2016
~238~
Civil Service
Supply Management and reckoning an aggregate of at least four years service

in a substantive capacity in the grade or an aggregate of four years in the
grades of Procurement and Supply Officer/Senior Procurement and Supply
Officer and Principal Procurement and Supply Officer (New Grade).
18.76
We further recommend that the grade of Assistant Manager (Procurement and

Supply) carrying pre-PRB 2016 salary scale of Rs 31475 x 900 34175 x 1200
37775 x 1500 54275 should continue to be filled by promotion, on the basis of
merit and experience, of officers in the grade of Senior Procurement and
Supply Officer (Personal) now restyled Principal Procurement and Supply
Officer (Personal to officers in post as at 31.12.15) until complete phasing out
of the latter grade. Thereafter the grade of Assistant Manager (Procurement
and Supply) should be made evanescent.
18.77
We also recommend that the grade of Manager (Procurement and Supply)

should continue to be filled by promotion, on the basis of merit and experience,
of officers in the grade of Assistant Manager (Procurement and Supply)
1500 54275 and reckoning at least three years service in a substantive
capacity in the grade. On complete phasing out of the latter grade, the grade
of Manager (Procurement and Supply) should thereafter be filled by promotion,
on the basis of merit and experience, of officers in the grade of Assistant
Manager (Procurement and Supply) (Future Holder) reckoning at least three
years service in a substantive capacity in the grade.
Procurement and Supply Officer/Senior Procurement and Supply Officer

18.78
At present, Procurement and Supply Officer/Senior Procurement and Supply Officers

are allowed to move incrementally in the master salary scale up to salary point
Rs 39275 subject to certain conditions. We are maintaining this recommendation and
revising the salary point.
Recommendation 17
18.79
We recommend that Procurement and Supply Officer/Senior Procurement and

Supply Officers possessing a Diploma in Purchasing and Supply Management
or a Certificate in Purchasing and Supply Management obtained prior to
30 June 2008 be allowed to proceed incrementally in the master salary scale up
to the revised salary point Rs 42325 provided that they:
(i)
(ii)

preceding year; and
~239~
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Civil Service
Posting of Management Support Officer

18.80
Both Management and Union members have submitted that the Procurement and
Supply Officer/Senior Procurement and Supply Officers are required, over and above
their normal schedule of duties, to perform some tasks of a clerical nature which take
much of their time at the expense of their more demanding technical responsibility.
18.81
Representation has therefore been made for the creation of a level to provide
assistance to officers in the procurement and supply section.
18.82
We have carefully examined the proposal and consider that it would be more apt to
post an officer belonging to the General Services grade to provide the necessary
assistance.
Recommendation 18
18.83
We recommend that, subject to the volume and demand of the work in their
respective procurement and supply section, Management should consider the
advisability of posting officers in the grade of Management Support Officer to
provide the basic support services therein.
SALARY SCHEDULE
Salary Code
21 095 097

Rs 86000 x 3000 92000
Director (Procurement and Supply)
21 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
Deputy Director (Procurement and Supply)
21 070 085
Rs 39575 x 1225 40800 x 1525 49950 x 1625 62950

Manager (Procurement and Supply)
21 064 082
Rs 33425 x 925 37125 x 1225 40800 x 1525 49950 x 1625

58075
Assistant Manager (Procurement and Supply)
21 064 081
Rs 33425 x 925 37125 x 1225 40800 x 1525 49950 x 1625

56450
Pay Review 2016
~240~
Civil Service
Salary Code
21 058 078
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 51575
Principal Procurement and Supply Officer (Personal)
formerly Senior Procurement and Supply Officer (Personal to
officers in post as at 31.12.12 )
21 058 074
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525

45375
21 050 071
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225

40800
Procurement and Supply Officer/Senior Procurement and Supply
Officer
21 038 063
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 32500
Assistant Procurement and Supply Officer (Personal)
**********
~241~
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Pay Review 2016
~242~
Civil Service
Ministry of Finance and Economic Development Central Procurement Board
CENTRAL PROCUREMENT BOARD

18.84
The Central Procurement Board established by virtue of the Public Procurement Act
2006 is responsible for the approval of the award of major contracts for the
procurement of goods, services, consultancy works and services for
Ministries/Departments, Rodrigues Regional Assembly and Public Bodies.
18.85
The Mission of the Central Procurement Board is to work towards providing all
stakeholders with a professional, efficient and courteous service while ensuring best
value for money in terms of price, quality and delivery, having regard to set
specifications and timely acquisition through fair and transparent processes.
18.86
By virtue of an amendment in the Public Procurement Act 2006 by the Finance Act
2015, the Central Procurement Board which was a body corporate, is now a fully
government body. The new structure of the Central Procurement Board provides that
it should be headed by a Chief Executive who should be responsible for the execution
of the policy of the Board and for the control and management of the day-to-day
business of the Board. He would be assisted in his function by the Deputy Chief
Executive and the Secretary of the Board. Officers of the Central Procurement Cadre
and general services grades provide support services.
18.87
The Board comprises a Chairperson, two Vice-Chairpersons and three members

having wide experience in legal, administrative, economic, financial, scientific and
technical matters.
18.88
The 2013 EOAC Report re-established all the grades which had been granted
personal salary and amended the schemes of service so as to be at par with similar
levels in the Ministry of Finance and Economic Development. It also created the
grade of Manager, Central Procurement and merged and restyled the grades of
Central Procurement Officer and Senior Central Procurement Officer to Central
Procurement Officer/Senior Central Procurement Officer to enhance effective service
delivery.
18.89
focused on the restyling of grades and upgrading of the qualification requirements as
well as the salary alignment of the procurement cadre with professional cadre. We
have examined all the proposals, apprised Management on issues that could not be
retained, and are making appropriate recommendations where these are justified.
Chief Executive, Central Procurement Board (New Grade)

18.90
Section 9 of the Public Procurement Act provides for a Chief Executive at the Central
Procurement Board who would be a public officer and be responsible for the
execution of the policy of the Board and for the control and management of the dayto-day business of the Board. Management has submitted that there is need for this
level of operation to enable the Board to deliver on its mandate efficiently and
effectively to which we are agreeable.
~243~
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Recommendation 19
18.91
We recommend the creation of a grade of Chief Executive, Central Procurement

Board on the establishment of the Central Procurement Board. Appointment
thereto should be made by promotion, on the basis of experience and merit, of
an officer who holds a substantive appointment in the grade of Deputy Chief
Executive, Central Procurement Board.
18.92
Incumbent in the grade of Chief Executive, Central Procurement Board would be

required to, among others, be responsible for the execution of the policy of the Central
Procurement Board and for the control and management of the day-to-day business
of the Board; attend every meeting of the Board and take part in its deliberations;
ensure that the provisions of the Central Procurement Act, the Financial Management
Manual and Procurement Guidelines are complied with as regards procurement and
award of contracts; prepare and publish bidding documents and bidding notices;
scrutinize tender documents and reports submitted by public bodies and ensure that
these are circulated promptly to the Board for proper decision; keep records of the
decisions and deliberations of the Central Procurement Board; and be the Liaison
Officer between the Board, public bodies as well as bidders, both locally and abroad,
on all matters relating to bid procedures and contracts, and to advise them
accordingly.
Principal Central Procurement Officer (New Grade)

18.93
Management has also requested to create a grade of Principal Central Procurement

Officer in order to maintain consistency in the hierarchical structures of the different
cadres in the Ministry of Finance and Economic Development as well as to have a
supervisory level to exercise discipline, control and accountability for good
governance. We support this request and are making appropriate recommendation.
Recommendation 20
18.94
We recommend the creation of a grade of Principal Central Procurement Officer

on the establishment of the Central Procurement Board. Appointment thereto
should be made by promotion, on the basis of experience and merit, of
incumbents in the grade of Central Procurement Officer/Senior Central
Procurement Officer reckoning at least four years service in a substantive
capacity in the cadre.
18.95
Incumbent in the grade of Principal Central Procurement Officer would be required

to, among others, prepare and scrutinize tender documents for specialised,
experience equipment and for works; scrutinize bid evaluation reports together with
the technical committee and the recommendation of the Bid Evaluation Committee
prior to submission to the Board for a decision; and assist in the preparation and
publication of periodic reports.
Pay Review 2016
~244~
Civil Service
Assistant Manager, Central Procurement

18.96
With the creation of the grade of Principal Central Procurement Officer on the
establishment of the Central Procurement Board, the mode of appointment to the
grade of Assistant Manager, Central Procurement should be amended so that, in
future, the post be filled by promotion, on the basis of experience and merit, of
incumbents in the grade of Principal Central Procurement Officer possessing a
degree in the relevant field.
Recommendation 21
18.97
We recommend that, as from 01 July 2019, the grade of Assistant Manager,

Central Procurement be filled by promotion, on the basis of experience and
merit, of incumbent in the grade of Principal Central Procurement Officer
possessing a Degree in Public Sector Financial Management or a Degree in
Purchasing and Supply Management or a Degree in Accountancy from a
recognised institution or an equivalent qualification or a pass at the final
examination required for admission to membership of a recognised accounting
body and reckoning at least six years service in a substantive capacity in the
cadre.
Central Procurement Officer/Senior Central Procurement Officer

Recommendation 22
18.98
We recommend that incumbents in the grade of Central Procurement

Officer/Senior Central Procurement Officer possessing a Diploma in Public
Sector Financial Management or a Diploma in Accountancy or a Diploma in
Purchasing and Supply Management from a recognised institution or an
equivalent qualification be allowed to move incrementally in the Master Salary
Scale up to salary point Rs 42325 provided they:
(i)
(ii)

preceding year; and

CENTRAL PROCUREMENT BOARD
SALARY SCHEDULE
Salary Code
01 095 097

Rs 86000 x 3000 92000
Chief Executive, Central Procurement Board (New Grade)
~245~
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Civil Service
Salary Code
01 075 089

Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950
70450
Deputy Chief Executive, Central Procurement Board
01 070 085
Rs 39575 x 1225 40800 x 1525 49950 x 1625 62950

Manager, Central Procurement
01 064 082
Rs 33425 x 925 37125 x 1225 40800 x 1525 49950 x 1625

58075
Assistant Manager, Central Procurement (Personal to incumbents in
01 064 081
Rs 33425 x 925 37125 x 1225 40800 x 1525 49950 x 1625

56450
Assistant Manager, Central Procurement (Future Holder)
01 054 081
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
Secretary of the Board
01 058 074
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525

45375
Principal Central Procurement Officer (New Grade)
01 050 071
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225

40800
Central Procurement Officer/Senior Central Procurement Officer
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200
Driver
**********
Pay Review 2016
~246~
Civil Service
Ministry of Finance and Economic Development The Treasury
THE TREASURY
18.99
The Treasury is one of the executive arms of the Ministry of Finance and Economic
Development.
The Accountant-General who is the head for the general
administration of the Treasury, has the responsibility to advise the Financial Secretary
and other Accounting Officers on matters relating to Government accounting;
management of Government cash flows; opening and operation of bank accounts;
and public service benefits (retirement, pensions, passage and car advances).
18.100 The mission of the Treasury is to strive towards excellence in service delivery through
continuous improvement and enhancement.
18.101 The objectives of the Treasury are, among others, to ensure that the accounts of the
Government are properly maintained and Financial statements are prepared in
accordance with Finance and Audit Act; the computerised Treasury Accounting
System is properly maintained and respond to Government needs for proper and
accurate processing, recording and accounting of transactions; Government cash
flows are properly managed and that Government has adequate financial resources
to meet its payment obligations as and when they fall due; and public service
pensions and other benefits schemes are properly managed and beneficiaries are
paid in a timely manner.
18.102 Management of the Treasury has made representations for the restyling and
upgrading of posts as well as revision of schemes of service and creation of grades.
It is also represented to align the top salary of the grade of Accountant/Senior
Accountant with the senior professional level in the Public Sector. We have examined
all the proposals and are making appropriate recommendations.
Accounting Technician (New Grade)
18.103 Management has submitted that with the substantial increase in the workload of
public service benefits, there is need for a level to provide support service to the
Accountant/Senior Accountant and also to deliver the mandate efficiently and
effectively. We are agreeable to this request and are making appropriate
recommendations.
Recommendation 23
18.104 We recommend the creation of a grade of Accounting Technician on the
establishment of the Treasury to be recruited from among candidates
possessing a pass in at least four subjects at Fundamental (Skills) of the ACCA
Examinations or an equivalent qualification from a recognised institution.
Officers in the grade of Accounting Technician should possess the
Fundamental (Skills) of the ACCA Examinations or an equivalent qualification
to proceed beyond the Qualification Bar (QB) inserted in the salary scale.
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18.105 Incumbent in the grade of Accounting Technician would be required to, among others,
assist the Accountant/Senior Accountant in the day-to-day activities of the Treasury;
collect, retrieve, compile and analyse data in relation to public service benefits,
management audit exercises and financial investigations; inspect and investigate
simple financial statements, records and documents and to report thereon; and
submit draft reports and memoranda for inclusion in final management audit reports.
ICT Structure
18.106 Management has informed that several systems at the Treasury have been
computerized. However, due to shortage of IT staff in the Ministry of Technology,
Communication and Innovation for posting to other Ministries/Departments, there is
a disruption in the smooth running of operations. In this context, request has been
made for the creation of a dedicated three-level ICT structure.
18.107 During consultations, the Bureau informed Management that given there is a Ministry
which is responsible for all IT issues in the Civil Service, it would not be appropriate
to create these grades. Management may therefore make a request to the Ministry
of Technology, Communication and Innovation for the posting on a full time basis of
IT staff at the required levels.
18.108 Nevertheless, owing to several similar requests from various quarters, the Bureau
has provided for another mechanism to address these issues.
We have
recommended at paragraph 19.10 of this Report for the setting up of a Standing
Committee which will have the responsibility of looking into such requests and coming
up with a general policy.
THE TREASURY
SALARY SCHEDULE
Salary Code
01 000 106

Rs 122000
Accountant-General
01 095 097
Rs 86000 x 3000 92000

Deputy Accountant-General
01 075 090
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

72400
Assistant Accountant-General
Pay Review 2016
~248~
Civil Service
Salary Code
01 058 085

Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525
49950 x 1625 62950
01 063 079
Rs 32500 x 925 37125 x 1225 40800 x 1525 49950 x 1625

53200
Officer-in-Charge (Passages)
Officer-in-Charge (Pensions)
01 049 074
Rs 21950 x 625 23200 x 775 32500 x 925 36200 QB 37125 x

1225 40800 x 1525 45375
01 050 070
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 39575

Assistant Officer-in-Charge (Passages)
Assistant Officer-in-Charge (Pensions)
04 052 069
Rs 23975 x 775 32500 x 925 37125 x 1225 38350

Treasury Computer Room Supervisor
04 038 064
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 32500 x 925 33425
Treasury Computer Operator (Personal to officer in post as at
30.6.1993)
16 025 062
Rs 13530 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 25525 QB 26300
x 775 31725
24 026 056
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 27075
Treasury Voucher Room Supervisor
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200
Driver
Treasury Voucher Room Operator
~249~
Pay Review 2016
Civil Service
Salary Code
24 016 043

Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750
x 325 17700 x 375 19200
Stores Attendant
24 001 038
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x

260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker
**********
Pay Review 2016
~250~
Civil Service
Ministry of Finance and Economic Development Statistics Mauritius
STATISTICS MAURITIUS
18.109 Statistics Mauritius is a government department that operates under the aegis of the
Ministry of Finance and Economic Development. Through the Statistics Act No 38 of
2000 as subsequently amended, Statistics Mauritius constitutes the central statistical
authority and depository of all official statistics produced in Mauritius. As such, it is
the official organisation responsible for the collection, compilation, analysis and
dissemination of accurate, relevant, timely and high quality statistics and related
information on social, demographic, economic and financial activities to serve the
needs of public and private users.
18.110 Statistics Mauritius envisions to be a key provider of World Class Statistical
information and aims at providing timely and relevant statistics consistent with
international principles and standard. In order to ensure good quality and
international comparability of data, Statistics Mauritius adheres to standard concepts,
definitions and classifications as recommended by international organisations such
as the U. N. Agencies.
18.111 The activities at Statistics Mauritius are organised under three sections namely:
Economic Division, Social Division, and Logistics and Research. The organisation is
headed by the Director of Statistics who is assisted by three Deputy Directors of
Statistics and officers of the Statistician Cadre, the Statistical Officer Cadre and the
General Services.
18.112 In the context of this review exercise, both Management and the Staff Side have made
similar requests for the review of the existing structure. Representations have been
received, amongst others, to merge the second and third levels in the Statistician
Cadre and the Statistical Officer Cadre; restyle the grade Director of Statistics to
Director General; and create levels following merger of grades. In addition,
Management has also requested for the setting up of a full-fledged IT Unit comprising
positions in the Information System Cadre within its structure to sustain and develop
further the mechanisation work already started.
18.113 The Bureau has carried out an in-depth analysis on the requests and is of the view
that merging of grades and creation of levels simultaneously within the same
hierarchy is not technically possible. Along the same lines, the merger of second
level with third level in cadres is not acceptable given that the nature of duties and
level of responsibilities devolving upon incumbents differ at each level. As regards
grade appellation, same should reflect the core duties of the grade whilst being in
conformity with provisions of the actual legislations.
18.114 IT issues in the Public Sector generally falls under the responsibility of the Ministry of
Technology, Communication and Innovation and therefore the Bureau refrains from
creating stand alone IT departmental grades where prospect for promotion is very
limited.
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18.115 The Bureau considers that Statistics Mauritius should make its request to the Ministry
of Technology, Communication and Innovation to have the assistance of a qualified
officer on full time basis to manage its IT projects or alternatively have recourse to
contractual employment or refer to the Standing Committee as mentioned at
paragraph 19.10 of this Report.
18.116 The Bureau considers that the present structural set up of Statistics Mauritius does
not require any change at this stage.
STATISTICS MAURITIUS
SALARY SCHEDULE
Salary Code
20 000 105

Rs 119000
Director of Statistics
20 085 095
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

86000
Deputy Director of Statistics
20 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
Principal Statistician
20 069 085
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Senior Statistician
20 054 081
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Statistician
20 058 073
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 43850

Principal Statistical Officer
20 050 069
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

20 038 063
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
Statistical Officer
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Salary Code
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200
Driver
24 001 038
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
**********
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Ministry of Finance and Economic Development Valuation Department
VALUATION DEPARTMENT
18.117 The Valuation Department operates under the aegis of the Ministry of Finance and
Economic Development (MOFED). Its mission is to provide independent, impartial,
and objective of Valuation and Real Consultancy Services to government; be to the
level expectation of every stakeholder in delivering its services; and provide the
services to the highest degree of professionalism and standard to its customers, both
external and intra.
18.118 Government has embarked in a mega project known as the Land Administration and
Valuation Information Systems (LAVIMS) in which valuation is a major component.
With the implementation of the LAVIMS Project, the Valuation Department deals with
all requests from the Registrar General Department and Local Government for
valuation of properties on-line. Moreover, the Valuation Department is responsible for
the Valuation Roll for the whole country which involves over 500,000 properties with
the main purpose to raise revenue for the Government.
18.119 At present, the Valuation Department is headed by the Director, Valuation and Real
Estate Consultancy Services who is assisted by grades in the Government Valuer
and Property Valuation Inspector cadres.
18.120 In the context of this Report, the Bureau has received representations from Unions
for specific training related to LAVIMS, increase in number of posts and creation of a
grade to assist the Government Valuer, among others. Management has reported
about ongoing recruitment problems in the grade of Government Valuer and has
proposed to create a grade to assist the latter. It has also requested to create a grade
of Quantity Surveyor and Law Officer as well as to amend the scheme of service for
the grade of Chief Property Valuation Inspector. On the other hand, the MOFED has
requested for a restyling of the grade of Director, Valuation and Real Estate
Consultancy Services and Deputy Director, Valuation and Real Estate Consultancy
Services.
18.121 After examining the requests of the Unions, Management of Valuation Department
and the MOFED, we are restyling the grades of Director, Valuation and Real Estate
Consultancy Services and Deputy Director, Valuation and Real Estate Consultancy
Services, and creating the grade of Trainee Government Valuer based upon the
organisational requirements.
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Director, Valuation Department

formerly Director, Valuation and Real Estate Consultancy Services
Deputy Director, Valuation Department
formerly Deputy Director, Valuation and Real Estate Consultancy Services
18.122 The MOFED has requested for a change in appellation for the grades of Director,
Valuation and Real Estate Consultancy Services and Deputy Director, Valuation and
Real Estate Consultancy Services to be in line with name of the Department. We are
agreeable to the proposal and recommending accordingly.
Recommendation 25
18.123 We recommend that the following grades be restyled as hereunder:
Grade
Restyled to
Director, Valuation and Real Estate

Consultancy Services
Deputy Director, Valuation and

Real Estate Consultancy Services
Deputy Director, Valuation

Department
Recruitment and Retention Problems

18.124 Management has reported that the recruitment and retention problem in the
Government Valuer cadre still persists. During the last selection exercise for the
grade of Government Valuer, all posts could not be filled as there were not enough
qualified candidates. We are, therefore, maintaining the current provision.
Recommendation 26
18.125 We recommend that the Ministry of Civil Service and Administrative Reforms
may, subject to the approval of the High Powered Committee, approve the
higher salary point for new entrants in the grade of Government Valuer, based
on their qualifications and experience, and such adjustments in salary as may
be required for officers in post.
Trainee Government Valuer (New Grade)
18.126 As highlighted earlier, there is continuous recruitment and retention problem in the
Government Valuer cadre. Hence, there is need to provide incentive and motivation
to the partly qualified officers in the technical cadre to get fully qualified and join the
Government Valuer cadre. Management has informed the Bureau that there are
currently 10 officers in the technical cadre already possessing the basic qualifications
to become fellow of the Royal Institution of Chartered Surveyors. In a spirit of
encouraging more officers to join the professional cadre, we are providing for a grade
of Trainee Government Valuer.
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Recommendation 27
18.127 We recommend the creation of a grade of Trainee Government Valuer.
Appointment to the grade should be made by selection from among candidates
possessing a BSc Part 3 in Estate Management or Valuation or Land
Economics or Applied Valuation from a recognised institution.
18.128 The Trainee Government Valuer would work under the supervision of the professional
staff of the Valuation Department and would be required, among others, to perform
duties such as survey, measurement and description of properties for valuation
purposes; carrying out valuation and landed properties for all purposes; and
appearing in court, tribunal, committees to support valuation and assessment as
assigned.
18.129 The Special Professional Retention Allowance (SPRA) was introduced in the 2008
retention problems in the fields of Engineering/Architecture/Quantity Surveying which
were considered as scarcity areas.
18.130 Based on the survey carried out by the Bureau in context of the 2013 PRB Report,
18.131 In the context of this review, Management, Unions and individual officers have made
worth noting that that the survey revealed that there are no serious recruitment and
18.132 It is also worth highlighting that some organisations have not responded to the survey
professionals.
18.133 In the given circumstances and taking into consideration: (i) the findings of the survey;
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Recommendation 28
18.134 We recommend that officers of the Government Valuer cadre eligible for the
payment of the Special Professional Retention Allowance as at 31 December
2015 should continue to be paid same up to 31 December 2016 as specified in
the following table:
Grade
Government Valuer and
Senior Government Valuer (reckoning at least
10 years service in their respective grade)
SPRA % of
Monthly Salary
7
7
Lead Government Valuer

formerly Deputy Director, Valuation and Real Estate
formerly Director, Valuation and Real Estate
10
12.5
18.135 We also recommend that those officers who:

(i) leave the service prior to the age at which they may retire without the
approval of the appropriate Service Commission (Table II at Chapter 15 of
Volume 1) should refund the totality of the Special Professional Retention
Allowance paid to them; and
(ii) retire from the service on reaching the age at which they may retire without
the approval of the appropriate Service Commission or thereafter, should
refund only that part of the Special Professional Retention Allowance which
they would have earned under this scheme after reaching the age at which
they may retire without the approval of the appropriate Service
Commission.
18.136 However, provision made at paragraph (i) and (ii), should not apply to officers
18.137 All officers in the Government Valuer cadre who are eligible for the payment of
the Special Professional Retention Allowance as from 01 January 2016 and
have been granted same prior to the publication of this Report should continue
to draw the Special Professional Retention Allowance up to 31 December 2016.
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VALUATION DEPARTMENT
SALARY SCHEDULE
Salary Code
26 000 100

Rs 101000
formerly Director, Valuation and Real Estate Consultancy Services
26 085 095
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

86000
formerly Deputy Director, Valuation and Real Estate Consultancy
Services
26 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
Lead Government Valuer
26 069 085
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Senior Government Valuer
26 059 081
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
Government Valuer
26 053 055
Rs 24750 x 775 26300

Trainee Government Valuer
26 064 078
Rs 33425 x 925 37125 x 1225 40800 x 1525 49950 x 1625

51575
Chief Property Valuation Inspector
26 058 075
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525

46900
Principal Property Valuation Inspector
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Salary Code
26 052 069

Rs 23975 x 775 32500 x 925 37125 x 1225 38350
Senior Property Valuation Inspector
26 031 064
Rs 15150 x 300 15750 x 325 17700 x 375 19575 x 475 21950

x 625 23200 x 775 32500 x 925 33425
Property Valuation Inspector
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325

17700 x 375 19575 x 475 21950 x 625 23200
Driver
**********
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Ministry of Finance and Economic Development Corporate and Business Registration Department
CORPORATE AND BUSINESS REGISTRATION DEPARTMENT

18.138 The main functions of the Corporate and Business Registration Department (CBRD)
are, among others: the incorporation, registration and striking-off of companies; the
registration of documents that must be filed under the Companies Act 2001;
Registration of Businesses; registration of Limited Partnerships and Foundations; the
provision of company information to the public and the enforcement of compliance
with the legal requirements.
18.139 The CBRD is headed by the Registrar of Companies, who also cumulates
functions of Registrar of Businesses, Director of Insolvency Services and
Registrar of Limited Partnerships. She is assisted in her duties by officers of
Official Receivers Cadre, Assistant Registrars of Companies, and officers of
Technical Cadre and General Support Services.
the
the
the
the
18.140 During consultation and through their memorandum, the staff side made the following
representations: upgrading the salary scales of all the grades; to waive the roster
system and to re-establish the grade of Senior Compliance Officer. On the other
hand, Management requested to review the mode of appointment to the grade of
Official Receiver; establishment of new grades and changing appellation of existing
ones.
18.141 Both Management and staff officials were apprised that upgrading of salary scales
would depend upon the fresh job evaluation that would be conducted for all grades.
Parties were also apprised that the onus rests upon Management to amend scheme
of service, create additional levels in an organisation, depending on functional and
operational needs. As regards change in appellation, it was explained that this should
convey an immediate understanding and identification of the work to be performed
by the position. Due clarifications were given for not acceding to other requests.
18.142 As the present organisational structure is fit for its purpose, no major change is
envisaged. We are however waiving the existing roster pattern of work.
Roster System
18.143 In the context of this review, the staff side expressed their concern over the roster
system which was introduced years back to facilitate registration of businesses after
official hours and which now is not serving its purpose anymore. Management
confirmed that with the emergence of e-services at the CBRD, officers work online
and even from their residence. The CBRD has already scheduled a pattern of work
to ensure continuity of its services without the roster system. Hence Management is
in favour to dispense therewith.
18.144 During consultation, the attention of both staff side and Management was drawn to
the fact that the waiving of the roster system would have a direct bearing on the salary
scales of the Technical Cadre to which they were agreeable.
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Recommendation 29
18.145 We recommend that officers in the grades of Chief Compliance Officer (Roster),
Principal Compliance Officer (Roster) and Compliance Officer (Roster) should
no longer be classified as officers working on Roster. This has been
considered in arriving at the recommended salaries.
CORPORATE AND BUSINESS REGISTRATION DEPARTMENT
SALARY SCHEDULE
Salary Code
18 000 107

Rs 140000
Registrar of Companies (Personal)
18 000 102
Rs 110000
Registrar of Companies (future holder)
18 085 095
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

86000
Deputy Registrar of Companies
18 068 083
Rs 37125 x 1225 40800 x 1525 49950 x 1625 59700

Assistant Registrar of Companies
18 064 078
Rs 33425 x 925 37125 x 1225 40800 x 1525 49950 x 1625

51575
Chief Compliance Officer
18 054 074
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525

45375
Principal Compliance Officer
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Salary Code
18 033 064

Rs 15750 x 325 17700 x 375 19575 x 475 21950 x 625 23200
x 775 32500 x 925 33425
Compliance Officer
12 069 085
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Official Receiver
12 057 081
Rs 27850 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
Deputy Official Receiver
08 022 056
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 27075
Photocopyist
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200
Driver
**********
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Ministry of Finance and Economic Development Registrar-Generals Department
REGISTRAR-GENERALS DEPARTMENT
18.147 The Registrar-Generals Department (RGD) is the central agency for maintaining a
repository of all registered documents in connection with immovable (land, mortgage)
and movable properties (share, car) and any other documents. Its main functions
relate to Land Registry (Mortgage), Registration and Valuation.
18.148 The RGD has automated its services and is transforming the Department from a
service organisation to an e-service one. In this context, it has already launched the
Stage I Mauritius e-Registry Project (MeRP) to enable stakeholders conduct business
on line. To gain time and avoid risk of tampering, loss and manipulation of
documents, the Stage 2 of the MeRP would be operational incessantly providing an
electronic dashboard to its customers through which they can submit documents, pay
tax fees, generate e-Registration, conduct electronic searches and receive eRegistered documents.
18.149 The Registrar General acts as the Conservator of Mortgages and Receiver of
Registration Dues and is also the Authorised Officer for Campement. She is
responsible for the day-to-day administration of the RGD, and is assisted in her tasks
by the Deputy Registrar General, Assistant Registrar General, officers of the
Registration Officer cadre and those of the General Services grades.
18.150 Representations from the staff side in the context of this review include: demerging
the grade of Registration Officer/Senior Registration Officer into two distinct grades,
namely Registration Officer and Senior Registration Officer; upgrading of the the
initial salary of the grade of Registration Officer/Senior Registration Officer so that it
is higher than that of the Management Support Officer; alignment of salary of
Registration Officer/Senior Registration Officer with that of Compliance Officer/Senior
Compliance Officer; upgrading the salary scales of all the grades in the Registration
Officer cadre; creation of additional posts at all levels; payment of an allowance to
those officers attending committees/courts; sponsorship for officers who are willing to
follow the Diploma course in legal studies and to refund, in toto fees paid by those
officers who have acquired the Diploma in legal studies at their own expense. On the
other hand, Management requested to: amend the duties of certain grades, set up a
Desk at the MCSAR to deal with HR matters; establish a help desk at the RGD with
the right personnel and review the salaries of all grades in the Registration Officer
Cadre.
18.151 During the consultative meeting, parties were sounded on the decisions of the
Bureau. Management was reminded of its prerogative and onus to amend duties in
schemes of service after consultation with parties concerned and create grades and
additional posts taking into consideration the functional and operational needs of the
organisation. Following submissions from Union, Management was advised to carry
out an indepth analysis of the related duties for each grade so that there is a clear
demarcation in the responsibilities and duties at each level and also to examine the
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related implications on the overall cadre before submitting the proposed schemes of
service to the Bureau for salary grading.
18.152 Technical reasons and due explanations were also provided for requests that could
not be acceded to. This includes the request for demerging the grades of Registration
Officer/Senior Registration Officer. Stakeholders were informed that salaries would
be looked into by the Bureau following fresh job evaluation exercises and it was also
explained that with the demerging of grades in the EOAC Report 2013, the salary
scales of corresponding grades have not been reviewed downwards to reflect the
decoupling of responsibilities that were clubbed together in the 2013 PRB Report.
18.153 We consider the present organisation structure appropriate to deliver effectively and
efficiently on its mandate and no change is being brought to it. Salaries are being
revised taking into consideration, among others, the additional responsibilities
associated with the operationalisation of the MeRP Systems (stage 1 and 2).
REGISTRAR-GENERALS DEPARTMENT
SALARY SCHEDULE
Salary Code
18 000 102

Rs 110000
Registrar-General
18 085 095
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

86000
Deputy Registrar-General
18 068 083
Rs 37125 x 1225 40800 x 1525 49950 x 1625 59700

Assistant Registrar-General
18 063 078
Rs 32500 x 925 37125 x 1225 40800 x 1525 49950 x 1625

51575
Chief Registration Officer (Personal to officers in post as 31.12.12)
18 058 076
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525

48425
Principal Registration Officer/Chief Registration Officer
18 050 069
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225

38350
Inscription and Check Clerk
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Salary Code
18 050 067

Rs 22575 x 625 23200 x 775 32500 x 925 36200
Senior Registration Officer (Personal to officers in post as at
31.12.12)
18 034 065
Rs 16075 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 32500 x 925 34350
Registration Officer/Senior Registration Officer
18 025 059
Rs 13530 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 29400
Copyist and Check Clerk (Personal)
16 025 067
Rs 13550 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 25525 QB 26300
x 775 31725
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200
Driver
**********
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19. MINISTRY OF TECHNOLOGY, COMMUNICATION AND INNOVATION

19.1
The Ministry of Technology, Communication and Innovation (MTCI) aims at providing

the right environment for the harnessing of information and communication
technologies with a view to generating employment, increasing national wealth,
improving quality of life and creating new opportunities for sustainable socioeconomic development of Mauritius. It envisions to position the ICT sector as the
main pillar of the Mauritian economy.
19.2
The main objectives of the MTCI include, among others, the formulation of
appropriate policies and provision of the necessary legal framework for the
development of ICT and its optimal use across all sectors; encouraging the adoption
of new technologies and best practices in ICT; and promotion of capacity building in
ICT. The MTCI would be called upon to play a crucial role in achieving Governments
Vision 2030 as regards the ICT Sector and transforming Mauritius into a SMART
island.
19.3
A Permanent Secretary is the head of the Ministry. The latter is assisted by

administrative and technical staff, comprising a Chief Technical Officer and staff of
the IT Security Unit. The Central Informatics Bureau (CIB), the Central Information
Systems Division (CISD) and the National Computer Board (NCB), which operate
under the MTCI, also provide services at strategic, professional and support levels.
19.4
In the context of this Report, the Bureau has received various representations
regarding, inter alia, the creation of an ICT Directorate, creation of a few grades both
at the Ministry and its divisions, and the payment of allowances. After careful
examination, only the meritorious proposals have been considered favourably and for
which we are making appropriate recommendations while keeping in view our
philosophy of career path, continuous learning and development of staff and the
interest of all stakeholders, among others. We have also made several observations
on pertinent issues to enhance service delivery.
19.5
Management has submitted that in line with the Ministrys mandate and governments
vision for the ICT Sector, the grade of Chief Technical Officer may be restyled
Director-General along with the creation of a grade of Deputy Director-General. The
Bureau wishes to point out that an ICT Directorate would be most appropriate in a
context where all the Divisions of the Ministry would operate as a single integrated
entity. We view that in the present circumstances, where the three Divisions are
conducting business separately, the need for an ICT Directorate is not warranted at
this stage.
19.6
The Bureau was also requested to create a grade of Head, MNIS, where incumbent
would be responsible for the effective and efficient management of the Mauritius
National Identity Card Unit. The Bureau acknowledges that the Mauritius National
Identity Card is indeed a big project of national importance involving the mobilization
of substantial resources. However, it remains a project among all IT projects, meant
to enhance service delivery. In this perspective, we do not deem it appropriate to
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create a grade of Head, MNIS, the moreso it would be a stand alone one.
Nevertheless, the Ministry may assign this responsibility to a team comprising a Chief
Project Manager and Project Managers.
Creation of departmental IT structure/grade
19.7
In the context of this Report, the Bureau has received many requests from various
Ministries/Departments for the creation of departmental IT grades or IT structure. The
main justification put forward is the unavailability of staff from the CIB or CISD either
on a full time or part time basis, which impedes service delivery. It has also been
reported that in some cases, the IT Officers posted are not at the required level in
view of delivering an effective and efficient service or are not acquainted with the
system in place. In such cases, the organisation is left with the only option of having
recourse to the services of a private firm or of someone on contract. We have further
been informed that despite repeated requests made to the Ministry of Technology,
Communication and Innovation or CIB or CISD for the posting of additional staff,
same are not acceded to owing to a shortage of staff.
19.8
The Bureau would like to point out that the problem of shortage of IT Staff has been
highlighted in our previous reports, where we repeatedly recommended for an
increase in manpower. Moreover, as per government policy, the Ministry of TCI has
the responsibility of bringing computerisation and e-government initiatives in the Civil
Service as well as catering for all IT needs of Ministries/Departments. Hence the
provision of IT services, in whatever form, is centralised at the level of the Ministry
and its Divisions. Consequently, Ministries and Departments rely heavily on the
Ministry for their IT needs and successful computerisation and maintenance of their
systems. We, therefore, view that the necessary and adequate resources should be
put at the disposal of Ministries/Departments to enable them to attain their set
objectives.
19.9
The Bureau considers that acceding to the requests for the creation of departmental
IT grades/structure would lead to similar claims from other quarters, thereby leading
to a diminished role of the CIB and CISD. Against this background, the Bureau
considers that there may be grounds for the Ministry of TCI to reconsider existing
policies and arrangements regarding the provision of IT services in the Civil Service.
To address these issues, we are recommending for the setting up of an appropriate
mechanism.
Recommendation 1
19.10

should consider the advisability of setting up a Standing Committee, under its
chairmanship and comprising representatives of the Ministry of Technology,
Communication and Innovation, Ministry of Finance and Economic
Development and the Pay Research Bureau. The Committee would be required
to examine the dire need for creating departmental IT grades in
Ministries/Departments and to address other specific IT related problems
which would enhance service delivery.
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Provision of Training
19.11
During consultations, the Bureau has been apprised that owing to the rapid pace at
which IT is evolving, in certain cases, the knowledge and skills possessed by officers
have become obsolete, which in turn impedes service delivery.
19.12
The Bureau considers that given the continuous evolving pace of new
technologies and the need for a rapid, efficient and timely delivery of services,
the regular dispensing of training to officers to update their knowledge and
skills should be mandatory. Management should also ensure that officers are
provided opportunities to follow professional training courses, attend
workshops and seminars both locally and abroad. Moreover IT Officers should,
as far as possible, be required to be polyvalent and not restricted to operate in
a specialised field. In the same vein, the posting of officers in specific units or
organisations should be done on a rotational basis to enable all officers to
acquire additional knowledge.
Head ICT
19.13
In 2013 PRB Report, we recommended the establishment of a designate position of

Head ICT in every Ministry/Department/Organisation to lead IT Projects, given a
shortage of Project Managers, CIB. The Bureau has, however, been apprised in the
context of this Review that this recommendation has not been implemented by the
Ministry. We view that as more emphasis is now being laid by government on
boosting IT, there is need to maintain this designate position. We are, however,
revisiting the recommendation to ease implementation.
Recommendation 2
19.14
We recommend that:
(i)
an officer of the CISD not below the grade of Systems Analyst be

designated as Head, ICT and posted in a Ministry/Department/
Organisation, where no Project Manager, CIB is posted.
(ii)
the Head ICT would be called upon to perform duties of his/her

substantive post as well as assist in leading and coordinating ICT
projects; participate in the elaboration of the organisations e-business
plan and its subsequent implementation; liaise with stakeholders for an
effective implementation of the projects; chair committees/meetings
related to the setting up and implementation of the projects; arrange for
the training of staff in using the new system and work out the training
programmes/updates; submit a report to Management at regular intervals
on the status of ICT usage and feedback on the new system put in place;
and ensure that the Ministry/Department/Organisation has a website of its
own and regularly update same.
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(iii) the Head, ICT should be paid a monthly allowance equivalent to the
difference between the substantive salary of the officer and the initial
salary of the grade of Project Manager, CIB or three increments worth at
the incremental point reached in the substantive post (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 grade of Project Manager, CIB.
IT Security Unit
19.15
The IT Security Unit (ITSU) is based at the Ministry and is responsible for providing
IT Security Management and Compliance Services to Government. It is mainly
involved in developing and reviewing IT Security Standards for implementation in the
Civil Service, carrying out security audits of IT Systems with the Civil Service and
make recommendations thereon and assisting Ministries/Departments in the
implementation of IT Security Standards.
19.16
The Unit is staffed by the Head, ITSU and Project Managers, IT Security. For this
Report, request has been made for the establishment of a Directorate structure. After
an indepth examination, the Bureau considers that for the time being, the existing
structure is adequate. We are, however, reviewing the appellation of the grade of
Project Manager, IT Security to a more appropriate one so that there is a nexus with
the duties being performed by incumbents.
Recommendation 3
19.17
We recommend that the grade of Project Manager, IT Security be restyled

Programme Manager, ITSU.
CENTRAL INFORMATICS BUREAU
19.18
The Central Informatics Bureau (CIB) is mainly responsible to plan and coordinate
computerisation of processes, procedures and core activities within the Civil Service.
It envisions to make government services available round-the-clock to better serve
the citizens in the digital age.
19.19
Since its inception in 1989, the CIB has contributed significantly in the transformation
of the Civil Service. Many complex projects of national importance have been
realised. With a view to further transforming the public sector, the CIB would be called
upon to play an instrumental role in the delivery of innovative public services, as part
of Governments Smart Mauritius Vision.
19.20
The CIB comprises a four-level structure and is headed by a Director. The latter is
assisted by a Deputy Director and by technical staff in the grades of Chief Project
Manager and Project Manager.
19.21
In the context of this Report, the Bureau has received persistent representations from
parties concerned to additionally compensate officers of the CIB for taking the lead in
bringing computerisation projects in organisations, advising stakeholders on their
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computerisation needs, providing consultancy services to public sector organisations,

etc. The Bureau wishes to highlight that these aspects of the work are inherent in the
performance of the duties of a Project Manager and are critical in bringing the desired
transformation of government services through e-government and achieving the set
objectives. Therefore, the issue of compensating Project Managers additionally is
not justified.
19.22
We
have
re-examined
and
re-assessed
the
duties/responsibilities
performed/shouldered by the Project Manager, CIB and observed that the salary
granted by the EOAC is overgraded and not commensurate with the level of duties
performed. We are consequently reviewing the salary of the grade while maintaining
the existing one on a personal basis to incumbents in post as at 31.12.15. We are in
addition restyling the grades of Project Manager and Chief Project Manager so as to
better reflect the responsibilities shouldered by incumbents and changing the mode
of appointment to the grade of Project Manager, CIB, in view of providing a better
avenue of promotion to serving officers. We are also making a few observations on
the role of the Project Manager in spearheading e-government in the Civil Service.
Restyling of Grades
Recommendation 4
19.23
We recommend that the grades of Project Manager, CIB and Chief Project
Manager, CIB be restyled Programme Manager, CIB and Lead Programme
Manager, CIB respectively.
Review of Qualification Requirements

19.24
At present, entry to the grade of Programme Manager, CIB, formerly Project

Manager, CIB is made by selection from among candidates possessing a Degree in
Computer Science or an equivalent relevant degree along with four years post
graduate experience in the field of IT including two years involvement in managing
IT Projects.
19.25
Representations have been made to review the existing qualification requirements so

as to enable serving qualified officers of the CISD to be promoted to the higher grade,
given that incumbents collaborate with the Programme Manager, CIB, formerly
Project Manager, CIB in the setting up and implementation of projects.
19.26
The Bureau considers that as IT is a dynamic field, it may not be appropriate to restrict
entry to the grade to serving officers only, as the organisation would benefit from the
expertise and knowledge brought by new entrants from the private sector. However,
we also believe that serving officers should equally be provided with a better and
attractive career path, so as to motivate and retain them. In this perspective, we are
recommending for both streams to prevail.
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19.27
We further recommend that, in future, appointment to the grade of Programme

Manager, CIB formerly Project Manager, should be made:
(i)
by selection from among officers in the grade of Senior Systems Analyst

and Systems Analyst on the establishment of the Central Information
Systems Division, possessing a degree in Computer Science or Computer
Engineering or Information Systems or Information Technology or a
degree, the major part of which should be Computer Science or Computer
Engineering or Information Systems or Information Technology or an
equivalent relevant qualification and reckoning at least six years
experience in a substantive capacity in the grade or an aggregate of at
least six years in the grades of Senior Systems Analyst and Systems
Analyst;
AND
(ii)
by selection from among candidates possessing a degree in Computer

Science or Computer Engineering or Information Systems or Information
Technology or a degree, the major part of which should be Computer
Technology or an equivalent relevant qualification and reckoning at least
four years postgraduate experience in the field of IT including two years
involvement in managing IT projects. Candidates should also possess
good communication and management skills and have the potential to lead
and manage a project as well as a team of IT personnel.
Spearheading E-Government Initiatives

19.28
Since decades, government as well as the PRB have been advocating for
computerisation in the public sector and boosting e-government for an improved
service delivery in the Civil Service. However, it has been observed that the set
objectives have not been attained at the desired level. The survey conducted by the
Bureau, on e-government in the context of this Report has unfortunately confirmed
this fact. Most of the organisations in the Civil Service still heavily rely on manual
work processes involving an extensive use of paper.
19.29
The Bureau views that e-government should not concern organisations delivering
counter services only but rather all organisations if a real transformation of the Civil
Service in digital technology is targeted. In this context, we strongly believe that the
role of the Programme Manager, CIB formerly Project Manager, is primordial in
bringing this change. However, we view that if incumbents maintain their traditional
way of operating, the objectives of this change will not be achieved.
19.30
Presently, each Ministry/Organisation/Department is assigned a Programme

Manager formerly Project Manager, CIB. However, the latter will come into play only
if the organisation intends to set up an IT project. The Bureau strongly believes that
this way of operating has delayed the progression in the implementation of IT projects
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which is impeding service delivery. We, therefore, advocate for a review in the mode
of operation of Programme Managers.
Recommendation 5
19.31
We recommend that Management considers the advisability of reviewing the

mode of operation at the Central Informatics Bureau, so that Programme
Managers, CIB formerly Project Managers, CIB and Lead Programme
Managers, CIB formerly Chief Project Managers, CIB be posted in
Ministries/Departments. The role of the CIB Officers would consist in
identifying ways and means to computerise work processes with the
collaboration of senior officers of the Ministry/Department.
Once a
computerisation project has been identified, the CIB Officer would be
responsible to lead the Project in collaboration with support staff from the
Central Information Systems Division (CISD).
19.32
Once the above mechanism is adopted, Management should ensure that each
Programme Manager, CIB, formerly Project Manager, CIB is contributing in this
process and bringing changes at the organisation/Ministry/Department posted, as far
as computerisation is concerned. Moreover, under this setting, the CIB Officers
would operate for most of their time on the site/s where they are posted, until
successful completion and implementation of the project.
19.33
The Bureau is conscious that this arrangement would only be feasible if the necessary
resources are provided adequately. We, therefore, deem it essential that the
establishment size of the grade of Programme Manager, CIB and Chief Programme
Manager, CIB be increased. The Ministry should solicit the support of the Ministry of
Finance and Economic Development in this respect. We are recommending to that
effect. We are also providing for a designate position of Head ICT, as recommended
at paragraph 19.14, to address the problem of shortage of staff of CIB Officers in the
short run.
Recommendation 6
19.34
We strongly recommend that Management should increase the establishment

size of the grade of Programme Manager, CIB, formerly Project Manager, CIB
and Chief Programme Manager, CIB, formerly Chief Project Manager.
CENTRAL INFORMATION SYSTEMS DIVISION
19.35
The Central Information Systems Division (CISD) is mandated to provide reliable,

timely and cost-effective ICT Support Services to Ministries and Departments. It
envisions to achieve excellence in the provision of state-of-the-art ICT support
services in the Civil Service.
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19.36
The Division consists of two main sections, namely the Technical Section and the
Operations Section. There is a Manager at the apex of the CISD who is assisted by
a Deputy Manager and a Technical Manager. Technical Services are provided by
officers in the Analyst, Support and Data Entry cadres.
19.37
The CISD is called upon to face new challenges in this digital age. It has witnessed
an increase in its portfolio of activities owing to increasing computerisation projects
coupled with emerging new technologies on new platforms. Moreover, the Division
is confronted to a serious problem of shortage of staff as more human resources are
needed to implement the e-government projects on which government has embarked
in line with the e-Government Strategy.
19.38
Furthermore, owing to the continuous and evolving pace of new technologies, it has
been submitted that more specialised staff with updated knowledge and skills are
required to cope with projects of increased complexity. In such a set up, the CISD is
striving to provide services in an effective, efficient and timely manner to meet the
needs of demanding users/customers.
19.39
Against this background, both Management and Unions have submitted that there is
need to revamp the structure and provide the necessary incentives to enable the
Division to cope with the emerging challenges and attain the set objectives. After
careful examination and taking into account the rapid evolution of the ICT Sector, we
are bringing changes to the different structures, restyling a few grades, amending
qualification requirements where deemed necessary and providing for the payment
of an allowance, whilst maintaining existing ones. As regards request for an
increased establishment, we advised Management to carry out an HR audit exercise.
We believe that the provisions made would contribute in enhancing service delivery
and motivate officers to perform better and to acquire additional knowledge and skills.
Manager
Deputy Manager
19.40
In view of the challenges that the Division is called upon to face, the role and
responsibilities of the Manager have evolved substantially. In this context,
Management has submitted that the appellation of Manager no longer matches the
duties performed and responsibilities shouldered by incumbent as the latter is also
performing at strategic level. We are, therefore, restyling the grade of Manager and
consequently that of Deputy Manager to more appropriate appellations to reflect the
true nature of duties performed by incumbents.
Recommendation 7
19.41
We recommend that the grades of Manager and Deputy Manager be restyled

Director, CISD and Deputy Director, CISD respectively and the schemes of
service be amended to reflect the actual duties and responsibilities devolving
upon incumbents.
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Review of Qualification Requirements Systems Analyst

19.42
At present, appointment to the grade of Systems Analyst is made by two streams: by

selection from among Assistant Systems Analyst/Senior Assistant Systems Analysts
reckoning at least five years service in the grade and from candidates possessing a
Degree in Computer Science or an equivalent relevant Degree and reckoning at least
two years experience in systems analysis, database design and operation of multi
user systems.
19.43
Persistent representations have been made from various quarters on the imperative
need for officers in the IT field to possess the right academic qualifications in view of
delivering an efficient and effective service.
19.44
The Bureau has given much thought to this issue and strongly views that in this digital
age where IT is evolving at a rapid pace, the need for competent, knowledgeable and
rightly qualified officers is a sine qua non in this domain for an efficient and effective
service delivery. We recognise that for certain grades, the qualifications set may
need to be reviewed as same no longer fit with the requirements of the jobs. It is
worth highlighting that these requirements have been set at a time when there was a
dearth of IT professionals in the market and where computerisation and Information
Technology were at embryonic stage. In this context, we consider that it is imperative
for IT professionals to possess at least a degree in the field. We are, therefore,
reviewing the qualification requirements of the grade of Systems Analyst.
Recommendation 8
19.45
We recommend that, in future, appointment to the grade of Systems Analyst be

made by selection from among officers in the grade of Assistant Systems
Analyst/Senior Assistant Systems Analyst reckoning at least five years service
in a substantive capacity in the grade and possessing a degree in Computer
Technology or Software Engineering or any degree, the major part of which
should be Computer Science or Computer Engineering or Information Systems
or Information Technology or Software Engineering or an equivalent relevant
qualification.
In the absence of suitably qualified serving candidates,
appointment thereto should be made by selection from among candidates
possessing a degree in Computer Science or Computer Engineering or
Information Systems or Information Technology or Software Engineering or an
equivalent relevant qualification and possessing at least four years post
qualification experience in systems analysis, database design and operation of
multiuser systems.
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Computer Support Officer (Roster)

Senior Computer Support Officer (Roster)
19.46
The Bureau has received proposals to merge the grades of Computer Support Officer
(Roster) and Senior Computer Support Officer (Roster). In line with our philosophy
for flatter structures and polyvalence, we consider that it would be more appropriate
to merge these two grades, the moreso there is much overlapping in the duties of the
two grades. We are therefore recommending accordingly.
Recommendation 10
19.47
We recommend that the grades of Computer Support Officer (Roster) and

Senior Computer Support Officer (Roster) be merged and restyled Computer
Support Officer/Senior Computer Support Officer (Roster).
Data Entry Officer (Personal)

Senior Data Entry Officer
19.48
The Bureau has observed that further to a substantial decrease in bulk data entry
tasks, there is much overlapping between the duties of the grades of Data Entry
Officer (Personal) and Senior Data Entry Officer. Consequently, the supervisory role
of the Senior Data Entry Officer has become superfluous. In such a context, we deem
it more appropriate to provide for some compensation to incumbents in the grade of
Data Entry Officer (Personal) to compensate for lack of promotion prospects.
Recommendation 11
19.49
We recommend that Data Entry Officers (Personal) on reaching their top salary,
be allowed to move in the salary scale of the grade of Senior Data Entry Officer.
19.50
We further recommend that officers benefitting from the above

recommendation should assume the duties devolving upon the grade of Senior
Data Entry Officer.
Allowance to Officers posted in Specialised Units

19.51
Management has apprised that further to the changing and evolving ICT environment,
several specialised units have been created in view of tackling specific complex
issues arising out of the implementation of ICT Systems in different organisations. In
this respect, officers, possessing specific knowledge and skills on top of their general
ICT knowledge, are posted to perform specialised tasks in these units. Request has
therefore been made for officers posted in these units to be additionally compensated
as an incentive to remain in and to attract other officers to join these Units. We are
agreeable to the proposal of Management but also view that officers of the CISD
should be provided continuous training in general and specific issues, given the
dynamic nature of ICT.
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Recommendation 12
19.52
We recommend that officers of the Analyst Cadre who are posted in specialised
units at the CISD should be paid a monthly adhoc allowance equivalent to one
increment at the point reached in their respective salary scale.
Assistant Systems Analyst/Senior Systems Analyst

Recommendation 13
19.53
We recommend that Assistant Systems Analyst/Senior Assistant Systems

Analysts who possess a Degree in Computer Science or an equivalent
qualification and who have reached the top of their salary scale, should be
allowed to move incrementally in the master salary scale up to salary point
Rs 54825, provided they:
(ii) have been efficient and effective in their performance during the
preceding year; and
DATA PROTECTION OFFICE
19.54
The Data Protection Office (DPO) came into full operation in 2009 after the
promulgation of the Data Protection Act 2009. It aims at the protection of the
processing of personal data of living individuals currently exposed to the risks and
threats of the digital age. The primary mission of the DPO is to ensure that those
who keep personal data comply with the provisions of the Data Protection Act in order
to safeguard the privacy rights of all individuals.
19.55
A Data Protection Commissioner heads the Office and is assisted by Data Protection
Officer/Senior Data Protection Officers and officers of other support grades.
19.56
In the context of this Report, both Management and Union have submitted proposals
with a view to addressing certain issues namely, the limited human resource capacity
versus the increasing workload; motivational career growth; staff empowerment and
retention; upgraded salary scale; and provision of facilities to staff to carry out their
duties more efficiently and effectively. The Bureau has also been requested to
strengthen the structure at various levels.
19.57
After examination, we are reinforcing the structures of the DPO with the creation of
the grades of Legal Executive, Principal Data Protection Officer and Assistant Data
Protection Officer. We are also reviewing the salary of the grade of Data Protection
Officer /Senior Data Protection Officer.
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Legal Executive (New Grade)

19.58
Management has informed that further to the marked increase in activities at the
DPO, there is need for a grade which will provide assistance to the Data Protection
Commissioner on legal issues as well as oversee the legal activities of the Office.
The Bureau has also been informed that with the creation of this level, there would
be no need for the grade of Assessor, which is vacant. We are making
recommendations to that end.
Recommendation 14
19.59
We recommend the creation of the grade of Legal Executive. Appointment,

thereto, should be made from among candidates possessing a degree in Law
or Law and Management or a degree the major part of which should be Law or
an equivalent qualification.
19.60
Incumbent would be required, among others, to assist the Data Protection

Commissioner in the performance of duties of legal nature in accordance with the
Data Protection Act; issue codes of practice or guidelines for the purposes of the Data
Protection Act, exercise control on all data processing activities; promote selfregulation among data controllers; and investigate into any complaint or information.
19.61
We further recommend that the grade of Assessor be abolished.
Principal Data Protection Officer (New Grade)

Assistant Data Protection Officer (New Grade)
19.62
At present, only Data Protection Officer/Senior Data Protection Officers are

performing registration, inspection and enforcement duties. With the increase in the
span of activities, both management and union have submitted that there is a
compelling need for a dedicated grade to coordinate and supervise the duties
performed by Data Protection Officer/Senior Data Protection Officers. We consider
the request to be fully justified and are making provisions for the creation of these two
grades.
Recommendation 15
19.63
We recommend the creation of the grade of Principal Data Protection Officer.

Appointment, thereto, should be made by promotion on the basis of merit and
experience of officers in the grade of Data Protection Officer/Senior Data
Protection Officer reckoning at least four years service in a substantive
capacity in the grade and possessing good supervisory skills and ability to lead
a team of officers.
19.64

Commissioner in the smooth running of the Data Protection Office; supervise and
coordinate the work of officers of the Data Protection Officer Cadre; monitor the work
of and provide guidance to the team of officers carrying out investigation; and carry
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out regular site visits on premises of Data Controllers to ensure that the required
standards are met.
Recommendation 16
19.65
We further recommend the creation of the grade of Assistant Data Protection

Officer. Appointment, thereto, should be made from among candidates
possessing a Higher School Certificate and a Diploma in Computer Science or
Computer Engineering or Information Systems or Information Technology and
reckoning at least two years post qualification experience in the field of IT and
data handling.
19.66

Officer/Senior Data Protection Officers in the performance of their duties; examine
data protection registration and renewal forms to ensure that they meet the set
requirements; and issue renewal notice to Data Controllers and take up follow up
action on payments.
Data Protection Officer/Senior Data Protection Officer

19.67
Further to the creation of the grade of Assistant Data Protection Officer, there is need
to review the qualification requirements of the grade of Data Protection Officer/Senior
Data Protection Officer, with a view to providing better career prospects to
incumbents.
Recommendation 17
19.68
We recommend that, in future, appointment to the grade of Data Protection

Officer/Senior Data Protection Officer should be made by selection from among
officers in the grade of Assistant Data Protection Officer reckoning at least five
years service in a substantive capacity in the grade and possessing a degree
in Computer Science or Computer Engineering or Information Systems or
Information Technology or a degree, the major part of which should be
Computer Science or Computer Engineering or Information Systems or
Information Technology or Software Engineering or an equivalent relevant
qualification. In the absence of qualified officers, appointment should be made
from among candidates who possess a degree in Computer Science or
Computer Engineering or Information Systems or Information Technology or a
degree, the major part of which should be Computer Science or Computer
Engineering or Information Systems or Information Technology or Software
Engineering or an equivalent relevant qualification and reckoning at least five
years post-qualification experience in the field of IT and data processing.

Health Surveillance
19.69
Employees in IT grades of the Ministry of Technology, Communication and Innovation

and its Divisions are required to work on a computer screen for most of their time,
which may be detrimental to their health. In this context, we deem it imperative for
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the officers concerned to undergo regular health check ups. We are making a
recommendation to that effect.
Recommendation 18
19.70
We recommend that the Ministry of Technology, Communication and

Innovation should make necessary arrangements with Health Authorities, for
its employees in IT grades to undergo a medical surveillance, including regular
health check ups, free of charge.
MINISTRY OF TECHNOLOGY, COMMUNICATION AND INNOVATION
SALARY SCHEDULE
Salary Code
02 000 106

Rs 122000
Permanent Secretary
04 000 104
Rs 116000
Chief Technical Officer, ICT
02 000 102
Rs 110000
Data Protection Commissioner
04 085 095
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

86000
Head, IT Security Unit
04 072 093
Rs 42325 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

74350 x 2825 80000
Programme Manager, ITSU (Personal to officers in post as at 31.12.15)
formerly Project Manager, IT Security
04 072 091
Rs 42325 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

74350
Programme Manager, ITSU (Future Holder)
formerly Project Manager, IT Security
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Salary Code
12 054 081
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Legal Executive (New Grade)
04 069 089
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850

68500 x 1950 70450
Principal Data Protection Officer (New Grade)
04 057 085
Rs 27850 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 62950
Data Protection Officer/Senior Data Protection Officer
04 044 072
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
Assistant Data Protection Officer (New Grade)
22 036 057
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 27850
Senior Receptionist/Telephone Operator
22 021 054
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 25525
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200
Driver
24 016 043
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 19200
Stores Attendant
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Salary Code

CENTRAL INFORMATICS BUREAU
04 000 102
Rs 110000
Director, CIB
04 096 098
Rs 89000 x 3000 95000

Deputy Director, CIB
04 085 095
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

86000
Lead Programme Manager, CIB
formerly Chief Project Manager, Central Informatics Bureau
04 072 093
Rs 42325 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

74350 x 2825 80000
Programme Manager, CIB (Personal to officers in post as at 31.12.15)
formerly Project Manager, Central Informatics Bureau
04 072 091
Rs 42325 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

74350
Programme Manager, CIB (Future holder)
formerly Project Manager, Central Informatics Bureau
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200
Driver
CENTRAL INFORMATION SYSTEMS DIVISION

04 000 100
Rs 101000
Director, CISD
formerly Manager
04 085 095
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

86000
Deputy Director, CISD
formerly Deputy Manager
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Salary Code
04 075 093

Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950
74350 x 2825 80000
Technical Manager
04 069 085
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Senior Systems Analyst
04 055 081
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
Systems Analyst
04 047 078
Rs 21000 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 49950 x 1625 51575
Assistant Systems Analyst/Senior Assistant Systems Analyst
04 066 078
Rs 35275 x 925 37125 x 1225 40800 x 1525 49950 x 1625

51575
Operations Manager
04 059 075
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525

46900
Assistant Operations Manager
04 054 070
Rs 25525 x 775 32500 x 925 37125 x 1225 39575

Data Entry Controller
04 054 073
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525

43850
Computer Operations Controller (Roster)
04 044 069
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 38350
Computer Support Officer/Senior Computer Support Officer (Roster)
formerly Computer Support Officer (Roster)
Senior Computer Support Officer (Roster)
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Salary Code
04 044 067

Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 36200
Data Entry Supervisor
04 038 062
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 31725
Senior Data Entry Officer
04 027 060
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 30175
Data Entry Officer (Personal)
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200
Driver
**********
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Ministry of Technology, Communication and Innovation Information and Communication Technologies Appeal Tribunal
19.1 INFORMATION AND COMMUNICATION TECHNOLOGIES

APPEAL TRIBUNAL
19.1.1 Act No 44 of the Information and Communication Technologies Act 2001 provides for
the setting up of the Information and Communication Technologies Appeal Tribunal
(ICT Appeal Tribunal) to operate under the umbrella of the Ministry of Technology,
Communication and Innovation.
19.1.2 The scope of the ICT Appeal Tribunal encompasses the hearing and disposal of any
appeal against a decision of the Information and Communication Technologies
Authority (ICTA); passing of such orders as deemed to be fit, confirming, varying or
setting aside the decision appealed against after giving the parties to appeal an
opportunity of being heard; and sending a copy of every order made by it to the parties
to the appeal and to the authority.
19.1.3 The Tribunal may adopt such procedures as deemed expedient in the discharge of
its functions and as such, is empowered to make such orders which would require
the attendance of persons and the production of articles, documents or other
electronic records, as may be necessary. The Tribunal also takes evidence on oath
and for that purpose, administers oath; and upon its own motion, calls and hears any
person as witness.
19.1.4 The present structure of the ICT Appeal Tribunal comprises a Chairperson, ICT
Appeal Tribunal who is responsible for the overall administration and management of
the Tribunal, and a Deputy Chairperson, ICT Appeal Tribunal, both being appointed
by the Public Service Commission. Officers in the grades of Shorthand Writer and
other General Services grades on secondment from other Ministries provide the
necessary back up at the supportive level.
19.1.5 The present structure is appropriate and is being maintained.
INFORMATION AND COMMUNICATION TECHNOLOGIES APPEAL TRIBUNAL
SALARY SCHEDULE
Salary Code

ICT APPEAL TRIBUNAL
12 000 107
Rs 140000
Chairperson, ICT Appeal Tribunal
12 000 105
Rs 119000
Deputy Chairperson, ICT Appeal Tribunal
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Ministry of Technology, Communication and InnovationInformation and Communication Technologies Appeal Tribunal
Salary Code
08 051 070

Rs23200 x 775 32500 x 925 37125 x 1225 39575
Shorthand Writer
**************
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20.
MINISTRY OF YOUTH AND SPORTS
20.1
The Ministry of Youth and Sports is responsible for the promotion of Youth and Sports
activities throughout the country. Its mission is to develop policies to create an
enabling environment and act as a catalyst and facilitator for the promotion and
development of youth and sports at regional, national and international levels.
20.2
The Ministry aims at increasing the levels and standards of sports activities by putting
more facilities at the disposal of the general public; taking appropriate measures to
increase the number of high level athletes so that Mauritius becomes more
competitive on the international scene; enhancing the ability of athletes through
sports training, coaching, education, personal support and social accompaniment.
20.3
Its activities are organised under two sections namely, the Youth Sector and the
Sports Sector, which are dealt with separately in the ensuing paragraphs of this
chapter.
YOUTH SECTOR
20.4
The Youth Sector of the Ministry is responsible, among others, to respond to the
aspirations and needs of the youth by providing them with the logistic support to
practice healthy and enjoyable activities. Thus, the Ministry is committed to provide
greater access to quality and user friendly services to the youth and prepare them to
better participate in the socio-economic development of the country.
20.5
The Youth Sector offers a wide range of programmes and activities geared towards
Youth Empowerment. These programmes and activities include, among others,
education, training and youth participation in decision making; free internet facilities
in youth centres; strengthening youth participation through the youth centres;
enhancing employment and entrepreneurship opportunities for the youth through the
setting up of training courses in entrepreneurship, seminars and forums on health
related issues; provision of family life education and counselling; sensitisation of
young people on the dangers of substance abuse; programmes for promoting
volunteerism, social responsibility, leadership development, citizenship, spirituality
and human values.
20.6
Under the above programmes and activities, the Ministry has been able to achieve
the following:(i)
reaching out to 7000 young people under the implementation of Junior Life
Skills course in some 200 pockets of poverty;
(ii)
training of 1500 persons in Human Rights Education;
(iii)
annual enrolment of approximately 300 persons under the Youth Excellence

Award;
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(iv)
training of 150 persons annually under the Fonds dInsertion pour les Jeunes
and Jeunes Entreprises;
(v)
sensitisation of 1000 secondary students annually on the dangers of

substance abuse; and
(vi)
training of 500 persons every year in Disaster Management and Awareness

Campaigns on climate change.
20.7
The Ministry has also submitted that participation in youth activities has been boosted
with the setting up of 29 Regional Youth Centres around the island. Four new youth
centres have recently been set up in remote regions such as Cit La Cure, Cit
Malherbes, Petite Rivire Noire and Long Mountain to cater for the growing needs of
the youth.
20.8
The main objectives of the youth sector are to ensure the implementation of
innovative development programmes to meet the expectations of the youth
component of the society; equip young people including students and youth at risk
with the appropriate skills and knowledge to become responsible citizens; and to
focus on the empowerment of the youth.
20.9
The Youth Sector has, at its apex, the Director of Youth Affairs who is responsible for
the management of its day-to-day activities. He is supported by officers in the grades
of Assistant Director of Youth Affairs; Principal Youth Officer; Senior Youth Officer
and Youth Officer.
20.10
In the context of this review exercise, Management emphasized on provisions of the

Government Programme 2015 2019 wherein it is stated that to provide greater
access to quality and user friendly services to the young and empowering them to
better participate in the socio-economic development of the country, Government will
review the operations of youth centres. On this basis, youth centres would be called
upon to become a one-stop shop in the long run. The main submissions of
Management relate to the upgrading of the Youth Officer Cadre.
20.11
The present organisation structure of the Youth Sector responds to the needs of the
organisation and enables it to meet its mandate efficiently and effectively. We are,
therefore, maintaining it together with appropriate compensation for the Youth Officer
who is over qualified and is being required to shoulder higher responsibilities.
Youth Officer
20.12
Presently, Youth Officers are appointed by selection from among candidates

possessing a Diploma in Social Work. It has been submitted that Youth Officers
possessing a Degree in the relevant field are being required to shoulder
responsibilities at a higher level and that they should be compensated accordingly.
We are making appropriate recommendation.
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Recommendation 1
20.13
We recommend that officers in the grade of Youth Officer possessing a Degree

in Social Work or an alternative equivalent qualification and who are regularly
required to shoulder higher responsibilities, should be allowed to move
incrementally up to salary point Rs 40800 after drawing their top salary for a
year.
20.14
A Qualification Bar (QB) was inserted in the salary scale of the grade of Youth Officer
to allow incumbents possessing a Diploma in Social Work or an alternative equivalent
qualification to proceed incrementally beyond the QB in the salary scale
recommended for the grade. This provision is being maintained.
SPORTS SECTOR
20.15
The Sports Sector is responsible for the overall promotion and development of sports
in all its forms namely, leisure, health and competition. It ensures a balanced
development of sports in all regions of the country by putting adequate facilities at the
disposal of the public.
20.16
The sector also provides necessary means and support to athletes and clubs; devises
appropriate training policies; empowers athletes through sports training, coaching,
education, personal support and social accompaniment; opens sports infrastructure
to the public after school hours and outside normal working hours, wherever possible;
assists sports federations to promote and develop their discipline; and devotes
particular attention to the development of sports for disabled.
20.17
Mauritius has attained great heights in sports activities. The country won a total of
185 medals at the Indian Ocean Islands Games 2015 recently held in Reunion Island,
including 66 gold medals. This gold medal tally as well as the overall performance
are the best results achieved so far by Mauritius at these games. This was followed
by 14 medals, including five gold, at the African Games 2015.
20.18
The present structure of the Sports Section comprises the Sports Officer Cadre on
the professional side and the Coach Cadre on the technical side. It is headed by the
Director of Sports.
20.19
Management has submitted that the present structure is appropriate for the
organisation to deliver its mandate efficiently and effectively. We are, therefore,
maintaining the structure while revising the existing salary of all grades.
Coach Cadre
20.20
In our last Report, the Coach and Coach (Swimming) Cadres were merged to provide
for better operational effectiveness. The basic qualifications requirement were same
for the two grades except for Coach (Swimming) where an additional qualification is
also required. We are maintaining the existing provision for new recruits.
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Recommendation 2
20.21
We recommend that new recruits joining the grade of Coach who would be
required to conduct coaching session in swimming should draw salary point
of Rs 17050.
Sports Medical Unit

Sports Medical Officer
Recommendation 3
20.22
We recommend that Sports Medical Officers, who have reached the top of their
salary scale, should be allowed to move incrementally up to salary point Rs
92000 in the master salary scale.

Recommendation 4
20.23
We recommend that the provision made at paragraph 23.71 under the Ministry
of Health and Quality of Life in respect of the Special Medical Service Allowance
should be extended to the Sports Medical Officers.
Special Provisions for Officers of the Medical Profession

Recommendation 5
20.24
of Health and Quality of Life in respect of the Special Provisions for Officers of
the Medical Profession should equally apply to the Sports Medical Officers.
Rent Free Telephone and Free Calls

Recommendation 6
20.25
of Health and Quality of Life in respect of Rent Free Telephone and Free Calls
for Officers of the Medical Profession should be made applicable to the Sports
Medical Officers.

Recommendation 7
20.26
Development for Officers of the Medical Profession should equally be extended
to the Sports Medical Officers.
Allowance to Sports Nursing Officers

20.27
At present, Sports Nursing Officers who are required to work beyond their normal
working hours on Weekdays, Saturdays, Sundays and Public Holidays are granted,
as far as possible, equivalent time off for the extra hours put in or are paid a monthly
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commuted allowance of Rs 1850 for putting in a minimum of 20 hours monthly over

and above their normal working hours.
20.28
Representations have been received to the effect that when the Sports Nursing
Officers put in less than 20 hours monthly beyond their normal working hours, they
are not entitled to the payment of the commuted allowance. We have duly examined
the issue and we are of the view that these officers should, on the basis of fairness
and equity, be compensated for putting in additional hours of work. We are, thus,
Recommendation 8
20.29
We recommend that Sports Nursing Officers who are required to work beyond
their normal working hours on Weekdays, Saturdays, Sundays and Public
Holidays should be granted equivalent time off for the additional hours put in
during the month. In case time off cannot be granted, they should be
compensated at the normal hourly rate at the salary point reached in their
respective salary scales for the excess hours put in over and above their
normal working week in the month subject to a maximum of 20 hours.
Retention Allowance to Sports Nursing Officers

Recommendation 9
20.30
We recommend that the provision made at paragraphs 23.152 to 23.154 under

the Ministry of Health and Quality of Life in respect of Retention Allowance
should be extended to the Sports Nursing Officers.
Diploma in General Nursing

Recommendation 10
20.31
We recommend that the provision made at paragraphs 23.136 to 23.138 under

the Ministry of Health and Quality of Life in respect of Diploma in General
Nursing should also apply to the Sports Nursing Officers.
Time off facilities

20.32
The Ministry organises many sports and youth activities outside normal working hours
during weekdays, weekends and public holidays to ensure increased accessibility to
a wide majority of people. In our last Report, provision was made to compensate
officers of the Ministry who are required to regularly work beyond normal working
hours, to provide a citizen-centric service. We are improving the existing provisions
in this Report.
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Recommendation 11
20.33

the Sports Officer Cadre, Coach Cadre and Youth Officer Cadre who are
required, on a regular basis, to put in additional hours of work to cope with the
demands of their job to be granted equivalent time off for the extra hours put
in. However, where it has not been possible for management to grant, upon
application, time off within a period of four months, the officers should be
compensated at the normal hourly rate, subject to having put in a minimum of
15 extra hours in a month.
Hours of work officers of the Sports and Youth Sections

20.34
The Ministry makes optimum use of its infrastructure to enable their maximum use by
members of the public until late in the evening. In this regard, we recommended in
our previous Reports that the Ministry should consider the advisability of reviewing
the hours of attendance of the technical staff to bring in the desired flexibility.
20.35
The Ministry operates on a new pattern of work for its technical staff since 2012, which
is effective.
20.36
We reiterate that the pattern of work for technical staff should continue to be
determined by the Responsible Officer.
MINISTRY OF YOUTH AND SPORTS
SALARY SCHEDULE
Salary Code
02 000 106

Rs 122000
Permanent Secretary
SPORTS DIVISION
06 092 094
Rs 77175 x 2825 80000 x 3000 83000

Director of Sports
06 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
Assistant Director of Sports
06 069 085
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Senior Sports Officer
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Salary Code
06 054 081
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
Sports Officer
06 052 073
Rs 23975 x 775 32500 x 925 37125 x 1225 40800 x 1525

43850
Senior Coach
06 036 067
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 32500 x 925 36200
Coach
09 074 094
Rs 45375 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

74350 x 2825 80000 x 3000 83000
Sports Medical Officer
09 042 070
Rs 18825 x 375 19575 x 475 21950 x 625 23200 x 775

32500 x 925 36200 QB 37125 x 1225 39575
Sports Nursing Officer
25 045 064
Rs 20050 x 475 21950 x 625 23200 x 775 32500 x 925 33425

Maintenance Supervisor (Youth and Sports)
formerly Maintenance Supervisor
22 032 065
Rs 15450 x 300 15750 x 325 17700 x 375 19575 x 475 21950

x 625 23200 x 775 32500 x 925 34350
25 041 060
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 30175

Foreman
25 026 056
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 27075
Boiler Operator (Personal)
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Salary Code
25 023 052
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 23975
Boiler Operator
General Assistant
Electrician
Painter
Welder
25 016 042
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 18825
Assistant Welder
24 025 054
Rs 13530 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 25525
Driver (Shift) (Personal salary for employees in post as at 30.06.08)
24 024 053
Rs 13270 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 24750
Driver (Roster day and night)
24 023 053
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 24750
Swimming Pool Attendant (Roster)
24 023 052
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 23975
Driver (Roster) (Personal salary for employees in post as at 30.06.08)
24 027 051
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200
Field Supervisor
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200
Driver (Personal to employees in post as at 30.06.08)
24 020 046
Rs 12230 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 20525
Caretaker (Roster)
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Salary Code
24 019 045
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 20050
24 018 044
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575
Security Guard
24 017 043
Rs 11450 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19200
Handy Worker (Special Class)
24 016 043
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 19200
Stores Attendant
24 015 040
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 18075
Lorry Loader
24 001 038
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x

260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker
YOUTH DIVISION
23 090 092
Rs 72400 x 1950 74350 x 2825 77175

Director of Youth Affairs
23 065 081
Rs 34350 x 925 37125 x 1225 40800 x 1525 49950 x 1625

56450
Assistant Director of Youth Affairs
23 057 076
Rs 27850 x 775 32500 x 925 37125 x 1225 40800 x 1525

48425
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Salary Code
23 052 073
Rs 23975 x 775 32500 x 925 37125 x 1225 40800 x 1525

43850
Senior Youth Officer (Personal to officers in post as at 31.12.12)
23 052 072
Rs 23975 x 775 32500 x 925 37125 x 1225 40800 x 1525

42325
Senior Youth Officer (Future Holder)
23 037 070
Rs 17050 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 32500 x 925 37125 QB 38350 x 1225 39575
Youth Officer
24 024 053
Rs 13270 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 24750
24 023 052
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 23975
Driver (Roster) (Personal salary for employees in post as at
30.06.08)
24 027 051
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200
Field Supervisor
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325

17700 x 375 19575 x 475 21950 x 625 23200
Driver
24 020 040
Rs 12230 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 20525
Caretaker (Roster)
24 018 040
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575
Security Guard
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Salary Code
24 001 038
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x

260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker
**********
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21. MINISTRY OF PUBLIC INFRASTRUCTURE AND LAND TRANSPORT

21.1
The Ministry of Public Infrastructure and Land Transport is responsible for the
implementation of infrastructural projects dealing with bridges, roads and government
buildings, and also ensures the implementation of policies for a safe and efficient
transport system. The three divisions at the Ministry are the Public Infrastructure
Division, Energy Services Division and Land Transport Division.
PUBLIC INFRASTRUCTURE DIVISION

21.2
The mission of the Public Infrastructure Division is to provide, maintain, operate and
preserve public infrastructure using state of the art technologies and conforming to
high construction standards, and to develop and regulate the construction sector
conforming with international norms and standards.
21.3
The main activities at the Public Infrastructure Division are organised under the
technical sections, namely the Civil Engineering Section, Mechanical Engineering
Section, Quantity Surveying Section and the Architect Section. A Director is
responsible for each section and is assisted by officers of professional and technical
cadres.
21.4
In the context of this Report, joint submissions have been received from Unions and
Management. The common requests were on increase in number of posts; extension
of duty exemption and car benefits to other grades; upgrading of qualifications
requirements; continuous professional development; risk, retention and book
allowances; and a means of compensation for those officers who work beyond normal
working hours but do not qualify for payment of overtime. In addition, Management
has requested for merging of technical grades, restyling of a few ones and an
allowance for officers of the Inspectorate cadre performing duties during cyclonic
conditions. Further to the submissions made, we are restyling grades in the Materials
Testing cadre, providing for incremental movement in the salary scale of the entry
grade of the said cadre and also providing for a mode of compensation for officers in
the Inspectorate cadre.
21.5
In the EOAC 2013 Report, there was a general restyling of professional grades in the
four technical sections of the Public Infrastructure Division. With such changes, the
Bureau has been submerged with requests from professionals of other
Ministries/Departments for similar restyling. After an indepth examination of these
representations, we are making appropriate recommendations to harmonise the
professional cadres.
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Recommendation 1
21.6
We recommend that the following grades be restyled as provided in the table

below:
Grade
Restyled To
Chief Engineer
Lead Engineer
Principal Engineer
Principal Engineer (Personal to officers in

Chief Mechanical
Engineer
Principal Mechanical
Engineer
Principal Mechanical Engineer (Personal

to officers in post as at 31.12.15)
Chief Quantity Surveyor
Principal Quantity
Surveyor
Principal Quantity Surveyor (Personal to

Chief Architect
Lead Architect
Principal Architect
Principal Architect (Personal to officers in

21.7
We also recommend that, in future, appointment to the grades of Lead Engineer

formerly Chief Engineer, Lead Mechanical Engineer formerly Chief Mechanical
Engineer, Lead Quantity Surveyor formerly Chief Quantity Surveyor and Lead
Architect formerly Chief Architect should be made by promotion, on the basis
of experience and merit, of officers in the grades of Principal Engineer
(Personal to officers in post as at 31.12.15), Principal Mechanical Engineer
(Personal to officers in post as at 31.12.15), Principal Quantity Surveyor
(Personal to officers in post as at 31.12.15) and Principal Architect (Personal to
officers in post as at 31.12.15) respectively reckoning at least three years
service in a substantive capacity in the respective grades.
21.8

Engineer (Personal to officers in post as at 31.12.15), Principal Mechanical
Engineer (Personal to officers in post as at 31.12.15), Principal Quantity
Surveyor (Personal to officers in post as at 31.12.15) and Principal Architect
(Personal to officers in post as at 31.12.15), appointment to the grades of Lead
Engineer, Lead Mechanical Engineer, Lead Quantity Surveyor and Lead
Architect should thereafter be made by promotion, on the basis of experience
and merit, of officers in the grades of Engineer/Senior Engineer (Civil),
Mechanical Engineer/Senior Mechanical Engineer, Quantity Surveyor/Senior
Quantity Surveyor and Architect/Senior Architect respectively reckoning at
least five years service in a substantive capacity in the respective grades.
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21.9
The recommended salaries for the grades of Principal Engineer (Personal to

officers in post as at 31.12.15), Principal Mechanical Engineer (Personal to
officers in post as at 31.12.15), Principal Quantity Surveyor (Personal to officers
in post as at 31.12.15) and Principal Architect (Personal to officers in post as at
31.12.15) have already taken into consideration the element of supervision.
Incremental Movement
Recommendation 2
21.10
We recommend that only those officers in the grades of Engineer/Senior

Engineer (Civil), Mechanical Engineer/Senior Mechanical Engineer, Quantity
Surveyor/Senior Quantity Surveyor and Architect/Senior Architect who were in
post as at 31 December 2012 should be allowed to proceed incrementally by
one additional increment over and above the special provision set out at
paragraph 10.40 of this Report, on the same terms and conditions.
21.11
We also recommend that only those officers in the grades of Lead Engineer
formerly Chief Engineer, Lead Mechanical Engineer formerly Chief Mechanical
Engineer, Lead Quantity Surveyor formerly Chief Quantity Surveyor and Lead
Architect formerly Chief Architect, Deputy Director (Civil Engineering), Deputy
Director (Mechanical Engineering), Deputy Director (Quantity Surveying) and
Deputy Director (Architecture) in post as at 31 December 2012 should be
allowed to move incrementally by two increments over and above the provision
set out at paragraph 10.40 of this Report, on the same terms and conditions.
21.12
The recommendations set out at the foregoing two paragraphs should equally
apply to the corresponding grades in the fields of Engineering/
Architecture/Quantity Surveying in the Public Sector.
Higher Salary Point

Recommendation 3
21.13

may, subject to the approval of the High Powered Committee, continue to
approve the higher salary point for new entrants in the grades of
Engineer/Senior Engineer (Civil), Mechanical Engineer/Senior Mechanical
Engineer, Architect/Senior Architect and Quantity Surveyor/Senior Quantity
Surveyor, based on the qualifications and experience of recruits, and such
adjustments in salary as may be required for officers in post.

21.14
retention problems in the fields of Engineering/ Architecture/Quantity Surveying
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21.15
Based on the survey carried out by the Bureau in context of the 2013 PRB Report,
21.16
21.17
professionals.
21.18
Recommendation 4
21.19
We recommend that officers in the Civil Engineering, Mechanical Engineering,

Quantity Surveying and Architecture cadres eligible for the payment of the
table:
Salary
SPRA
% of monthly salary
Rs 29400 up to Rs 62950 and reckoning at least 10

years service in their respective grade
Above Rs 62950 and up to Rs 70450
10
12.5
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21.20
Deputy Directors who were granted Special Professional Retention Allowance

while being assigned duties of Director in their respective fields as at
31 December 2015 should continue to draw same at the rate of 12.5% up to
31 December 2016.
21.21

(i)
(ii)
However, provisions made at (i) and (ii) above, should not apply to
officers retiring as per their new compulsory retirement age or on
medical ground.
21.22
All officers in the Engineering/Architecture/Quantity Surveying fields who are

eligible for the payment of the Special Professional Retention Allowance as
from 01 January 2016 and have been granted same prior to the publication of
this Report should continue to draw the Special Professional Retention
Allowance up to 31 December 2016.
Trainees in Engineering and Architecture

21.23
Graduates in Civil Engineering, Mechanical Engineering and Architecture who are

required to undergo pre-registration practical training in order to be registered in
accordance with legislation in force to be able to practice, are presently paid a fee of
Rs 22175 monthly. We are revising the quantum.
Recommendation 5
21.24
We recommend that the fee payable to graduates in Civil Engineering,

Mechanical Engineering and Architecture, who are required to undergo preregistration practical training in order to be registered in accordance with
legislation in force to be able to practice, be revised to Rs 23975 monthly.
21.25
We also recommend that Trainees in Civil Engineering, Mechanical Engineering

and Architecture who use their car for official travelling in the discharge of their
duties should be refunded travelling expenses based on the distance travelled
at the rate of Rs 6.50 per km or should be refunded bus fares.
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Survey Fees for the Mechanical Engineering Cadre

21.26
Officers of the Mechanical Engineering cadre are required to:
examine vehicles, purchased duty free by public officers and taxi owners,
involved in accidents and declared total loss by the insurance companies; and
examine and advise on the adapted and modified cars for handicapped
persons so as to enable them to purchase duty free vehicles.
For this purpose, a survey fee is paid to the officers of the Mechanical Engineering
cadre which is at present Rs 775 per examination. The quantum is being revised.
Recommendation 6
21.27
We recommend that the survey fee payable to the officers of the Mechanical
Engineering cadre be revised to Rs 815 per examination.
Examination Fees for the Mechanical Engineering Cadre

21.28
The quantum of the examination fees paid to officers of the Mechanical Engineering
cadre for carrying out examination of vehicles for their road worthiness outside normal
working hours upon the request of the National Transport Authority, Ministries, among
others, is being revised.
Recommendation 7
21.29
We recommend that the examination fee payable to the officers of the

Mechanical Engineering cadre be revised to Rs 815 per examination.
Duty Allowance
21.30
A Duty Allowance of Rs 1000 monthly is currently paid to officers of the Technical

and Mechanical Officer cadre as well as to officers of the Mechanical Engineering
cadre. We are maintaining the quantum of the Duty Allowance.
Recommendation 8
21.31
We recommend that a Duty Allowance of Rs 1000 monthly should continue to

be paid to those officers of the Technical and Mechanical Officer cadre and
Mechanical Engineering cadre who are required to examine Government
vehicles involved in accidents after normal working hours.
Cyclonic Conditions and Special Events

21.32
Management has submitted that officers of the Inspectorate cadre are required to
work outside in difficult conditions such as during cyclone warning Class II and after
the passage of a cyclone. Provision for payment of overtime at twice the hourly
rate already exists for officers working during officially declared cyclone days.
21.33
It has also been represented by Unions that officers of the Inspectorate cadre, who
regularly work beyond normal working hours for special events or festivals celebrated
at national level such as Independence Day and Mahashivaratree, are not
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compensated as they perform less than five hours per week. These officers do not
qualify for the payment of overtime as the total number of hours put in is less than
40 hours weekly. We are making appropriate recommendation to address the issue.
Recommendation 9
21.34
We recommend that officers of the Inspectorate cadre who are called upon to
put in beyond 33 hours and less than 40 hours weekly should be paid at the
normal hourly rate provided that the officers put in a minimum of five hours in
excess of 33 hours weekly.
Materials Testing Laboratory

21.35
The Materials Testing Laboratory is mainly responsible for the testing of the quality
of materials used in the construction industry and operates as an independent unit
within the Ministry. It is managed by a Materials Testing Officer who is assisted by
officers in the grades of Technical Officer (Materials Testing Laboratory) and Senior
Technical Officer (Materials Testing Laboratory).
21.36
In the context of this Report, Staff Associations have, among others, requested for a
restyling of the grades of the Materials Testing cadre so as to better reflect the nature
of duties performed and to create a grade of Principal Technical Officer (Materials
Testing Laboratory).
21.37
While we agreed for the restyling of the grades of the Materials Testing cadre, we
observed that there is no functional need for a level of Principal Technical Officer
(Materials Testing Laboratory) given the sanctioned strength of the laboratory and its
span of activities. We are, therefore, in this Report, maintaining the present structure
whilst restyling the grades of the Materials Testing cadre. We are also allowing the
Technical Officers to move beyond their top salary as a means of recognition for their
experience and knowledge garnered in the field.
Restyling of grades
Recommendation 10
21.38
We recommend that the grades of the Materials Testing cadre be restyled as

hereunder:
From
To
Technical Officer (Materials Testing
Laboratory)
Senior Technical Officer (Materials
Testing Laboratory)
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Movement for Materials Testing Officer

formerly Technical Officer (Materials Testing Laboratory)
Recommendation 11
21.39
We recommend that Materials Testing Officers, formerly Technical Officers

(Materials Testing Laboratory), who have drawn their top salary for a year,
should be allowed to proceed incrementally in the salary scale of the grade of
Senior Materials Testing Officer, formerly Senior Technical Officer (Materials
Testing Laboratory), up to the salary point of Rs 46900 provided they:
(i) have been efficient and effective in their performance during the preceding
year; and
(ii) are not under report.
This recommendation should, however, not preclude Materials Testing
Officers, formerly Technical Officers (Materials Testing Laboratory), from being
promoted to the grade of Senior Materials Testing Officer, formerly Senior
Technical Officer (Materials Testing Laboratory), before they have reached the
top of their salary scale or on vacancy arising in the latter grade.
21.40
We further recommend that Materials Testing Officers, formerly Technical

Officers (Materials Testing Laboratory), should perform the duties and assume
the responsibilities of the grade of Senior Materials Testing Officer, formerly
Senior Technical Officer (Materials Testing Laboratory), upon moving in the
higher salary scale.

21.41
21.42
21.43
We are
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Recommendation 12
21.44

salary of their grade in the master salary scale by one increment provided they:
(i)
(ii)
(iii)

preceding year; and
Health Surveillance
21.45
The Bureau has been informed that Plan Printing Operators are constantly exposed
Recommendation 13
21.46
We recommend that Management should make necessary arrangements with

MINISTRY OF PUBLIC INFRASTRUCTURE AND LAND TRANSPORT

PUBLIC INFRASTRUCTURE DIVISION
SALARY SCHEDULE
Salary Code
02 000 108

Rs 152000
02 000 106
Rs 122000
Permanent Secretary
16 025 062
Rs 13530 x 260 14050 x 275 15150 x 300 15750 x 325

17700 x 375 19575 x 475 21950 x 625 23200 x 775 25525
QB 26300 x 775 31725
24 027 056
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375

19575 x 475 21950 x 625 23200 x 775 27075
~309~
Pay Review 2016
Civil Service
Salary Code
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325

17700 x 375 19575 x 475 21950 x 625 23200
Driver
24 018 044
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325

17700 x 375 19575
Security Guard
24 016 043
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300

15750 x 325 17700 x 375 19200
Stores Attendant
24 015 040
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300

15750 x 325 17700 x 375 18075
Lorry Loader
24 001 038
Rs 7800 x 200 - 8000 x 205 8820 x 230 10200 x 250 11450

x 260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker
CIVIL ENGINEERING SECTION
26 000 100
Rs 101000
Director (Civil Engineering)
26 085 095
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

86000
Deputy Director (Civil Engineering)
26 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
Lead Engineer
26 069 086
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850

64800
formerly Principal Engineer
Pay Review 2016
~310~
Civil Service
Salary Code
26 059 085
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 62950
MECHANICAL ENGINEERING SECTION
26 000 100
Rs 101000
Director (Mechanical Engineering)
26 085 095
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

86000
Deputy Director (Mechanical Engineering)
26 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
formerly Chief Mechanical Engineer
26 069 086
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850

64800
Principal Mechanical Engineer (Personal to officers in post as at
31.12.15)
formerly Principal Mechanical Engineer
26 059 085
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 62950
26 061 076
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525

48425
Senior Technical and Mechanical Officer
26 044 072
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925

37125 x 1225 40800 x 1525 42325
22 026 059
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325

17700 x 375 19575 x 475 21950 x 625 29400
Automobile Electronics Technician
~311~
Pay Review 2016
Civil Service
Salary Code
26 067 081

Rs 36200 x 925 37125 x 1225 40800 x 1525 49950 x 1625
56450
Principal Technical and Mechanical Officer
26 061 076
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525

48425
26 044 072
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925

37125 x 1225 40800 x 1525 42325
Technical Officer
QUANTITY SURVEYING SECTION
26 000 100
Rs 101000
Director (Quantity Surveying)
26 085 095
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

86000
Deputy Director (Quantity Surveying)
26 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
formerly Chief Quantity Surveyor
26 069 086
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850

64800
Principal Quantity Surveyor (Personal to officers in post as at
31.12.15)
formerly Principal Quantity Surveyor
26 059 085
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 62950
26 055 081
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
Assistant Quantity Surveyor
Pay Review 2016
~312~
Civil Service
Salary Code
26 067 081

Rs 36200 x 925 37125 x 1225 40800 x 1525 49950 x 1625
56450
Chief Technician (Quantity Surveying)
26 061 076
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525

48425
Principal Technician (Quantity Surveying)
26 056 072
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525

42325
Senior Technician (Quantity Surveying)
26 033 065
Rs 15750 x 325 17700 x 375 19575 x 475 21950 x 625

23200 x 775 32500 x 925 34350
Technician (Quantity Surveying)
26 072 083
Rs 42325 x 1525 49950 x 1625 59700

Head, Works Cadre
26 067 081
Rs 36200 x 925 37125 x 1225 40800 x 1525 49950 x 1625

56450
26 061 076
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525

48425
26 056 072
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525

42325
26 048 067
Rs 21475 x 475 21950 x 625 23200 x 775 32500 x 925

36200
Inspector of Works
26 029 062
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375

19575 x 475 21950 x 625 23200 x 775 31725
~313~
Pay Review 2016
Civil Service
Salary Code
19 067 081
Rs 36200 x 925 37125 x 1225 40800 x 1525 49950 x 1625

56450
formerly Materials Testing Officer
19 061 076
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525

48425
formerly Senior Technical Officer (Materials Testing Laboratory)
19 044 072
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925

37125 x 1225 40800 x 1525 42325
formerly Technical Officer (Materials Testing Laboratory)
25 049 063
Rs 21950 x 625 23200 x 775 32500

Workshop Supervisor
16 023 057
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325

17700 x 375 19575 x 475 21950 x 625 23200 x 775 28750
25 041 060
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775

30175
Chief Automobile Electrician
Chief Blacksmith
Chief Cabinet Maker
Chief Carpenter
Chief Coach Painter
Chief Fitter
Chief Locksmith
Chief Mason
Chief Motor/Diesel Mechanic
Chief Painter
Chief Panel Beater
Chief Plumber and Pipe Fitter
Chief Tinsmith
Chief Turner and Machinist
Chief Welder
Foreman
Pay Review 2016
~314~
Civil Service
Salary Code
24 030 054
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375

19575 x 475 21950 x 625 23200 x 775 25525
Driver (Heavy vehicles above 5 tons)
Driver (Mechanical Unit)
25 025 054
Rs 13530 x 260 14050 x 275 15150 x 300 15750 x 325

17700 x 375 19575 x 475 21950 x 625 23200 x 775 25525
Multi-Skilled Tradesman (Building Construction)
Multi-Skilled Tradesman (Automative Electricity and Electronics)
25 023 052
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325

17700 x 375 19575 x 475 21950 x 625 23200 x 775 23975
Blacksmith
Cabinet Maker
Carpenter
Carpenter (Works)
Coach Painter
Diesel Test Bench Operator
Fitter
Locksmith
Mason
Mason (Works)
Mechanic (Works)
Motor Mechanic
Motor/Diesel Mechanic
Painter
Panel Beater
Panel Beater (Works)
Sheet Metal Worker
Tinsmith
Turner and Machinist
Typewriter Mechanic
Welder
Welder (Works)
Wood Machinist
24 023 052
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325

17700 x 375 19575 x 475 21950 x 625 23200 x 775 23975
Vulcaniser
~315~
Pay Review 2016
Civil Service
Salary Code
24 040 061

Rs 18075 x 375 19575 x 475 21950 x 625 23200 x 775
30950
Senior Laboratory Auxiliary
formerly Senior Laboratory Attendant
24 023 056
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325

17700 x 375 19575 x 475 21950 x 625 23200 x 775 27075
Laboratory Auxiliary
formerly Laboratory Attendant
24 022 047
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325

17700 x 375 19575 x 475 21000
Plant and Equipment Operator
Toolskeeper (Plaine Lauzun Workshop)
24 019 045
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325

17700 x 375 19575 x 475 20050
Herbicide Sprayer Operator
Toolskeeper
24 018 044
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325

17700 x 375 19575
Security Guard (Works)
25 016 042
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300

15750 x 325 17700 x 375 18825
24 016 042
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300

15750 x 325 17700 x 375 18825
Sprayer Operator
24 015 041
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300

15750 x 325 17700 x 375 18450
Handy Worker
24 015 040
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300

15750 x 325 17700 x 375 18075
Gateman
Vehicle Cleaner
Pay Review 2016
~316~
Civil Service
Salary Code
24 001 038

Rs 7800 x 200 - 8000 x 205 8820 x 230 10200 x 250 11450
x 260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker (Works)
ARCHITECT SECTION
26 000 100
Rs 101000
Director (Architecture)
26 085 095
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

86000
Deputy Director (Architecture)
26 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
Lead Architect
formerly Chief Architect
26 069 086
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850

64800
Principal Architect (Personal to officers in post as at 31.12.15)
formerly Principal Architect
26 059 085
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 62950
26 055 081
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
Landscape Architect
26 067 083
Rs 36200 x 925 37125 x 1225 40800 x 1525 49950 x 1625

59700
26 061 077
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950
~317~
Pay Review 2016
Civil Service
Salary Code
26 056 072

Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525
42325
26 044 072
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925

37125 x 1225 40800 x 1525 42325
Technical Officer
26 038 066
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625

23200 x 775 32500 x 925 35275
26 028 030
Rs 14325 x 275 14875

*************
Pay Review 2016
~318~
Civil Service
ENERGY SERVICES DIVISION

21.47
The main activities of the Energy Services Division (ESD) comprises, among others,
the provision of consultancy services; operation, maintenance and supervision of high
voltage systems within government premises, which are on the high voltage metering
system; carrying out energy audits and implementing remedial measures to decrease
energy consumption and monitoring of energy consumed by Ministries/Departments;
preparation of technical specifications for Ministries/Departments in respect of
electrical plant and equipment; provision of electrical installations on government
premises; and maintenance of electrical installations, plant and equipment including
generators and lifts.
21.48
At present, the structure of the Engineering cadre at the Energy Services Division
comprises a Director, Energy Services Division who is the head of the Division. He
is assisted by officers in the grades of Deputy Director, Energy Services Division,
Chief Engineer, Principal Electrical Engineer and Electrical Engineer/Senior Electrical
Engineer. Officers in the Inspectorate and Technician cadres as well as others in the
Tradesman cadre operate at the supportive levels.
21.49
In the context of the present Review exercise, both Management and Unions of the
Energy Services Division have requested for a re-structure of the ESD and its various
outstations. We have analysed the proposed organisation chart and find that the
request relates mostly to an increase in the establishment size at the different levels
in the hierarchies.
21.50
In this Report, we are making it mandatory for organisations to carry out an HR

planning exercise to ensure that they have enough people at different levels in the
hierarchy with the right skills and competence to deliver on their mandate. This
exercise will also facilitate career progression in the cadre. We are recommending
accordingly.
Recommendation 14
21.51
We recommend that the Energy Services Division should carry out a Human
Resource Planning Exercise to determine the right establishment size at all
levels within the Division.
Recommendation 15
21.52
In line with provisions made for comparable grades/counterparts within the

Ministry, we also recommend that the following grades in the Energy Services
Division be restyled as hereunder:
Grade
Restyled To
Chief Engineer
Principal Electrical
Engineer
Principal Electrical Engineer (Personal to

~319~
Pay Review 2016
Civil Service
21.53
We also recommend that, in future, appointment to the grade of Lead Electrical

Engineer formerly Chief Engineer should be made by promotion, on the basis
of experience and merit, of officers in the grade of Principal Electrical Engineer
(Personal to officers in post as at 31.12.15) reckoning at least three years
service in a substantive capacity in the grade.
21.54

Electrical Engineer (Personal to officers in post as at 31.12.15), appointment to
the grade of Lead Engineer should thereafter be made by promotion, on the
basis of experience and merit, of officers in the grades of Electrical
Engineer/Senior Electrical Engineer reckoning at least five years service in a
21.55
The recommended salary for the grade of Principal Electrical Engineer

(Personal to officers in post as at 31.12.15) has already taken into consideration
the element of supervision.
Incremental Movement
Recommendation 16
21.56
We recommend that only those officers in the grades of Electrical

Engineer/Senior Electrical Engineer who were in post as at 31 December 2012
should be allowed to proceed incrementally by one additional increment over
and above the special provision set out at paragraph 10.40 of this Report, on
the same terms and conditions.
21.57
We also recommend that only those officers in the grades of Lead Electrical
Engineer formerly Chief Engineer, Deputy Director, Energy Services Division in
post as at 31 December 2012 should be allowed to move incrementally by two
increments over and above the provision set out at paragraph 10.40 of this
Report, on the same terms and conditions.
Higher Salary Point

Recommendation 17
21.58

may, subject to the approval of the High Powered Committee, continue to
approve the higher salary point for new entrants in the grades of Electrical
Engineer/Senior Electrical Engineer based on the qualifications and experience
of recruits, and such adjustments in salary as may be required for officers in
post.

Recommendation 18
21.59
In line with the provision made for the payment of the Special Professional
Retention Allowance to counterparts in the civil engineering cadre at the
Ministry of Public Infrastructure and Land Transport, we recommend that
Pay Review 2016
~320~
Civil Service
Registered Professional Engineers in the Electrical Engineering cadre, at the

Energy Services Division, in post as at 31 December 2015 should continue to
be paid a monthly Special Professional Retention Allowance up to 31 December
2016 as specified in the table, as hereunder:
Grades
SPRA
% of monthly salary
Electrical Engineer/Senior Electrical

Engineer reckoning at least 10 years
service in the grade
Principal Electrical Engineer (Personal to
officers in post as at 31.12.15) formerly
Principal Electrical Engineer

Deputy Director,
Division
Energy
Services
Director, Energy Services Division
21.60
10
12.5

(i)
(ii)
21.61
~321~
Pay Review 2016
Civil Service
Survey Fees to Engineers and officers of the Inspectorate and Technician Cadres
21.62
Engineers and officers of the Inspectorate and Technician cadres of the Energy
Services Division who are called upon to conduct survey of site of fire/electrocution
are, at present, paid a survey fee of Rs 800 and Rs 525 per survey, respectively. We
are maintaining the existing provision.
Recommendation 19
21.63
We recommend that the survey fees paid to Engineers and officers of the
Inspectorate and Technician cadres of the Energy Services Division, who are
called upon to conduct a survey of site of fire/electrocution be maintained at
Rs 800 and Rs 525 per survey, respectively.
Training Schemes for Graduates in Engineering

21.64
The council of Registered Professional Engineers of Mauritius requires graduates in

Engineering to acquire two years experience for registration purposes. At present,
a training scheme which has been mounted, caters for same and graduates in
Engineering who are undergoing the training are paid a monthly allowance of
Rs 22175. We are maintaining the allowance and revising the quantum.
Recommendation 20
21.65
We recommend that the monthly allowance payable to graduates in

Engineering under the training scheme be revised to Rs 23975.
Travelling Allowance to Graduates in Engineering

21.66
Under the training scheme, graduates in Engineering who use their cars in the
performance of their duties, are at present, refunded mileage run for official travelling
at the rate of Rs 6.50 per km. Those officers who perform official travelling by bus
are refunded the bus fares in toto.
Recommendation 21
21.67
We recommend that graduates in Engineering under the training scheme who

use their cars in the performance of their duties, should continue to be
refunded mileage run for official travelling at the rate of Rs 6.50 per km. Those
officers who perform official travelling by bus should continue to be refunded
the bus fares in toto.
Risk Allowance
21.68
At present, officers of the Energy Services Division who work on high tension voltage
(22000 volt) are paid a risk allowance equivalent to one and a half increments at the
initial salary of their respective salary scales. We are maintaining the existing
provision.
Pay Review 2016
~322~
Civil Service
Recommendation 22
21.69
We recommend that officers/employees of the Energy Services Division who

effectively work on high tension voltage (22000 volt) be paid a risk allowance
equivalent to one and a half increments at the initial salary of their respective
salary scales.
On-Call Allowance
21.70
At present, employees of the Tradesman cadre of the Energy Services Division are
required to be on-call during nights, weekends ad public holidays to attend to
emergencies and are paid On-Call and In- Attendance Allowances.
21.71
During consultative meetings, union members have requested for the extension of
the payment of the On-Call and In- Attendance Allowances to officers of the
Engineering cadre, as they are also required to be on call at any time during the
day/night for immediate interventions.
21.72
However, it is of note that the Management of the Energy Services Division has
informed that, for critical buildings, such as hospitals, New Government
Centre and Emmanuel Anquetil Building, the Engineer is responsible for
assigning a team to standby after office hours, during cyclonic threat as well
as torrential rain, in certain building. This requires the Engineer to vet the
roster, follow up on the roster, inform the Ministry when such standby team is
deployed and submit a written report on any incident that occurred during each
standby shift, despite the Engineer was not present during the execution of the
roster.
21.73
It has further been averred that the on-call system that has been established
to attend to emergencies to hospitals after office hours, is being carried out by
the tradesman cadre on a roster basis set up by the Engineer. The Engineer is
called upon whenever the nature of the fault is beyond the competencies of the
tradesman. The frequency of the Engineers intervention is about 10% of the
on-call attended by the tradesman cadre.
21.74
We have critically analysed the request for the extension of the payment of the above
allowances to the Engineering cadre. Keeping this in view, the Bureau cannot
accede to the said request.
Salary Code

ENERGY SERVICES DIVISION
22 000 100
Rs 101000
Director, Energy Services Division
~323~
Pay Review 2016
Civil Service
Salary Code
22 085 095
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

86000
Deputy Director, Energy Services Division
22 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
22 069 086
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850

64800
Principal Electrical Engineer (Personal to officers in post as at
31.12.15)
formerly Principal Electrical Engineer
22 059 085
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 62950
22 053 055
Rs 24750 x 775 26300

Trainee Engineer (Electrical)
22 063 076
Rs 32500 x 925 37125 x 1225 40800 x 1525 48425

Chief Technician
22 058 072
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525

42325
22 047 069
Rs 21000 x 475 21950 x 625 23200 x 775 32500 x 925

37125 x 1225 31725
Senior Technician
22 032 062
Rs 15450 x 300 15750 x 325 17700 x 375 19575 x 475

21950 x 625 23200 x 775 32500
Technician
22 024 026
Rs 13270 x 260 13790

Trainee Technician
Pay Review 2016
~324~
Civil Service
Salary Code
22 063 076

Rs 32500 x 925 37125 x 1225 40800 x 1525 48425
Chief Inspector
22 058 072
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525

42325
Principal Inspector
22 047 069
Rs 21000 x 475 21950 x 625 23200 x 775 32500 x 925 37125

x 1225 38350
Senior Inspector
22 032 062
Rs 15450 x 300 15750 x 325 17700 x 375 19575 x 475 21950

x 625 23200 x 775 31725
Inspector
22 024 026
Rs 13270 x 260 13790

Trainee Inspector
08 032 059
Rs 15450 x 300 15750 x 325 17700 x 375 19575 x 475

21950 x 625 23200 x 775 29400
Time Keeper
25 041 060
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 30175

Chief Electrician
Chief Plant Mechanic
25 023 052
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 23975
Electrician
Plant Mechanic
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200
Driver
24 018 044
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325

17700 x 375 19575
Security Guard
~325~
Pay Review 2016
Civil Service
Salary Code
25 016 042

Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300
15750 x 325 17700 x 375 18825
24 015 041
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300

15750 x 325 17700 x 375 18450
Handy Worker
24 001 038
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x

260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker
25 002 022
Rs 8000 x 205 8820 x 230 10200 x 250 11450 x 260 12750

Apprentice
*************
Pay Review 2016
~326~
Civil Service
LAND TRANSPORT DIVISION

21.75
The Land Transport Division is responsible for providing a quality land transport
service responsive to the needs and aspirations of the people, and which contributes
to the development of the country. Its mission is to formulate and implement policies
for safe, efficient and environmentally sustainable services in the land transport
sector.
21.76
Being the main unit of the Land Transport Division, the Traffic Management and Road
Safety Unit (TMRSU) aims at ensuring safer roads and traffic fluidity. The technical
head of the TMRSU is the Director (Civil Engineering). He is supported by officers
from the Engineering cadre, technical cadres as well as staff from the General
Services.
21.77
Mostly common representations have been made by staff side and Management.
The requests were for the creation of additional levels, allowance for risk/retention,
travelling and car benefits, provision of training and review of entry qualification
requirement.
21.78
After analysing the representations, the Bureau views that the present organisation
structure is adequate to enable it to deliver efficiently and effectively on its mandate.
We are, however, reviewing the entry qualification requirement for the grade of Traffic
Census Officer.

21.79
At present, the entry qualification requirement for the grade of Traffic Census Officer
is Cambridge School Certificate with credit in at least five subjects including English
Language and Mathematics obtained at not more than two sittings or an equivalent
qualification acceptable to the Public Service Commission. The staff side has
represented that with the use of automatic traffic counters or similar type of equipment
as well as the demanding nature of tasks, there is need to upgrade the entry
qualification requirement of the grade. Furthermore, Management also concurred
with the Unions proposal that an efficient performance of the tasks allocated to
officers in the grade of Traffic Census Officer requires a certain degree of academic
maturity. Following an indepth study of the issue, we are reviewing the entry
qualification requirement of the grade.
Recommendation 23
21.80
We recommend that, in future, Traffic Census Officers should be recruited from

among candidates holding a Cambridge Higher School Certificate or at least
two subjects obtained on one certificate at the General Certificate of Education
Advanced Level or equivalent qualification acceptable to the Public Service
Commission.
~327~
Pay Review 2016
Civil Service
LAND TRANSPORT DIVISION

SALARY SCHEDULE
Salary Code
02 000 106

Rs 122000
Permanent Secretary
24 027 056
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 27075
Leading Hand/ Senior Leading Hand
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200
Driver
24 016 043
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 19200
Stores Attendant
TRAFFIC MANAGEMENT AND ROAD SAFETY UNIT
26 000 100
Rs 101000
Director (Civil Engineering)
26 085 095
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

86000
Deputy Director (Civil Engineering)
26 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
Lead Engineer
26 069 086
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850

64800
formerly Principal Engineer
Pay Review 2016
~328~
Civil Service
Salary Code
26 059 085
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 62950
26 067 081
Rs 36200 x 925 37125 x 1225 40800 x 1525 49950 x 1625

56450
26 061 076
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525 48425

26 044 072
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
22 044 072
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
Technical Officer (Electrical & Electronics)
26 056 072
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 42325

26 048 067
Rs 21475 x 475 21950 x 625 23200 x 775 32500 x 925 36200

Inspector of Works
26 029 062
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 31725
26 056 072
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 42325

26 038 066
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 35275
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Salary Code
26 028 030

Rs 14325 x 275 14875
10 044 072
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
Communication Officer (General)
Communication Officer (Oriental)
20 038 063
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 32500
Senior Traffic Census Officer
20 026 060
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 30175
25 041 060
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 30175

Chief Painter
25 023 052
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 23975
Mason
Painter
24 027 056
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 27075
Leading Hand/ Senior Leading Hand
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200
Driver
24 022 047
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21000
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Salary Code
24 016 043

Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750
x 325 17700 x 375 19200
Stores Attendant
25 016 042
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 18825
Tradesman's Assistant (Painter)
Tradesman's Assistant (Mason)
24 015 040
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 18075
Lorry Loader
24 001 038
Rs 7800 x 200 - 8000 x 205 8820 x 230 10200 x 250 11450 x

260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker
*************
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NATIONAL TRANSPORT AUTHORITY

21.81
Established under the Road Traffic Act 1980, the main objectives of the National
Transport Authority (NTA) are, among others, to: ensure the implementation of
Government policies in respect of vehicle registration, licensing, parking control,
vehicle examination and road transport services; and plan transport services to
respond to changes in demand patterns and cope efficiently with the challenges lying
ahead.
21.82
The NTA carries out its activities under four technical units namely Planning,
Enforcement, Licensing and Vehicle Examination and Administration, Finance and
Registration. The Planning Section is headed by the Transport Planner while the
Technical Unit is headed by the Transport Controller. The Technical unit has been
divided into sub units such as, Vehicle Examination, Road Transport Inspectorate,
Parking Control and Licensing/Registration.
21.83
In the context of this Report, representations were received from both the National
Transport Authority Technical Staff Union (Road Transport Inspectorate-RTI) and
Traffic Warden and Vehicle Examiner Staff Union and Management. Submissions
received from each union and Management are as follows:
21.84
(i)
Road Transport Inspectorate: amending qualification requirement of the

grade of Road Transport Inspector and; changing mode of appointment at upper
echelon; creation of additional posts; establishing appropriate training scheme;
payment of a risk allowance; grant of 100% duty free car and refund of expenses
incurred to follow courses;
(ii)
Traffic Warden Cadre: to review the span of control between Senior Traffic
Warden and Traffic Warden; changing mode of appointment to the grade of
Senior Traffic Warden; payment of Risk Allowance; and officers of the Traffic
Warden Cadre be eligible to full pension after reckoning 28 years of service;
(iii)
Vehicle Examiners Cadre: establishment of a new organisational structure at

each centre with increase in the number of posts; eligibility for qualified officers
of the Vehicle Examiners Cadre to compete for the post of Transport Controller;
adequate training for all staff; grant of duty free facilities and review of salary of
the whole cadre generally.
(iv)
Management: to upgrade the salary of all grades in all cadres at NTA and to
rationalise the structure of Licensing/Registration Unit from three levels to a twolevel structure only.
After taking cognizance of all the submissions, the Bureau expatiated on its
philosophy behind upgrading, restyling and merging of grades. Parties were also
apprised that modalities of appointment rests with Management. Members were
informed that the Bureau would come up with a firm recommendation requesting
organisation to conduct a Risk Assessment Exercise to assess the level of risk
involved in a particular job to justify the payment of a Risk Allowance. Explanations
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were given on the criteria for the grant of duty free and parties were invited to fill in
the survey form on Travelling. Whenever requests were not acceded to, officers were
given due explanations during consultative meetings.
21.85
Since the organisation structure of the NTA is adequate to enable it meet its
objectives, it is being maintained. However, to better equip the NTA in its endeavour,
we are reviewing the qualification requirement of the grade of Road Transport
Inspector and rationalising the Licensing/Registration Officer Cadre.
Road Transport Inspector

21.86
At present, appointment to the grade of Road Transport Inspector is made by

selection from among officers in the grade of Principal Traffic Warden, Senior Traffic
Warden and Traffic Warden reckoning at least 8 years service in the cadre and by
selection from among serving officers drawing salary in a scale the minimum of
which is not less than the Rs 15475 monthly in their substantive appointment and
who possess Cambridge School Certificate with credits in at least five subjects and
two years service in a substantive capacity in the grade.
21.87
In the context of this review, both Management and the staff side have reported that
a Diploma in Transport and Logistics is a core requirement for appointment to the
grade of Senior Road Transport Inspector. Enrolment to the Diploma course requires
a minimum of two subjects at Advanced Level. At present, a few Road Transport
Inspectors possessing only the Cambridge School Certificate have not been able to
enrol themselves both at local and foreign institutions to follow the Diploma course.
Representation has thus been made to upgrade the qualification from School
Certificate to two subjects at Advanced Level for serving officers who would wish to
join the grade of Road Transport Inspector.
21.88
After a thorough analysis, the Bureau considers that if such a situation is not attended
to in time , there may be problems in filling posts at higher level in future at the NTA.
As there is no dearth of qualified serving officers, we are recommending accordingly.
Recommendation 24
21.89
We recommend that, in future, appointment to the grade of Road Transport

Inspector should be made by selection from among officers in the grades of
Principal Traffic Warden, Senior Traffic Warden and Traffic Warden reckoning
at least eight years service in the cadre and by selection from among serving
officers drawing salary in a scale the minimum of which is not less than
Rs 17375 monthly in their substantive appointment and who possess the
Cambridge Higher School Certificate or passes in at least two subjects
obtained on one certificate and reckoning at least two years service in a
substantive capacity in their respective grade.
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Senior Licensing/Registration Officer

Licensing/Registration Officer
21.90
Management has submitted that all posts in the Licensing/Registration Officers cadre
are vacant. Presently, officers in the grade of Management Support Officer and Office
Management Assistant are performing the duties of these grades against payment of
an allowance. For greater efficiency and effectiveness, Management has requested
to rationalise the three level structure of the Licensing/Registration Officers cadre to
a two-level structure.
21.91
As the Bureau is in favour of flattening of structures where this can be reasonably

done, we are recommending accordingly.
Recommendation 25
21.92
We recommend that the grades of Licensing/Registration Officer and Senior

Licensing/Registration
Officer
should
be
merged
and
restyled
Licensing/Registration Officer/ Senior Licensing/Registration Officer.
Appointment thereto should be made by selection from among serving officers
possessing a Higher School Certificate at the General Certificate of Education
Advanced Level. In the absence of qualified serving officers, recruitment
should be made from external candidates possessing the prescribed
qualification or equivalent.
21.93
Incumbents would be required, among others, to process applications for new

licences and renewal of licences and deal with correspondences relating to such
licences; deal with transaction for registration and transfer of vehicles; issues of
drivers certificate and student identity cards, prepare and process data to be fed into
the computerised system and to retrieve such data as and when required; scan and
print documents for licensing and registration needs; provide computer services for
the issue/renewal of licences and for the registration/transfer of vehicles and collect
revenue relating to these transaction; attend court cases, depone on information
needs and produce certified true copies of documents; update entries in files,
registers, cards and in computerised system in respect of licences and registration
transaction and record decision of the Authority in respect of each applications.
Principal Licensing/Registration Officer

21.94
With the merging of the grades Licensing/Registration Officer and Senior

Licensing/Registration Officer, there is need to bring consequential change to the
scheme of service for the grade of Principal Licensing/Registration Officer.
Recommendation 26
21.95
We recommend that,
officers
in
the
Pay Review 2016
henceforth, appointment to the grade of Principal

Officer should be made by selection from among
grade
of
Officer/Senior
Officer who reckon at least four years service in a
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Hours of Work
21.96
To provide Management with the required flexibility to organise work, officers in the
grades of Senior Road Transport Inspector and Road Transport Inspector are called
upon to work on roster on a six-day week basis including Saturdays, Sundays and
Public Holidays based on the operational requirements of the Authority.
21.97
This arrangement is being maintained. This element has been taken into account
in the determination of the salary of each grade.
Principal Traffic Warden

Senior Traffic Warden
Traffic Warden
21.98
As per their respective scheme of service, officers in the grades of Principal Traffic
Warden, Senior Traffic Warden and Traffic Warden may be required to work on a
roster basis according to a pattern of work specifying the commencing times and
finishing times of turns of duty including Saturdays, Sundays and Public Holidays.
This element has been taken into consideration in the determination of the
salaries of the respective grades.
ICT Unit
21.99
Management made a request for the creation of a three-level ICT structure to ensure
a proper monitoring and implementation of projects. We have been informed that
CISD officers are posted at the Authority for this purpose. However, as their posting
is done on a rotational basis and they are also subject to transfer, this mobility
impedes the monitoring of e-services.
21.100 The Bureau considers that it may not be appropriate to create departmental IT grades
as there is a Ministry which is responsible for all IT issues in the Civil Service.
Management may therefore make a request to the Ministry of Technology,
Communication and Innovation for the posting on a full time basis of relevant IT staff
with the required competencies and skills.
21.101 Nevertheless, owing to several similar requests from various quarters, the Bureau
We have
up with a general policy for the whole public sector.
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SALARY SCHEDULE
Salary Code
26 000 100

Rs 101000
Road Transport Commissioner
26 085 095
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

86000
Deputy Road Transport Commissioner
26 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
Transport Controller
Transport Planner
26 054 081
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Assistant Transport Planner
26 051 069
Rs 23200 x 775 32500 x 925 37125 x 1225 38350

Senior Transport Planning Officer
26 029 062
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 31725
Transport Planning Officer
02 057 081
Rs 27850 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Administrative Manager, National Transport Authority
08 065 082
Rs 34350 x 925 37125 x 1225 40800 x 1525 49950 x 1625

58075
Secretary, NTA Board
18 068 083
Rs 37125 x 1225 40800 x 1525 49950 x 1625 59700

Chief Road Transport Inspector
18 058 076
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 48425

Principal Road Transport Inspector
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Salary Code
18 052 073
Rs 23975 x 775 32500 x 925 37125 x 1225 40800 x 1525 43850

18 044 070
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125

x 1225 39575
26 072 087
Rs 42325 x 1525 49950 x 1625 62950 x 1850 66650

Chief Vehicle Examiner
26 067 081
Rs 36200 x 925 37125 x 1225 40800 x 1525 49950 x 1625

56450
Principal Vehicle Examiner
26 061 076
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525 48425

Senior Vehicle Examiner
26 044 072
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
Vehicle Examiner
18 046 071
Rs 20525 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800
Principal Traffic Warden (Roster)
18 040 066
Rs 18075 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 35275
Senior Traffic Warden (Roster)
18 028 061
Rs 14325 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 30950
Traffic Warden (Roster)
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Salary Code
18 058 073

Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525
43850
Principal Licensing/Registration Officer
18 030 067
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375

19575 x 475 21950 x 625 23200 x 775 32500 x 925 36200
Licensing/Registration Officer/Senior Licensing/Registration Officer
formerly Licensing/Registration Officer
Senior Licensing/Registration Officer
26 028 061
Rs 14325 x 275 15150 x 300 15750 x 325 17700 x 375

19575 x 475 21950 x 625 23200 x 775 30950
Station Master
16 025 062
Rs 13530 x 260 14050 x 275 15150 x 300 15750 x 325

17700 x 375 19575 x 475 21950 x 625 23200 x 775 25525
QB 26300 x 725 31725
Machine Minder/Senior Machine Minder (Bindery)(Roster)
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325

17700 x 375 19575 x 475 21950 x 625 23200
Driver
24 018 044
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325

17700 x 375 19575
Security Guard
24 001 038
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x

260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker
**********
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22.
Ministry of Education and Human Resources,

Tertiary Education and Scientific Research
MINISTRY OF EDUCATION AND HUMAN RESOURCES, TERTIARY

EDUCATION AND SCIENTIFIC RESEARCH
22.1
The Ministry of Education and Human Resources, Tertiary Education and Scientific
Research envisions to provide a quality education for all and a Human Resource
Development base to transform Mauritius into an intelligent nation state in the
vanguard of global progress and innovation.
22.2
The mission of the Ministry is to:
22.3
develop a culture of achievement and excellence by promoting an efficient and

effective education and training system that is inclusive and integrated,
comprehensive and holistic;
foster innovation and generate new knowledge for the socio-economic and
sustainable development of the nation; and
ensure that learning opportunities are accessible to all, provide learners with
values and skills to further their personal growth, enhance their critical and
exploratory thinking and encourage them to innovate and to adapt to changes
in an increasingly globalised environment.
The main objectives of the Education Sector are to:

(i)
ensure that all children aged three to five years in Mauritius have the
opportunity to develop their individual intellectual, socio-emotional and
psycho-motor skills to the best of their capacity in order to build the confidence
and self-esteem in learning that will not only prepare them for the next level
(Primary School) but, more importantly, lay the foundations for learning that
will support them throughout their lifetime;
(ii)
sustain equitable access to quality education, ensuring that all learners attain
high levels of achievement in Literacy, Numeracy, Information and
Communication Technology and such essential life skills as sound human
values, healthy lifestyle and so forth as the basis for lifelong learning and good
citizenship;
(iii)
ensure that all students are given the opportunity to embark on and complete
higher secondary education for employability and further higher education and
training with the required maturity and confidence;
(iv)
build a system that ensures a supply of quality personnel that work collegially
with a strong management and quality assurance system to improve and
support learning achievement and overall development of all learners;
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(v)
provide an efficient and effective Technical and Vocational Education and

Teaching (TVET) System of greater public esteem responsive to the present
and future needs by having a skilled and flexible workforce;
(vi)
make Mauritius an intelligent island, a knowledge Hub to serve the region and
a Centre for Higher Learning and Excellence;
(vii)
build a creative and competent Human Resource base for Mauritius for
sustainable national development; and
(viii)
develop the Ministry into an efficient, effective and accountable functioning

public institution that exemplifies best practices at all levels of the
organisation.
22.4
The Ministry is responsible for providing equitable access to quality pre-primary,

primary, secondary as well as for Special Education Needs (SEN). With the
Governments new set up, the Ministry, henceforth, also covers the tertiary education
sector which is dealt with in a separate section of this chapter.
22.5
The pre-primary education is under the responsibility of a parastatal body, namely the
Early Childhood Care and Education Authority. Appropriate recommendations in
respect of this institution have been made in Volume 2 Part II of this Report.
22.6
The operational structure of the Ministry comprises a Technical Division which is

headed by the Chief Technical Officer who is responsible for developing and
overseeing the implementation of educational strategies and policies; a Quality
Assurance and Inspection Division, a National Education Counselling Service and a
Library Service. It also has under its purview several parastatal organisations which
have been ascribed specific role and functions to support the Ministry in the
achievement of its objectives. The Ministry is headed by a Senior Chief Executive
who is the responsible and Accounting Officer, assisted on the administration side by
a Permanent Secretaries, Deputy Permanent Secretaries and Assistant Permanent
Secretaries and supported by officers of the general services.
NINE YEAR CONTINUOUS BASIC EDUCATION
22.7
As in many other countries, the Mauritian education system has evolved from a smallscale to a large-scale national, publicly-funded one. This evolution came about with
the high social demand for education as the country grew.
22.8
Mauritiuss success in achieving universal education demonstrates that education for

all is not a utopia, but a goal that can be achieved. However, it requires social
stability; commitment of all the partners; involvement of the community; and a clear
vision of education as an integral part of the human resource development process.
22.9
This vision has been enunciated in the Government Programme 2015-2019 where it
is stated that Government will aim to deliver a high standard of academic education
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and skills for our youngsters. Education reforms will focus on curriculum review and
performance improvement at all levels. Remedial education at an early stage of the
primary and secondary education cycles will remain a priority in order to deal with
learning deficits, early drop-outs and failures.
22.10
It is further stated in the same document that Government will introduce a nine-year
basic continuous schooling and the Certificate of Primary Education (CPE) will be
replaced by an end-of-primary cycle assessment.
22.11
In the context of this review exercise, the Ministry has submitted that it has already
set the wheels in motion for the introduction of the nine-year basic continuous
schooling in response to the fast-paced evolution of society; enormous
advancements in technology; the need for competitiveness in a globalised economy;
the emergence of knowledge societies; and international trends.
22.12
The stated objectives of the nine-year basic continuous schooling are to:
(i)
equip all students with knowledge, foundation skills and attitudes leading to
self-empowerment;
(ii)
promote the holistic development of all students;
(iii)
inculcate in all students a sense of moral responsibility, a set of values and a

strong identity for the country;
(iv)
provide equitable learning for all opportunities to attain high levels of

achievement;
(v)
achieve a smooth transition to and completion of secondary education; and
(vi)
give greater recognition to the value of TVET in building human capital for
sustainable development.
22.13
Measures which would be used by the Ministry in achieving the above objectives
include revising the curricula; transforming learning environments; embedding
remedial education in the system; introducing new approaches to assessments, and
professional development of educators and school leaders.
22.14
Under the nine-year basic continuous schooling system, in a bid to promote holistic
development, learners would be exposed to a wide array of learning areas. These
learning areas are grouped as core and non-core subjects. Core subjects include
English, French, Maths, Science, History and Geography and the Asian
Languages/Arabic/Kreol Morisien. Non-core subjects include Physical Education,
Civic and Values Education, IT skills, the Arts, etc. These learning areas would be
taught by educators for a cluster of subjects.
22.15
Against this backdrop, the Ministry has made its submissions to the Bureau based on
the expected inputs, in terms of human resources, and expected outcomes of the
nine-year basic continuous schooling system for learners, such as critical thinking
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skills; creativity; innovation, self discipline; fluency in ICT, among others. The Ministry
has also requested the Bureau to address some anomalous issues arising out of the
EOAC Report. We have carefully examined the proposals of both management and
the unions and are making appropriate recommendations. However, each sector i.e.
primary, secondary and tertiary are being dealt with in separate sections of this
chapter as each has its own specific structure and target population.
PRIMARY SCHOOL SECTOR
22.16
The primary school sector consists of 277 primary schools in Mauritius, 16 in

Rodrigues and 2 in Agalega. The total primary school population was 90590 as at
2015. However, the Ministry has pointed out that total enrolment in primary schools
is on the decline on account of demographic factors.
22.17
The primary sector has witnessed, over the years, several reforms programmes for
instance, the replacement of ranking by a grading system; implementation of a new
broad-based curriculum reform project aiming to include subjects such as Road
Safety, Science, History, Geography, Arts and ICT in primary schooling.
22.18
A primary school is managed by a Head Master who is responsible for creating a

qualitative teaching and learning environment by making optimal use of the human,
physical and financial resources available. The Head Master is generally assisted by
one or more Deputy Head Master or Deputy Head Teacher (Oriental Languages) in
the school administration.
The teaching personnel, presently, consists of
Teacher/Senior Teachers (General Purpose), Teacher/Senior Teachers (Oriental
Languages), Educators (Primary), Health and Physical Education Instructors who are
responsible for the implementation of curriculum on health and physical education in
a cluster of primary schools, as well as Mentors who provide assistance, guidance
and support to Trainee Educators (Primary), Teacher/Senior Teachers,
Teacher/Senior Teachers (Oriental Languages) and Educators (Primary).
22.19
In the context of this review exercise, the Bureau has received numerous
representations from the Ministry, Federations, Unions and individuals of the
education sector, raising a host of issues and demands. The Bureau had wide
consultations with both Management and the various unions of the primary education
sector. Most of the main representations made by the unions and submissions by
management were common and are as listed below:
(i)
alignment of salaries of the grades of Teacher/Senior Teacher and Educator

(Primary);
(ii)
additional increments for Diploma In Educational Management (DEM) to

Deputy Head Masters/Deputy Head Teachers (Oriental Language) appointed
with effect from 01 July 2008;
(iii)
differential in top salary of the grades of Educator (Primary) and Deputy Head
Master;
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(iv)
equal consideration for teaching personnel under the Mauritian and Rodriguan
establishment;
(v)
introduction of Bachelor in Education as a qualification requirement for primary

school teachers;
(vi)
introduction of subject teaching in the primary school sector as is the case in

secondary schools;
(vii)
Deputy Head Masters and Deputy Head Teachers (Oriental Language)

possessing either CEM or DEM be granted the same salary scale;
(viii)
fairness in pupil/teacher ratio;
(ix)
risk allowance to teaching staff posted in the Prisons Department; and
(x)
reviewing the quantum of refund of casual leaves for teaching personnel.
22.20
From the numerous requests spelled out by the different unions, many do not fall to
be considered by the Bureau as they relate to Managements policy. However, the
Bureau transmitted the requests to Management during the consultative meetings for
follow-up actions and appropriate redress. Representations were also received from
the staff side for the introduction of a Bachelor in Education for primary school
teachers. On this issue, the Ministry has expressed its willingness to upgrade the
primary sector in line with its mandate for a quality education for all and would take
necessary steps at the right time.
22.21
Mauritius has achieved the goals of universal primary education and gender parity in
enrolment. Several primary schools have also been set up in isolated localities in line
with Governments policy to enable increased access to free education. However, it
has been reported that Educators are reluctant to be posted in these remote areas.
The Bureau is of the view that this issue should be dealt with administratively by the
Ministry of Education and Human Resources, Tertiary Education and Scientific
Research in order not to hinder the smooth running of these schools and deprive any
child from his/her right to education. We recommend accordingly.
22.22
The Bureau has carefully examined all the other requests of both Management and
the various unions. We are, in the ensuing paragraphs, coming up with appropriate
recommendations to bring redress, to the extent possible, to long outstanding issues
in the primary education sector.
Teacher/Senior Teacher
Educator (Primary)
22.23
All the unions of the Primary School Sector have made representations for the
alignment of salaries of the grades of Teacher/Senior Teacher (General Purpose),
Teacher/Senior Teacher (Oriental Language) (possessing the Teachers Diploma) to
that of Educator (Primary). It is important, in the first instance, to understand the root
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22.24
In 2003, the grades of Teacher/Senior Teacher and Teacher/Senior Teacher (Oriental

Languages) existed and were granted same salary scale. Incumbents in both grades
holding an Advanced Certificate in Education (ACE) were granted another salary
scale.
Provision was also made for those Teacher/Senior Teacher and
Teacher/Senior Teachers (Oriental Languages), who in addition to holding ACE also
possessed a Teachers Diploma (Primary), to move incrementally beyond top salary
up to a certain salary point in the Master Salary Scale with specific conditions.
22.25
In the context of the 2008 PRB Report, the Ministry had submitted that the system of
dispensing courses in the primary schools by teaching personnel recruited under two
distinct streams, i.e. General Purpose and Oriental Languages, was fraught with
weaknesses such as uneven workload between the two teaching categories and
limited flexibility for better utilisation of resources. At that point in time, all the staff
unions were agreeable with the Ministrys proposal to have a single establishment for
Teacher/Senior Teacher of both streams.
22.26
Therefore, appropriate recommendations were made by the Bureau for the creation
of a new grade of Educator (Primary) to be recruited from among Trainee Teachers
who have successfully completed the training course leading to a Teachers Diploma.
Teacher/Senior Teachers and Teachers/Senior Teachers (Oriental Languages), in
post as at 30 June 2008, would be allowed to join the newly created grade of Educator
(Primary). In this regard, the setting up of a committee under the chairmanship of the
Supervising Officer of the Ministry of Civil Service and Administrative Reforms
(MCSAR) and the Secretary of the Public Service Commission (PSC) was
recommended, to hold discussions with all stakeholders to facilitate the integration of
the Teacher/Senior Teachers and Teacher/Senior Teachers (Oriental Languages) in
the new grade of Educator (Primary).
22.27
However, the Ministry was faced with implementation problems and, therefore, the
recommendation for integration did not occur. This resulted into the primary sector
having three categories of Teachers, namely Teacher/Senior Teacher,
Teacher/Senior Teacher (Oriental Language) and Educator (Primary), all performing
similar duties but with different appellations.
22.28
Both Management and the Unions have submitted that this situation of having
teachers with different appellations is creating much frustration among incumbents in
the three grades and requested the Bureau to come up with an acceptable and
implementable recommendation on this issue. We are making appropriate
recommendations to this effect.
Recommendation 1
22.29
We recommend that the grades of Teacher/Senior Teacher, Teacher/Senior

Teacher (ACE) and Educator (Primary) be merged and restyled to Primary
School Educator. Appointment thereto, should be made from among Trainee
Primary School Educator formerly Trainee Educator (Primary) who have
successfully completed their training course leading to a Teachers Diploma.
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22.30
We also recommend that the Teacher/Senior Teachers (Oriental Languages)

and Teacher/Senior Teachers (Oriental Languages)(ACE), in post as at
30 June 2008, be restyled to Primary School Educator (Oriental Languages).
22.31
We further recommend that the grade of Primary School Educator (Oriental

Languages) be made evanescent.
22.32
Consequent to changes for the grades of Teacher/Senior Teacher and Educator

(Primary) as described above, necessary amendments should be brought, by
Management through the MCSAR, to relevant schemes of service for the cadre.
22.33
We are also making appropriate provision for those incumbents in the grades of
Primary School Educator formerly Teacher/Senior Teacher, Teacher/Senior Teacher
(ACE) and Educator (Primary) and Primary School Educator (Oriental Languages)
(Personal) formerly Teacher/Senior Teacher (Oriental Language) and
Teacher/Senior Teacher (Oriental Language) (ACE) who have successfully followed
the Diploma Course through insertion of a Qualification Bar in the relevant salary
scales.
Recommendation 2
22.34
We recommend that officers in the grades of Primary School Educator formerly

Teacher/Senior Teacher, Teacher/Senior Teacher (ACE) and Educator (Primary)
and Primary School Educator (Oriental Languages) (Personal) formerly
Teacher/Senior Teacher (Oriental Language) and Teacher/Senior Teacher
(Oriental Language) (ACE) possessing the Teachers Diploma (Primary) should
be allowed to move incrementally beyond the Qualification Bar inserted in the
salary scale.
Compensation for Diploma in Educational Management (DEM) to Teacher/Senior

Teachers
22.35
Prior to this Report, distinct salary scales were provided to the former grades of
Teacher/Senior Teacher; Teacher/Senior Teacher (ACE); Teacher/Senior Teacher
(Oriental Language); Teacher/Senior Teacher (ACE)(Oriental Languages); AND
Deputy Head Master; Deputy Head Teacher (Oriental Languages); Deputy Head
Master (CEM); Deputy Head Teacher (Oriental Languages) (CEM); Head Master; and
Head Master (ACEM). Transitional provisions in terms of additional increments were
also provided for different levels of the hierarchy to motivate them to acquire the DEM
qualification.
22.36
The Ministry has submitted that courses leading to the Advanced Certificate in
Education (ACE), Certificate in Educational Management (CEM) and the Advanced
Certificate in Education Management (ACEM) Course would no longer be run.
Henceforth, only the Diploma in Educational Management (DEM) would be run.
22.37
Management has also apprised the Bureau that the scheme of service for the post of
Head Master has finally been prescribed on 08 September 2015 wherein the DEM is
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a requirement for eligibility to compete for the post of Head Master. Since the DEM
qualification is now a requirement for promotion in the cadre, the transitional
provisions in terms of additional increments for all levels no longer hold and
should therefore lapse. The Bureau recommends accordingly.
Deputy Head Master/Deputy Head Teacher (Oriental Languages)
22.38
There are presently, distinct salary scales for the grades of Deputy Head Master;
Deputy Head Master (possessing CEM); Deputy Head Teacher (Oriental
Languages); and Deputy Head Teacher (Oriental Languages)(possessing CEM).
Since the CEM would no longer be run, transitional provisions for the obtention of
DEM were made in previous Reports as follows:
(i)
in the 2003 PRB Report, Deputy Head Teachers were required to follow the
CEM and a different salary scale was provided for those who have followed
the course;
(ii)
the EOC Report 2009 made transitional provisions for the replacement of
ACEM, CEM and ACE by DEM for all grades in the cadre. Specific provisions
for DHM and DHT (Oriental Languages) were also made; and
(iii)
these provisions were maintained in the 2013 PRB Report since the scheme
of service for the post of Head Master was not yet finalised.
22.39
There has been much outcry on this issue as the Unions claimed the fact that there
is no applicable recommendation to compensate DHMs/DHTs appointed as from
01 July 2008 for DEM, has resulted into differential treatment to officers within the
same grade. The case was discussed several times at the level of the MCSAR and
the High Powered Committee.
22.40
However, due to bad experiences of the past on similar issues, the Bureau has been
cautious in treading on the path of sectoral pay adjustments when a pay review has
already reached a long way towards publication. No proper action could be taken at
that point in time since the 2016 PRB Report was already underway. Nevertheless,
we have carefully considered this issue in arriving at the salary scale
recommended for the grade of Deputy Head Master and Deputy Head Teacher
(Oriental Languages).
22.41
A Qualification Bar (QB) has been inserted in the salary scale for the grades of Deputy
Head Master, Deputy Head Teacher (Oriental Languages) and Health and Physical
Education Instructor. Incumbents should possess the Diploma in Educational
Management (DEM) or Certificate in Educational Management (CEM) to proceed
incrementally beyond the Qualification Bar (QB) in the salary scale
recommended for the grade.
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Teaching Assistant
22.42
The Ministry has had recourse to the employment of persons outside the service for
the teaching of Asian Languages in order to alleviate the shortage of teaching staff in
primary schools since the years 1995/1996. On account of persistent shortage of
staff, a group of 29 Supply Teachers have been employed since 1995 and their
employment was renewed every successive year.
22.43
At its meeting dated 09 April 2010, the Cabinet took the decision to regularise the
situation of 29 Supply Teachers (Primary) (Oriental Languages) whose services have
been continuously enlisted for the last 15 years. In this specific context, the grade of
Teaching Assistant was created to absorb those 29 Supply Teachers (Primary).
22.44
During consultations for this review exercise, the Teaching Assistants made
representations to upgrade their salary as they are called upon to perform almost
similar duties as their counterparts in the former grades of Teacher/Senior Teacher
and Teacher/Senior Teacher (Oriental Languages) and have acquired long years of
experience. The Bureau carried out a fresh re-assessment exercise of the grade
based on the newly written Job Description Questionnaires and certified by their
immediate Supervisors and has found that there are justifications in the
representations made.
We are addressing the issue with a specific
recommendation.
Recommendation 3
22.45
We recommend that officers in the grade of Teaching Assistant in post as at

31 December 2015, be granted three additional increments on conversion,
subject to the top salary of the salary scale recommended for the grade.
22.46
We also recommend that the post of Teaching Assistant be made evanescent.
Zones dEducation Prioritaires (ZEP)

22.47
Presently, there are 30 schools classified as ZEP including 1 in Rodrigues and 2 in

Agalega. The teaching and non-teaching staff in these schools are paid a monthly
allowance in view of the extra effort put in for the education of the children.
Recommendation 4
22.48
We recommend that the monthly ZEP allowance payable to staff of ZEP schools
should be as hereunder:
Grade
Monthly ZEP
Allowance
(Rs)
Head Master
3810
Mentor
3580
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Grade
Deputy Head Master
Monthly ZEP
Allowance
(Rs)
3350
Deputy Head Teacher (Oriental Languages)

Primary School Educator
formerly Teacher/Senior Teacher
Teacher/Senior Teacher (ACE)
Educator (Primary)
3000
Primary School Educator (Oriental Languages)

(Personal)
formerly Teacher/Senior Teacher (Oriental
Languages)
Teacher/Senior Teacher (Oriental
Languages) (ACE)
Health and Physical Education Instructor
Teaching Assistant (Personal)
2100
School Clerk
1050
ICT Support Officer
1050
Ancillary Staff
765
Allowance to oversee Pre-Primary Schools

22.49
Head Masters are also required to oversee pre-primary schools operating under the
aegis of the Early Childhood Care and Education Authority which are found on the
premises of primary schools against payment of a monthly allowance. The quantum
of the monthly allowance which was substantially revised by the EOAC Report 2013
is being maintained.
Recommendation 5
22.50
We recommend the continued payment of a monthly allowance of Rs 2000 to

Head Masters who are required to oversee pre-primary schools which are on
the premises of Government Primary Schools.
Bibliobus Project
22.51
The objective of the Bibliobus project is to bring library services to pupils of schools
in regions where no library services are available. Incumbents performing duties of
Animateur in the Bibliobus are being paid a monthly allowance of Rs 1200 which is
being maintained.
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Recommendation 6
22.52
We recommend that incumbents in the grade of Primary School Educator

formerly Teacher/Senior Teacher, Teacher/Senior Teacher (ACE) and Educator
(Primary) performing duties of Animateur in Bibliobus be paid a monthly
Risk Allowance
22.53
The Unions have represented that there are officers of the teaching personnel who
are posted in various prisons to dispense teaching classes to detainees in line with
the prevailing school curriculum. This arrangement plays a crucial role in the
rehabilitation and social re-integration of detainees. A case was made for the
payment of Risk Allowance to these officers as they operate in a different work
environment.
22.54
The Bureau usually takes into account the element of risk inherent in the job in arriving
at the recommended salary of a grade. However, in a few cases, an additional
allowance is granted to certain categories of employees where there are strong
justifications that they are exposed to relatively higher than normal risks by virtue of
their postings.
22.55
Teaching personnel posted in the Prisons Department are required to work in same
environment as Prisons Officers who have been granted a Risk Allowance. After
careful consideration, the Bureau has concluded that there is merit in the demand for
the grant of a Risk Allowance on account of the direct/close contact the teaching staff
has with detainees of the Prisons Department.
Recommendation 7
22.56
We recommend the payment of a monthly Risk Allowance equivalent to

1 increments at the initial of the relevant salary scale to Primary School
Educators formerly Teacher/Senior Teacher, Teacher/Senior Teacher (ACE)
and Educator (Primary); Primary School Educators (Oriental Languages)
(Personal) formerly Teacher/Senior Teacher (Oriental Languages) and
Teacher/Senior Teacher (Oriental Languages) (ACE); and Deputy Head Master
and Deputy Head Teacher (Oriental Languages) who are posted in the Prisons
Department for teaching duties.
Refund of travelling by bus to Trainee Educators (Primary)

22.57
In our last Report, provision was made for the refund of travelling to Trainee
Educators (Primary) to be in line with that existing for Trainees in other sectors. This
Recommendation 8
22.58
We recommend that Trainee Primary School Educators formerly Trainee

Educators (Primary) should be refunded travelling expenses incurred by bus
from residence to the place of work/training and back.
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Special Education Needs (SEN) Sector

22.59
The Special Education Needs (SEN) Sector has the priority task and responsibility of
evolving a national policy and strategic plan regarding inclusion and special education
needs. It provides education to school-going age children with learning difficulties
and disabilities. The SEN sector envisions to enable children with special needs to
develop fully their potential so that they can contribute to their own development,
welfare and that of the country.
22.60
The prevocational and second chance programme will be extended to the SEN sector
and new schemes will be introduced to facilitate access to learners with disabilities in
the tertiary institutions.
22.61
The sector also caters for education of children in penal institutions, probation hostels,
rehabilitation centres and shelters for women. Four new Special Education Needs
Resources Centres will be operational soon on R. Gujadhur, Moka, Alle Brillant and
Rivire des Anguilles Government Schools respectively to ensure that learning
opportunities are accessible to all students with disabilities.
Allowance Special Education Needs

22.62
Incumbents in the grades of Primary School Educators formerly Teacher/Senior

Teacher, Teacher/Senior Teacher (ACE) and Educator (Primary); Deputy Head
Master and Deputy Head Teacher (Oriental Languages) on secondment to
specialised schools, penal institutions, probation hostels, rehabilitation centres and
shelters for women are paid a monthly allowance to teach all subjects as in the
mainstream,. The allowance is being maintained.
Recommendation 9
22.63
We recommend the payment of a monthly allowance of Rs 3255 to incumbents

in the grades of Primary School Educators formerly Teacher/Senior Teacher,
Teacher/Senior Teacher (ACE) and Educator (Primary); Deputy Head Master
and Deputy Head Teacher (Oriental Languages) on secondment to serve at the
Specialised Schools, Penal Institutions, Probation Hostels, Rehabilitation
Centres and Shelters for Women.
22.64
We also recommend that incumbents in the grades of Primary School Educator

formerly Teacher/Senior Teacher, Teacher/Senior Teacher (ACE) and Educator
(Primary) and Primary School Educator (Oriental Languages) (Personal)
formerly Teacher/Senior Teacher (Oriental Languages) and Teacher/Senior
Teacher (Oriental Languages) (ACE) who have successfully completed the
appropriate training courses and are presently seconded for duty to serve in
the SEN schools should also be considered for appointment to the grade of
Educator (SEN). The allowance payable to Primary School Educators and
Primary School Educators (Oriental Languages) (Personal), on secondment at
the specialised schools, should be integrated into the new salary on
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conversion following the appointment of incumbents to the grade of Educator

(SEN) and should then lapse.
Recommendation 10
22.65
We recommend that Educators (SEN) possessing the Diploma (Special

Education Needs) who are subsequently appointed to the grade of Deputy
Head, Specialised Schools or Head, Specialised Schools should draw salary in
the scale as hereunder:
06 054 074 Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 45375
Deputy Head, Specialised Schools
06 061 077 Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950
Head, Specialised Schools
22.66
Management has submitted that, in line with the vision of the Special Education
Needs (SEN) Sector that no child is left behind on account of his/her disability, various
Integrated Units have been set up in the mainstream primary schools around the
island with a view to reaching out to children with special education needs who usually
have to travel long distances. There are, at present, 14 such Integrated Units.
22.67
Given that the Integrated Unit is found on the premise of a Government School, the
Head Master should oversee the overall management of the Unit and act as a link
between officers of the Inspectorate (Specialised Schools), the teaching personnel
and the Ministry. This element has been taken into consideration in arriving at
the salary recommended for the grade.
ICT Support Officer

22.68
At present, ICT Support Officers are posted in all primary schools mainly to provide
support to teachers and pupils in the use of ICT resources and provide user support
for standard hardware, software and network. They are also required, as per their
scheme of service, to teach ICT, as and when required.
22.69
During consultations, union members have strongly demanded, among others, to

review the duties and salary scale of the grade of ICT Support Officer and to sponsor
incumbents to follow a Diploma course relevant to their duties. Management, on the
other hand, apprised that in the context of the implementation of the Nine Year
Schooling Project and Modular Assessment Mechanism, ICT Skills would be taught
as a non-core subject up to Grade 6. In this respect, the ICT Support Officers would
be required to teach ICT skills for most of the time. In the same breath, incumbents
would be sponsored to follow a certificate course in Pedagogy, given that teaching
would be among their core duties.
22.70
In the above context, Management submitted a proposed amended scheme whereby

it was observed that 75% of the duties are related to teaching and the rest to ICT
support. Against this background, the Bureau considers that the current appellation
may not be appropriate as same would not be in consonance with the revamped
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duties of the grade. In addition, we have taken into account the new responsibilities
which would devolve on incumbents before arriving at the recommended revised
salary.
Recommendation 11
22.71
We recommend that the Ministry of Education and Human Resources, Tertiary

Education and Scientific Research should consider the advisability of:
(i) reviewing the appellation of the grade of ICT Support Officer to an
appropriate one which would be in consonance with its new duties; and
(ii) mounting an appropriate certificate course in Pedagogy for ICT Support
Officers, in collaboration with the Mauritius Institute of Education.
SECONDARY SCHOOL SECTOR
22.72
The Secondary Education Sector caters for the education of students aged between
11 and 20 years. The core activities of this sector are carried out by incumbents in
two distinct streams: academic and administrative. The academic stream comprises
Educator (Secondary), Senior Educator (Secondary), Deputy Rector and Rector
whereas the administrative stream comprises Administrator (Education), Assistant
Director, Director and Chief Technical Officer.
22.73
As at date, there are 178 secondary schools catering for some 125,000 students, out
of which 59 provide only academic education, one for prevocational education and
the remaining 118 cater for both academic and prevocational education. A Rector is
responsible for the overall management of a State Secondary School. He is assisted
by a Deputy Rector and supported by a School Superintendent/Usher, an Assistant
School Superintendent and a School Clerk. Teaching in the mainstream is carried
out by Educators (Secondary) and Senior Educators, and in the prevocational stream
by Educators (Prevocational).
22.74
Admission to the academic stream of secondary education is open to pupils who have
obtained the Certificate of Primary Education (CPE) and the last cohort of pupils in
primary schools to sit for the CPE Examinations will be in 2016.With the introduction
of Nine Year Schooling as from January 2018, pupils will be admitted in secondary
schools upon completion of the Primary School Achievement Certificate Assessment,
which will be introduced in 2017, and it is also expected that the prevocational stream
will phase out gradually.
22.75
In the context of this review exercise, requests have been received for the review of
the allowances as well as number of teaching periods, creation of grades, provision
of appropriate training, review of roles and responsibilities of incumbent in certain
grades and upgrading of salaries at the different levels. After in-depth examination of
all the proposals, both Management and the staff side were apprised on issues that
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could not be retained and those that need to be analyzed further. On the basis of our
analysis, we are making appropriate recommendations.
Educator (Secondary), Educator (Secondary) (Physical Education) and Educator
(Secondary) (Prevocational)
22.76
In the 2008 PRB Report, the Bureau recommended that as from 01 July 2012, an
Educators Licence should be a requirement for the post of Educator (Secondary) and
subsequently as from a date after 2010 to be decided by the Ministry of Education
and Human Resources, Tertiary Education and Scientific Research, a Post Graduate
Certificate in education (PGCE) or its equivalent would also be a requirement.
However in the 2013 PRB report, due to dearth of candidates holding those
qualifications the new requirements were deferred for a future date to be decided by
the then Ministry of Education and Human Resources.
22.77
The staff side has submitted that the requirements of the Educators Licence and Post
Graduate Certificate in Education (PGCE) or its equivalent, should no longer be
deferred whilst the Management side has apprised the Bureau that there is still a
shortage of graduates holding these qualifications, particularly in fields which are
scarce, given that relevant courses are not being run by the Mauritius Institute of
Education in all subjects.
22.78
On this account and to ensure the delivery of quality education by well qualified
personnel, the Management side has now proposed that Educator (Secondary),
Educator (Secondary) (Physical Education) and Educator (Secondary)
(Prevocational), recruited in a temporary capacity be, in future, appointed in a
substantive capacity only upon successful completion of a one-year course leading
to an Educators Licence to be provided by the Ministry. In addition, Management
has also submitted that with a view to ensuring continuous professional development
of Educator (Secondary), Educator (Secondary) (Physical Education) and Educator
(Secondary) (Prevocational) already in post, the latter should continue to attend
training courses, during school vacation. The Bureau has analysed these issues and
concurs with the proposals of the Ministry.
Recommendation 12
22.79
We recommend that, in future, the Ministry of Education and Human

Resources, Tertiary Education and Scientific Research should ensure that
Educator (Secondary), Educator (Secondary) (Physical Education) and
Educator (Secondary) (Prevocational) recruited in a temporary capacity be
appointed in a substantive capacity only upon successful completion of a one
year course leading to an Educators Licence to be provided by the Ministry.
Furthermore, the modules taken in the one year training course shall be banked
towards a PGCE to be completed within a period of five years.
22.80
We further recommend that Educator (Secondary), Educator (Secondary)

(Physical Education) and Educator (Secondary) (Prevocational) should
continue to be required, to prepare scheme and weekly plan of work in respect
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of subjects taught; conduct examinations and mark scripts; attend training

courses during school vacation; carry out continuous assessment, conduct
extension classes, take charge of laboratories, workshops or specialised
rooms; organise and participate in extra curricular activities; assist the school
administration in attending to problems of discipline (including students
absenteeism), parents queries and qualms; ensure the overall development of
students intellectual, emotional and moral; and maintain discipline inside the
classroom and within school premises.
22.81
Among the various requests submitted to the Bureau, the staff side has submitted
that the number of periods assigned to Educators be reduced along with inclusion of
the activity periods in the total number of teaching periods with a view to enabling
them to better perform their tasks. Upon submissions by Management, the staff side
was apprised that Management was agreeable for the inclusion of activity periods in
the total number of teaching periods, with effect from January 2016 provided a proper
programme be submitted. Based on the above and taking into consideration
Management commitment during meetings at the Bureau, we are making appropriate
recommendation.
Recommendation 13
22.82
We recommend that Educators (Secondary) should teach for approximately

1190 Minutes in a week, one or more subjects relating to their academic
qualifications.
22.83
The 2013 PRB Report made provision for Educator (Secondary), Educator
(Secondary) (Physical Education) and Educator (Secondary) (Prevocational)
possessing a post A Level Diploma or a post Cambridge School Certificate Degree
and drawing salary which is less than Rs 23675 to join the recommended salary scale
at salary point Rs 23675 on obtention of the qualifications required to cross the QB.
We are maintaining the provision.
Recommendation 14
22.84
We recommend that Educator (Secondary), Educator (Secondary) (Physical

Education) and Educator (Secondary) (Prevocational) possessing a post A
Level Diploma or a post Cambridge School Certificate Degree and drawing
salary which is less than Rs 25525 should, on obtention of the qualifications
required to cross the QB, be allowed to join the recommended salary scale at
salary point Rs 25525.
22.85
At present incumbents in the grades of Educator (Secondary) and Educator

(Secondary) (Prevocational) satisfying the requirements to cross the QB are, on
reaching the top salary point of Rs 52775, allowed to move incrementally in the
master salary scale up to salary point Rs 57275 subject to certain conditions being
met. We are maintaining the recommendation whilst updating the salary points.
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Recommendation 15
22.86
The Bureau recommends that incumbents in the grades of Educator

(Secondary), Educator (Secondary) (Physical Education) and Educator
(Secondary) (Prevocational) satisfying the requirements to cross the QB
should, on reaching the top salary point of Rs 56450, be allowed to move
incrementally in the master salary scale up to salary point Rs 61325 provided
they:
(i)
(ii)
have been consistently efficient and effective in their performance

during the preceding year; and
(iii)
Rector
22.87
The Bureau has recommended in its 2008 Report that with effect from 01 July 2013,
the Diploma in Management or Educational Management should also be a
requirement for Deputy Rectors and Administrators (Secondary) for appointment to
the grade of Rector. In the last report though both the Ministry and the staff side were
agreeable to the proposed change in qualifications requirement, request was,
however, made for a longer transition period so as to allow concerned officers to
acquire the new qualifications. The management side has submitted that discussion
has been started with the staff side for the implementation of the new qualifications
requirement.
22.88
In the light of the foregoing, the Bureau maintains its recommendation for the
Diploma in Management or Educational Management to be a requirement for
appointment to the grade of Rector as from a date to be determined by the
Ministry.
Deputy Rector
22.89
According to the present scheme of service of the grade, Deputy Rectors are required
to teach classes as directed by the Rector. Both Management and the staff side have
expressed serious concerns on this practice given that as subject teacher, the Deputy
Rector is required to report to the Educator (Secondary) who is assigned the duties
of Head of Department whilst at the same time he is the supervisor of the school when
he is in this position in the hierarchy. Requests have, therefore, been made to waive
teaching duties from the scheme of service of the grade with a view to address the
problem of reporting line and to enable Deputy Rectors to assist the Rectors
particularly in the maintenance of discipline. We consider that there is merit in the
proposal and recommend accordingly.
Recommendation 16
22.90
We recommend that the scheme of service of the grade of Deputy Rector be

amended such that incumbents in the grade are no longer assigned any
teaching responsibility.
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Head of Department
22.91
Educators (Secondary) who are assigned the duties of Head of Department on the
basis of seniority are required to teach subjects of specialisation for a maximum of
25 periods weekly against the payment of a monthly allowance of Rs 2000. In the
context of this review exercise the staff side has requested that the quantum of the
allowance be increased substantially and the number of teaching periods assigned
to Heads of Department be reduced.
22.92
The Management side opined that Heads of Department have to play a major role in
the monitoring of teaching and learning at the level of their subject with a view to
ensuring improved learning outcomes and better student performance. However, it
has also been pointed out that in most cases Heads of Department focus solely on
duties of an administrative nature relating mainly to the setting of examination papers
and marking of scripts; prescribing textbooks; taking charge of specialized rooms,
materials and equipment; and working out allocation of classes.
22.93
Management has, therefore, proposed that Head of Department be tasked with

monitoring the implementation of the curriculum, classroom pedagogy and
assessments; advising members of their department on appropriate teaching
methods; mentoring of newly recruited Educators; conduct performance audit on the
basis of assessment results; planning, implementing and monitoring strategies for
improvement; organising co-curricular activities; and advising Rectors on school
based training for Educators and other staff in the Department, and the quantum of
the allowance be revised taking into consideration the new responsibilities devolving
upon the Management.
22.94
An in-depth study of the submissions of all parties concerned has revealed that there
has been no proper assessment of functions devolving upon Heads of Department
and the increase in the quantum of the Allowance is not justified. The Bureau has reevaluated the work of Head of Department and considers that with the additional
tasks mentioned above the quantum of the allowance, paid to Educators assigned
the duties of Head of Department is appropriate. In the light of the foregoing, the
Bureau is making appropriate recommendation.
Recommendation 17
22.95
We recommend that Educators (Secondary) assigned the duties of Head of

Department on the basis of seniority should continue to teach subjects of
specialisation for approximately 840 minutes weekly against the payment of a
This recommendation for Educators
(Secondary) assigned the duties of Head of Department has been taken into
consideration all the tasks listed at paragraph 23.93 above.
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Allowance
22.96
Educators (Secondary), not possessing the qualifications required to cross QB, and
who are called upon to teach sixth form subjects in scarcity areas for at least 8 periods
weekly are presently being paid a monthly allowance of Rs 2250. We are revising this
allowance
Recommendation 18
22.97
The Bureau recommends that the monthly allowance payable to Educators

(Secondary), not possessing the qualifications required to cross the QB and
who are called upon to teach sixth form subjects in scarcity areas for at least
eight periods weekly, should be revised to Rs 2360 monthly. On obtention of
the qualification required to cross the QB, Educators (Secondary), would be
eligible to salary point arrived at after adding the allowance to the basic salary
or to draw the higher salary point where the sum thus obtained is between two
salary points and would draw the new determined salary or Rs 25525 whichever
is the higher.
Educator (Secondary) (Pre Vocational)

22.98
Following the endorsement of the White Paper on education in 1997 by Government,

the then Ministry of Education and Human Resources started to run the Lower
Secondary School Project in January 1998 and at the initial stage, amongst others,
Teachers/Senior Teachers and Deputy Head Teachers who possessed a degree or
diploma were attached to those schools. Thereafter some 57 posts of Education
Officer (Pre Vocational) were created on the establishment of the then Ministry of
Education and Human Resources in 2003 to accommodate 42 Primary School
Graduates and 15 Degree holders of the Technical School Management Trust Fund.
The scheme of service of the grade with a first intake note was prescribed on 14 June
2005.
22.99
Representation has been received from the staff side to recognise the 10 years of
experience acquired by Teachers/ Senior Teachers from 1998 to January 2008 during
their secondment as Educator (Secondary) (Prevocational) and to bring appropriate
adjustment in the salary of officers concerned. It has also been contended by officers
concerned that they have been worsened off vis-a-vis their former colleagues in the
Primary Sector who have already been promoted to higher positions.
22.100 Management has submitted that the payment of an allowance as well as the salary
in the scale of Teacher/Senior Teacher until the appointment of officers concerned in
the post of Educator (Secondary) (Prevocational) might be an issue for consideration.
22.101 Considering the fact that Teachers/ Senior Teachers have played a crucial role in
implementing a national policy taken by government at that point in time; foregone
their chance of being promoted to higher position; and their appointment have been
delayed due to certain problems beyond the control of the Ministry, the Bureau is
making appropriate recommendation.
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Recommendation 19
22.102 The Bureau recommends that incumbents in the grade of Teacher/ Senior
Teacher who have served the prevocational sector from 1998 to 2008 prior to
their appointment as Educator (Secondary) (Prevocational) in 2008 should
exceptionally be granted with effect from 01 January 2016, in addition to their
normal yearly increment, two additional increments on conversion, subject to
the top salary recommended for the grade of Educator (Secondary)
(Prevocational).
Officer-in-Charge Allowance
22.103 Presently the most senior Educator (Secondary) (Prevocational) who is designated
as Officer-in-Charge in each of the four State Secondary Schools (Vocational) is paid
a monthly allowance equivalent to three increments at the salary point reached. We
Recommendation 20
22.104 We recommend that the most senior Educators (Secondary) (Prevocational)
assigned duties of Officer-in-Charge in State Secondary School (Vocational)
should continue to be paid a monthly-non pensionable allowance equivalent to
three increments at the salary point reached.
Health and Welfare Division
Director, Health and Wellness formerly Director, Health and Welfare
Assistant Director, Health and Wellness formerly Assistant Director, Health and
Welfare
22.105 Following Management request for a dedicated structure to coordinate and implement
health promotion programmes in the primary and secondary education sector, the
EOAC Report 2013 recommended the setting up of a Health and Welfare Division in
the then Ministry of Education and HR along with the creation of the grades of
Director, Health and Welfare and Assistant Director, Health and Welfare. The grades
have been thereafter restyled, by the Ministry of Education and Human Resources,
Tertiary Education and Scientific Research, to Director, Health and Wellness and
Assistant Director, Health and Wellness in the Civil Establishment Order and
submitted to the Bureau through the MCSAR for salary grading in view of certain
changes brought in the schemes of service.
22.106 The proposed scheme of service of the grade of Director, Health and Wellness has,
upon assessment, revealed that the qualification requirements as well as the duties
and responsibilities of the grade do not commensurate with the salary granted in the
EOAC Report 2013. In view thereof, the Ministry of Education and Human, Tertiary
Education and Scientific Research was requested to review the schemes of both
grades mentioned above and to submit same to the Bureau for inclusion in this
Report. The Ministry has subscribed to the request and we are making appropriate
recommendation.
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Recommendation 21
22.107 The Bureau recommends that:
(a)
appointment to the grade of Assistant Director, Health and Wellness be

made by selection from among candidates who are Registered as
Medical Practitioner in accordance with legislation in force in Mauritius,
reckoning at least seven years experience relevant to the most common
problems affecting/likely to affect the health of school children and who
are computer literate and possess any one of the qualifications listed
below:
(i)
Diploma in Public Health;
(ii)
MSc in Community Medicine
(iii)
Master in Public Health;
(iv)
Diplomeen sant publique issued jointly by the Mauritius

Institute of Health and the University of Bordeaux II
Or
Equivalent qualifications to (i), (ii), (iii) and (iv) above
acceptable to the Public Service Commission
(b)
appointment to the grade of Director, Health and Wellness be made by

selection from Assistant Director, Health and Wellness reckoning three
years service in a substantive capacity; and candidates who are
Registered as Medical Practitioner in accordance with legislation in
force in Mauritius, reckoning at least 10 years experience relevant to the
most common problems affecting/ likely to affect the health of school
children and who are computer literate and possess any one of the
qualifications listed below:
(i)
Diploma in Public Health;
(ii)
MSc in Community Medicine
(iii)
Master in Public Health;
(iv)
Diplomeen sant publique issued jointly by the Mauritius

Institute of Health and the University of Bordeaux II
Or
Equivalent qualifications to (i), (ii), (iii) and (iv) above
acceptable to the Public Service Commission.
Senior Educational Social Worker (New Grade)

22.108 Recruitment to the grade of Educational Social Worker started in 2006 and as at date
there are 14 incumbents in post. In the context of this report both Management and
staff side have submitted that there is need for the creation of a level to coordinate
and supervise the activities conducted by Educational Social Workers in schools,
home visits and networking services.
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22.109 Management has also submitted that with changes in the social landscape in the
country, the number of cases and activities incumbent on officers in this grade have
considerably increased. In addition with compulsory education up to the age of
16 years, Educational Social Workers have to empower/ encourage parents to
shoulder their responsibilities of sending their children to school so as to comply with
the Education Act and to reduce absenteeism and drop-outs among students. The
Bureau has analysed the issue and taking into consideration the current
establishment size of the grade as well as its national importance, is making
appropriate recommendation.
Recommendation 22
22.110 We recommend the creation of a grade of Senior Educational Social Worker on
the establishment of the Ministry of Education and Human Resources, Tertiary
Education and Scientific Research. Appointment thereto should be by
promotion, on the basis of experience and merit, of incumbents in the grade of
Educational Social Worker reckoning at least four years service in a
22.111 Incumbent would be responsible for, inter alia, planning, supervising, coordinating
and monitoring the work of Educational Social Workers; implementing, monitoring
and supervising of programmes and projects; training of new recruits in the grade of
Educational Social Worker; ensuring that support and advice are provided to children
and families at risk of social exclusion; preparing and submitting reports; and ensuring
that sensitisation/awareness programmes with children and parents are implemented
in the pre-primary, primary and secondary schools, special schools and other
institutions.
Educational Social Worker Cadre
Risk Allowance
22.112 Educational Social Workers who, are by nature of their work, exposed to very risky
situations/environment where alcohol, prostitution and drug trafficking prevail, are
entitled to the payment of a risk allowance. The Bureau is maintaining the payment
of this allowance.
Recommendation 23
22.113 We recommend that incumbents in the Educational Social Worker cadre, who,
by the nature of their work, are exposed to very risky situations/ environment,
be paid a monthly risk allowance equivalent to one and a half increments at the
initial of their salary scale.
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LIBRARY SERVICES
22.114 The Library Services aim at providing an efficient and effective Government Library
Services which meet the needs of users. Library Services in the education sector act
as a support in school curriculum by encouraging students to read and also by
strengthening their reading and thinking skills.
22.115 In the public sector, library facilities are provided in primary/secondary school
libraries, public libraries, mobile library, documentation units of Ministries and
departmental libraries.
22.116 Presently, Library Services are offered by officers in the grades of Head, Library
Cadre, Senior Librarian, Librarian, Senior Library Officer, Library Officer, Senior
Library Clerk, Library Clerk and Library Attendant.
22.117 In the context of this Report, staff associations have requested for creation of grades,
merging of certain grades, restyling of a few ones, and provision of relevant training
facilities. We have examined the representations and consider that the present
structure is appropriate to enable the Library Services to be delivered efficiently and
effectively. However, we are allowing the Library Officers to move beyond their top
salary as a form of compensation for their experience and contribution.
Movement for Library Officer
Recommendation 24
22.118 We recommend that Library Officers, who have drawn their top salary for a year,
should be allowed to proceed incrementally in the salary scale of the grade of
Senior Library Officer, up to the salary point of Rs 46900 provided they:
(i)

preceding year; and
(ii)
22.119 This recommendation should:

(i)
(ii)
be applicable only for Library Officers of the Ministry of Education and

Human Resources, Tertiary Education and Scientific Research; and
not preclude Library Officers from being promoted to the grade of
Senior Library Officer before they have reached the top of their salary
scale or on vacancy arising in the latter grade.
22.120 We further recommend that Library Officers should perform the duties and
assume the responsibilities of the grade of Senior Library Officer, upon moving
in the higher salary scale.
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Public Libraries
22.121 Library Officers, Library Clerks and Library Attendants who are posted in public
libraries are presently paid a monthly allowance for working beyond normal working
hours. We are maintaining this provision.
Recommendation 25
22.122 We recommend that incumbents in the grades of Library Officer, Library Clerk
and Library Attendant/Senior Library Attendant formerly Library Attendant be
paid a monthly allowance, equivalent to one increment at the salary point
reached in their respective salary scale, for working at odd hours in public
libraries.
ADMINISTRATIVE SUPPORT UNIT
Assistant School Superintendent
22.123 Assistant School Superintendents and School Superintendents provide
administrative support to Rectors in state secondary schools while in primary schools,
Headmasters are provided administrative support by incumbents in the grade of
School Clerk.
22.124 Representations have been received that appointment to the grade of Assistant
School Superintendent should be made by selection from School Clerks only.
Presently, appointment to the grade of Assistant School Superintendent is made by
selection from School Clerks reckoning at least four years experience in a
substantive capacity and from outside candidates possessing the Cambridge School
Certificate, Higher School Certificate together with a Certificate in IT. It has been
argued that candidates who have not served as School Clerks are not acquainted
with the array and scope of duties that need to be performed according to the scheme
of service. This may impede the smooth running of the Administrative Support Unit.
On the other hand, School Clerks know the school environment and are well versed
with the nature of these duties.
22.125 After having closely examined the case made, the Bureau subscribes to the view
expressed and recommends accordingly.
Recommendation 26
22.126 We recommend that, henceforth, appointment to the grade of Assistant School
Superintendent should be made by selection from among School Clerks
reckoning at least four years service in a substantive capacity in the grade.
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School Management Course

22.127 In the 2008 PRB Report we had recommended that the Ministry, in collaboration with
the Mauritius Institute of Education, mounts a work related course in School
management for School Superintendents and upon successful completion of same,
incumbents would be allowed to move beyond the QB inserted in the salary scale. In
the EOAC Report the QB was waived and the course in question was not even
mounted. During the consultative meetings, emphasis was laid on the pressing need
to mount the course so as to better equip the officers to deliver in accordance with
their scheme of service. On their part, Assistant School Superintendents have also
described the importance of such a course, requesting that the course be extended
to them as well. Considering that acceding to the request would result in the
betterment of the service, we are making appropriate recommendation.
Recommendation 27
22.128 We recommend that the Ministry of Education and Human Resources, Tertiary
Education and Scientific Research, in collaboration with relevant authorities,
mounts a work related certificate course in School Management for School
Superintendents and Assistant School Superintendents.
School
Superintendents who have successfully completed the course would be
allowed to move beyond the QB which has been reinserted in their salary scale.
22.129 We also recommend that School Superintendents who have already crossed
the QB should draw that salary on a personal basis.
22.130 We further recommend that:
(i)
(ii)
School Superintendents who have successfully completed the course

and who on reaching compulsory retirement age have not reached the top
salary, should be granted an additional increment for the computation of
their pensionable emoluments.
Assistant School Superintendents who have successfully completed the
course and have reached compulsory retirement age should be granted
an additional increment for the computation of their pensionable
emoluments.
E-Government Unit
22.131 At present, the E-Government Unit comprises a four-level structure, with the Manager
(ICT) at the apex. In the context of this Report, Management has requested for the
creation of a Directorate where incumbents would be responsible to lead the policy
visioning of e-Education. As regards representations from union members, they were
mostly geared towards an upgrading of salary and provision of a better career path.
22.132 After an in-depth analysis, the Bureau considers that the creation of a Directorate at
the E-Government Unit would not be appropriate and judicious. At present, all IT
needs, including the formulation of policies at strategic level, are the responsibility of
the Ministry of Technology, Communication and Innovation. Management may
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therefore seek the expert advice and help of the latter to boost IT in the education
sector. We have in this Report recommended many strategic changes to be brought
at the level of the Ministry of Technology, Communication and Innovation to reinforce
its structure to better respond to the IT needs of Ministries and Departments.
Moreover, the Ministry may consider the advisability of upgrading the duties as well
as the qualification requirements of the grade of Manager (ICT) so that the latter
would also assume duties at strategic level.
22.133 In addition, further to several requests received from various quarters for the creation
of departmental IT grades, the Bureau has provided for another mechanism to
address these issues. We have recommended at paragraph 19.10 of this Report for
the setting up of a Standing Committee which will have the responsibility of examining
such requests and coming up with a general policy on the restructuring of IT units.
Assistant Manager (ICT)
22.134 At present, the qualification requirements of the grade of Assistant Manager (ICT) in
the field of Software and Maintenance of Hardware are a degree in Computer Science
and Engineering or an equivalent qualification, along with at least three years post
qualification experience in systems engineering (Software and Hardware). The
Bureau views that given that ICT Technicians operate in this field and possess the
relevant experience, the grade of Assistant Manager (ICT), as far as software and
maintenance of hardware is concerned, may be opened to them, whilst maintaining
the existing mode of appointment to the grade of Assistant Manager (ICT) for ICT
Projects. We are making an appropriate recommendation to that effect.
Recommendation 28
22.135 We recommend that, Management considers the advisability of allowing entry
to the grade of Assistant Manager (ICT) in the field of software and maintenance
of hardware to officers of the ICT Technician cadre, possessing the prescribed
academic qualifications and at least three years post qualification experience
in Systems Engineering or in a relevant field.
22.136 The EOAC created the grade of Principal ICT Technician as an avenue of promotion
for ICT Technician/Senior ICT Technicians. Further to the re-evaluation of the grade
in the context of this Report, the Bureau observed that the salary recommended by
the EOAC is not in consonance with the duties and responsibilities devolving upon
incumbents. We have, therefore, reviewed the salary of the grade.
Senior Inspector of Works (New Grade)
22.137 Presently incumbents in the grade of Assistant Inspector of Works and Inspector of
Works report to the Technical Officers or other senior officers of the Ministry. It has
been represented by Unions that there is need for a supervisory level and a dedicated
grade to act as a liaison officer between officers in the grade of Inspector of Works
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and the technical staff. In order to ensure work efficiency and proper coordination,
we are making appropriate recommendation to this effect.
Recommendation 29
22.138 We recommend the creation of a grade of Senior Inspector of Works.
Appointment to the grade should be made by promotion, on the basis of
experience and merit, of officers in the grade of Inspector of Works reckoning
at least three years service in a substantive capacity in the grade.
22.139 Incumbent would be required, inter alia, to supervise and coordinate the work of
officers in the Inspectorate cadre and other staff working under his responsibility;
monitor progress of work in respect of the Ministrys minor projects and to take followup action, as and when required; and ensure that all requests for minor works,
maintenance/repair/renovation works are executed diligently.
SPECIFIC CONDITIONS (EDUCATION)
Vacation Leave
22.140 This section should be read along with the Chapter on Leave in Volume 1 of the 2016
PRB Report.
22.141 The provisions of vacation leave for teaching personnel of the primary and secondary
schools are different from those in other sectors of the public sector in view of the
specificities of the Education sector. The present vacation leave provisions for
teaching personnel are as hereunder:
(a)
subject to the exigencies of the service, a maximum of up to 19 days vacation

leave is granted during term time;
(b)
officers who do not take advantage of the annual vacation leave entitlement
during term time in a calendar year are allowed to accumulate up to the normal
ceiling and 50% of any leave not taken beyond the ceiling may be accumulated
over and above the normal leave ceiling. Such leave may be taken as leave
prior to retirement. If the services of the officer are required during the leave
prior to retirement, they are refunded the accumulated vacation leave at the
rate of 1/30 of the last monthly salary per day at the time of retirement;
(c)
specific provisions were made for officers who had already exceeded half the
normal maximum accumulated vacation leave entitlement as at 01 January
2013 to allow them to retain same on a personal basis. Such leave may be
taken as leave prior to retirement. If the services of those officers are required
during the leave prior to retirement, they are refunded the accumulated
vacation leave at the rate of 1/30 of the last monthly salary per day at the time
of retirement; and
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(d)

notwithstanding provision at sub paragraph (a) above, vacation leave

exceeding 19 days during term time is granted, subject to the exigencies of
the service, to officers for:
(i)
medical treatment overseas for self or to accompany an immediate

member of the family for treatment abroad when such treatment cannot
be dispensed locally;
(ii)
convalescence purposes following depletion of the officers sick leave

accumulated in bank;
(iii)
immediately after maternity leave entitlement;
(iv)
attending to the graduation ceremony of an immediate member of the

family abroad;
(v)
the wedding of the officer or the officers children;
(vi)
proceeding on pre-retirement leave; and
(vii)
any other case, once in the officers career.
22.142 The grant of vacation leave in excess of the normal 19 days during term time to
officers, subject to the exigencies of service under criteria any other case should be:
(i)
once for officers reckoning less than 20 years service; and
(ii)
not more than twice for those reckoning over 20 years service inclusive of (i).
22.143 Vacation leave is granted only for reasons specified at part (d) of paragraph 22.141
above during third term.
22.144 Employees joining the teaching profession as from 01 July 2008 are eligible to
vacation leave during term time only in the circumstances described at paragraph
22.141(d).
22.145 All the above provisions for the grant of vacation leave are still valid and are,
therefore, maintained in this Report.
22.146 The term immediate member of the family, for the purpose of sub paragraphs
22.141 (d)(i) and (d)(iv) is deemed to mean the officers father, mother, brother,
sister, spouse and children.
22.147 For the purpose of this section on SPECIFIC CONDITIONS (EDUCATION), the term
teaching personnel is deemed to read officers in the following grades:
(i)
Pay Review 2016
Primary School Educator formerly Teacher/Senior Teacher, Teacher/Senior

Teacher (ACE) and Educator (Primary); Primary School Educator (Oriental
Languages)(Personal)
formerly
Teacher/Senior
Teacher
(Oriental
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Languages) and Teacher/Senior Teacher (Oriental Language (ACE), Deputy

Head Teacher (Oriental Languages), Mentor, Health and Physical Education
Instructor; Educator (SEN), Deputy Head Master (assigned full responsibility
of classroom teaching and who effectively perform teaching duties during a
whole calendar year);
(ii)
Senior Educator (Secondary);
(iii)
Educator (Secondary);
(iv)
Educator (Secondary) (Physical Education);
(v)
Educator (Secondary) (Prevocational);
(vi)
Teacher (Secondary) (Prevocational); and
(vii)
Teaching Assistant
22.148 We also recommend that members of the teaching personnel should attend to
training course/seminars, talks, workshops organised during school vacation.
Casual Leave (Education)
22.149 Teaching personnel are eligible to 11 working days of casual leave each year.
Members of the teaching personnel who, during a whole calendar year, are assigned
full responsibility of classroom teaching and who effectively perform teaching duties,
are refunded annually their unutilised casual leave up to a maximum of 10 days at
the rate of 1/88 of their last monthly salary per day in the corresponding year.
22.150 Several unions have represented that the existing provisions should be reviewed to
motivate members of the teaching personnel. In view of the specificity of the
education sector and for least disturbance in the proper running of the institutions
during term time, we are, in this Report, improving the existing provisions.
Recommendation 30
22.151 We recommend that members of the teaching personnel who, during a whole
calendar year, are assigned full responsibility of classroom teaching and who
effectively perform teaching duties, should be refunded annually their
unutilised casual leave up to a maximum of 10 days at the rate of 1/66 of their
last monthly salary per day in the corresponding year.
Scarcity Areas
22.152 For certain specific subjects falling in scarcity areas, appointment to the grade of
Educator (Secondary) is made from among candidates possessing a recognised
Degree but who do not possess the prescribed qualifications at School Certificate or
GCE A Level. This provision is being maintained.
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Recommendation 31
22.153 We recommend that holders of a recognised Degree who do not possess the
School Certificate qualification or part of it should also be considered for
appointment to the grade of Educator (Secondary) in fields where the
authorities are facing difficulties of recruitment.
Discipline
22.154 Representations have been made by the unions for the creation of a dedicated grade
to cater for discipline in the school compound. The Bureau has thoroughly examined
the issue after wide consultations with all stakeholders and has reached the
conclusion that maintenance of discipline within the school compound should
be the concern of each and every member of the staff both teaching and nonteaching. Every member should participate actively to continuously maintain the
highest level of discipline at school. They should act proactively and collectively to
restore discipline immediately in any situation of unruliness and disorderliness.
Hours of Attendance
22.155 We maintain that the hours of attendance for the teaching profession and other staff
members should continue to be determined by the Responsible Officer of the Ministry.
Health Surveillance
22.156 Employees in IT grades of the Ministry of Education and Human Resources, Tertiary
Education and Scientific Research are required to work on a computer screen for
most of their time, which may be detrimental to their health. In this context, we deem
it imperative for the officers concerned to undergo health/medical check ups. We are
Recommendation 32
22.157 We recommend that the Ministry of Education and Human Resources, Tertiary
Education & Scientific Research should make necessary arrangement with
Health Authorities, for its employees involved in the IT field to undergo a
medical surveillance, including regular health check ups.
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SCIENTIFIC RESEARCH
SALARY SCHEDULE
Salary Code
02 000 108

Rs 152000
02 000 106
Rs 122000
Permanent Secretary
06 000 102
Rs 110000
Chief Technical Officer (Education)
06 000 100
Rs 101000
Director
06 085 095
Rs 89000 x 3000 95000

Director, Quality Assurance
Director (Health and Wellness)
formerly Director (Health and Welfare)
06 085 095
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

86000
Assistant Director
Assistant Director (Primary)
Assistant Director (Health and Wellness)
formerly Assistant Director (Health and Welfare)
Principal Physical Education Organiser
06 079 094
Rs 53200 x 1625 62950 x 1850 68500 x 1950 74350 x 2825

80000 x 3000 83000
Senior Quality Assurance Officer
06 077 091
Rs 49950 x 1625 62950 x 1850 68500 x 1950 74350

Administrator (Education)
Rector
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Salary Code
06 075 089


Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950
70450
Head, National Education Counselling Service
Principal School Inspector
Senior Physical Education Organiser
06 068 087
Rs 37125 x 1225 40800 x 1525 49950 x 1625 62950 x 1850

66650
Deputy Rector
06 069 085
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Inspector (Pre-Vocational)(Personal to holder in post as at 30.06.08)
Music Organiser
Pedagogical Inspector (Personal to holder in post as at 30.06.03)
Physical Education Organiser
Senior Educational Psychologist
Senior Educator (Secondary)
06 068 083
Rs 37125 x 1225 40800 x 1525 49950 x 1625 59700

Senior Inspector, Specialised Schools/Day Care Centres
Senior Supervisor Oriental Languages
06 055 081
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
Analyst (Education)
06 044 081
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125

x 1225 40800 x 1525 45375 QB 46900 x 1525 49950 x 1625
56450
Educator(Secondary) (Personal)
Educator (Secondary) (Physical Education) (Personal to holder in post
as at 30.06.03)
06 044 081
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125

x 1225 39575 QB 40800 x 1525 49950 x 1625 56450
Educator (Secondary)
Educator (Secondary) (Physical Education)
Educator (Secondary) (Prevocational)
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Salary Code
06 064 080


Rs 33425 x 925 37125 x 1225 40800 x 1525 49950 x 1625
54825
Inspector Specialised Schools/Day Care Centres
School Inspector
Supervisor Oriental Languages
Supervisor (The Arts)
06 061 078
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 51575
Head Master (possessing Advanced Certificate in Educational
Management or Diploma in Educational Management)
Head, SEN Resource Centres (possessing Advanced Certificate in
Educational Management or Diploma in Educational Management)
Head Specialised Schools (possessing Advanced Certificate in
Educational Management or Diploma in Educational Management)
06 061 077
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950
Coordinator, Health and Anti Drug
Head, Specialised Schools [possessing Diploma (SEN)]
06 044 077
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125

x 1225 40800 x 1525 49950
Liaison Officer/Senior Liaison Officer
06 059 076
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525

48425
Assistant Supervisor (Oriental Languages)
Head Master
Head Specialised Schools
Head, SEN Resource Centre
06 053 075
Rs 24750 x 775 32500 x 925 37125 x 1225 40800 x 1525

46900
Assistant Supervisor (The Arts)
06 054 074
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525

45375
Deputy Head, Specialised Schools (possessing Diploma SEN)
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Salary Code
06 046 073
Rs 20525 x 475 21950 x 625 23200 x 775 32500 x 925 37125

x 1225 40800 x 1525 43850
Mentor
06 052 073
Rs 23975 x 775 32500 x 925 37125 x 1225 40800 QB 42325 x

1525 43850
Deputy Head Master
Deputy Head Teacher (Oriental Languages)
06 048 073
Rs 21475 x 475 21950 x 625 23200 x 775 32500 x 925 37125

x 1225 40800 QB 42325 x 1525 43850
Deputy Head, Specialised Schools
06 044 070
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 35275

QB 36200 x 925 37125 x 1225 39575
Educator (Primary)
Primary School Educator (Oriental Languages) (Personal)
formerly Teacher/Senior Teacher (Oriental Languages)
Teacher/Senior Teacher (Oriental languages)(ACE)
06 044 071
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125

x 1225 40800
Educator (SEN)
06 052 072
Rs 23975 x 775 32500 x 925 37125 x 1225 40800 x 1525

42325
Senior Educational Social Worker (New Grade)
06 034 070
Rs 16075 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 32500 x 925 37125 x 1225 39575
Educational Social
06 031 064
Rs 15150: 15450 x 300 15750 x 325 17700 x 375 19575 x 475

21950 x 625 23200 x 775 32500 x 925 33425
Teacher (Secondary) (Prevocational)
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Salary Code
06 027 060
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 30175
Support Teacher
06 025 055
Rs 13530 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 26300
Teaching Assistant (Personal to officers in post as at 31.12.15)
06 028 031
Rs 14325 x 275 15150

Trainee Educator (Secondary)
06 028 030
Rs 14325 x 275 14875

Trainee Primary School Educator
02 094 096
Rs 83000 x 3000 89000

Director, Human Resource Development
02 075 087
Rs 46900 x 1525 49950 x 1625 62950 x 1850 66650

Principal Human Resource Analyst
02 069 083
Rs 38350 x 1225 40800 x 1525 49950 x 1625 59700

Senior Human Resource Analyst
02 054 081
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
Human Resource Analyst
04 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
Manager (ICT)
04 069 085
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Assistant Manager (ICT)
04 067 081
Rs 36200 x 925 37125 x 1225 40800 x 1525 49950 x 1625

56450
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Salary Code
04 044 076
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125

x 1225 40800 x 1525 48425
ICT Technician/Senior ICT Technician
04 030 064
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 32500 x 925 33425
ICT Support Officer
16 023 052
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 23975
Printing Machine Operator
05 077 091
Rs 49950 x 1625 62950 x 1850 68500 x 1950 74350

Head, Library Cadre
05 069 085
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Senior Librarian
05 055 081
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
Librarian
05 056 076
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525

48425
Senior Library Officer
05 044 072
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125

x 1225 40800 x 1525 42325
Library Officer
05 043 063
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500

Senior Library Clerk
05 027 060
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 30175
Library Clerk
Pay Review 2016
~374~
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Salary Code
05 024 026

Rs 13270 x 260 13790
Trainee Library Clerk
08 057 075
Rs 27850 x 775 32500 x 925 37125 x 1225 40800 QB 42325 x

1525 46900
School Superintendent
08 038 063
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 32500
Assistant School Superintendent
08 027 060
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 30175
School Clerk
08 026 059
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 29400
Word Processing Operator (Oriental Language)
11 042 069
Rs 18825 x 375 19575 x 475 21950 x 625 23200 x 775 32500

x 925 37125 x 1225 38350
Usher/Senior Usher (Education) (Female) (Personal)
Usher/Senior Usher (Education) (Male) (Personal)
10 044 072
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125

x 1225 40800 x 1525 42325
26 056 072
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525

42325
Senior Inspector of Works (New Grade)
26 048 067
Rs 21475 x 475 21950 x 625 23200 x 775 32500 x 925 36200

Inspector of Works
~375~
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Salary Code
26 029 062
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 31725
Draughtmans Assistant
16 044 072
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125

x 1225 40800 x 1525 42325
Graphic Artist
16 025 062
Rs 13530 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 25525 QB 26300
x 775 31725
24 040 061
Rs 18075 x 375 19575 x 475 21950 x 625 23200 x 775 30950

Senior Computer Laboratory Auxiliary
formerly Senior Computer Laboratory Attendant
24 023 056
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 27075
Computer Laboratory Auxiliary
formerly Computer Laboratory Attendant
24 030 054
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 25525
Driver (Bibliobuses)
Driver (Heavy vehicles above 5 tons)
24 036 052
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 23975
Head, Workshop Assistant
24 027 052
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 23975
Senior/Head School Caretaker
Pay Review 2016
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Salary Code
24 024 053
Rs 13270 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 24750
Driver (Roster Day and Night) (Personal)
24 023 052
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 23975
Driver (Roster)
25 041 060
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 30175

Foreman
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200
Driver
24 019 048
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21475
Home Economics Attendant (New Grade)
Senior Library Attendant
Workshop Assistant/Senior Workshop Assistant
24 019 045
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 20050
School Caretaker
Seamstress(P)
24 018 044
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575
Security Guard
24 016 043
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 19200
Stores Attendant
~377~
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Salary Code
24 015 041
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 18450
Handy Worker
24 015 040
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 18075
Cloakroom Attendant
Lorry Loader
24 001 038
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x

260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker
25 023 052
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 23975
Cabinet Maker
Carpenter
General Assistant
Mason
Painter
Rattaner
25 016 042
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 18825
Maintenance Handy Worker
Pay Review 2016
~378~
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TERTIARY EDUCATION SECTOR

22.158 The Tertiary Education and Scientific Research Division forms part of the Ministry of
Education and Human Resources, Tertiary Education and Scientific Research since
December 2014. According to Governments Vision 2030, the confidence built by the
country in the higher education sector has, among others, led to the attraction of
educational institutions of high repute from France such as Ecole Centrale de Nantes
and Universit Pantheon Assas. With the implantation of these institutions,
thousands of foreign students are expected to be trained in the mauritian education
hub each year and the higher education sector is viewed to be emerging as a strong
pillar with robust growth.
22.159 The Tertiary Education Commission, Mauritius Qualifications Authority and Rajiv
Gandhi Science Centre operating under the aegis of the Ministry falls under the
responsibility of the Tertiary Education and Scientific Research Division. The Tertiary
Education Commission as one of the regulatory arms of the Ministry oversees the
Tertiary Education Institutions (TEIs) and has, inter alia, the responsibility for
allocating public funds, fostering and coordinating the development of post-secondary
education and training and regulating the operations of the public and private TEIs
whilst the Mauritius Qualifications Authority - another regulatory body, caters for the
Technical and Vocational Education and Training Sector and is responsible for the
registration, recognition and evaluation of qualifications other than those obtained in
the primary, secondary and post-secondary sectors.
22.160 In Mauritius, the tertiary education sector comprises public as well as private
institutions providing an array of courses, from Certificate to Doctorate Level. The four
awarding public universities are the University of Mauritius (UoM), the University of
Technology, Mauritius (UTM), the Open University of Mauritius (OUM) and the
Universit des Mascareignes (UdM). Other public Tertiary Education Institutions
(TEIs) include the Mahatma Gandhi Institute Tertiary Section and the Rabindranath
Tagore Institute, the Mauritius Institute of Education and the Fashion and Design
Institute (FDI). Over the past few years some 50 private institutions have joined the
tertiary education sector offering a range of programmes in various disciplines such
as Management, Accountancy, Medicine, Dentistry and Information Technology.
Most of these private institutions are local counterparts of overseas institutions and
offer programmes ranging from sub-degree to postgraduate ones usually through a
mixed-mode system, encompassing both distance learning and face-to face tutorials.
22.161 In the context of this review exercise the Bureau has been apprised that the current
staffing structure of the Division is adequate to enable it to meet its mandate.
However, the Management side has requested that the salary of the Director, be
aligned with those of Director in the Secondary Sector. The Bureau has studied
and addressed this issue.
~379~
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SCIENTIFIC RESEARCH
SALARY SCHEDULE
Salary Code
02 000 106

Rs 122000
Permanent Secretary
06 000 102
Rs110000
Chief Technical Officer
06 000 100
Rs 101000
Director
06 085 095
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

86000
Assistant Director
06 077 091
Rs 49950 x 1625 62950 x 1850 68500 x 1950 74350

Administrator
06 054 081
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
Project Officer
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325

17700 x 375 19575 x 475 21950 x 625 23200
Driver
**********
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~380~
Civil Service
23.
MINISTRY OF HEALTH AND QUALITY OF LIFE
23.1
As a free health service provider to all citizens, the Ministry of Health and Quality of
Life (MOH and QL) plays a significant role in the Mauritian welfare state. The target
Health for all by the year 2000 having largely been achieved, the objective of the
Ministry now is to consolidate the process already initiated and to adopt an integrated
approach to Health Planning and Health Delivery.
23.2
It is recognised that good health is the foundation of prosperity. Investment in health

is acknowledged as a driver of economic development and as an investment in
human development. To this end, a healthy and productive workforce has direct
positive impact on economic growth and the Gross Domestic Product (GDP).
23.3
In the Programme 2015-2019, Government demonstrates strong political will for

attaining universal health coverage. To cite Paragraph 111 of Government
Programme 2015-2019, Government is committed to providing universal, accessible
and quality health services, free of any user cost, with emphasis on customer
satisfaction.
23.4
Some of the new projects which are being implemented include the setting up of a
cancer centre and a vascular surgery unit, decentralisation of ophthalmology
services, new infrastructures to accommodate ENT services and upgrading of
existing health institutions. Other major projects which are in the pipeline are the
setting up of a second cardiac surgery unit, a new hospital for Health Region 3 at
Flacq and the implementation of the primary care physician project.
23.5
The MOH and QL has the overall responsibility for ensuring that quality and equitable
health services are available to the population. Its policy is to improve quality and
delivery of health care, reduce waiting time and keep up with latest medical
technologies, thus, promoting greater efficiency in its services.
23.6
The strategic objectives of the Ministry, inter-alia, aim at implementing evidencebased policies to ensure the provision of quality health care services; sustaining
universal access to primary health and hospital care services, including specialized
service, improving primary prevention and enhancing health promotion programmes
to reduce the incidence of non-communicable diseases (NCDs); reinforcing activities
to prevent vector borne and waterborne diseases, emerging and re-emerging
infectious diseases and illnesses associated with unsafe food and environmental and
occupational health factors; and scaling up HIV and AIDS programmes to reduce the
incidence of HIV infection; and to improve the quality of life of people living with HIV.
23.7
The high prevalence of the NCDs and their risk factors as evidenced by successive
NCD surveys and the consequent complications of the NCDs constitute a major
challenge. The MOH and QL is, therefore, placing considerable emphasis on
addressing non-communicable diseases, which include diabetes, cancers, chronic
respiratory diseases, heart diseases, cardiovascular accidents and mental
conditions.
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23.8
At present, the MOH and QL provides a comprehensive package of primary care

services through a network of 18 Area Health Centres, 116 Community Health
Centres, five Medi-Clinics, two Community Hospitals and other satellite primary
health care institutions. General curative and specialized health services are
provided at five regional hospitals, two district hospitals and five specialized hospitals
with a total bed capacity of 3,560.
23.9
The overall management of the Ministry rests upon the Senior Chief Executive and
the Director-General, Health Services. The Senior Chief Executive is assisted by two
Permanent Secretaries, six Deputy Permanent Secretaries and other officers of the
Administrative cadre. On the other hand, the Director-General, Health Services is
supported by five Directors, Health Services; the Director Nursing, the Director
Pharmaceutical Services, the Lead Health Analyst, the Chief Hospital Administrator,
the Chief Health Records Officer, the Chief Health Statistician and the Chief Sanitary
Engineer.
23.10
In the context of this review, various representations have been made on behalf of
incumbents in the health sector by different Staff Associations on an array of issues
and demands for higher pay, better conditions of work and timely promotions,
capacity building, among others. While we consider below those representations that
fall within our remit, we have referred to the MOH and QL those submissions that fall
to be considered by Management.
23.11
With a view to enabling the MOH and QL to meet the health needs of the citizens and
for continued enhanced service delivery, we are, in this Report, creating some
grades, restyling a few, harmonising the payment of allowances when providing
coverage at night in hospitals and health institutions, merging a few grades, restoring
parity wherever distortion has been made and making provision for career earnings
in cases of dead-end posts.
Filling of Vacancies/Posts created

23.12
The Bureau has received many representations from different unions that vacancies
as well as grades created in the previous PRB Reports have not been filled. In the
last Report, we recommended that the MOH and QL should make the necessary
arrangements for the filling of vacancies/posts created within a reasonable time
frame. In this Report, special provision is being made to fill in vacancies to allow
organisations to be equipped with the right number of people. However, the key to
better service delivery in the health sector depends to a large extent, not only on the
strength of the organization but also upon the quality of human resources deployed
in this sector. It is our considered view that Management should, after the
publication of this Report, initiate action to carry out an HR Planning and Audit
Exercise to address the issue of filling of vacancies/posts. The Bureau is thus,
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Schemes of Service
23.13
In line with the general policy of delayering, a few grades have been merged with a
view to providing effective service delivery. Consequently, amendments should be
brought to the schemes of service.
Recommendation 1
23.14
We recommend that, where grades have been created or merged,

consequential amendments should be brought to the schemes of service of
such relevant grades to reflect the required profiles, roles and responsibilities
devolving upon incumbents.
Conducive Working Environment

23.15
Working conditions and activities have the potential to affect a workers health and
safety. In the context of this review exercise, repeated representations have been
received from many staff associations to the effect that officers of the health sector
should be provided with a conducive working environment which induces and
welcomes continuous change for greater efficiency and effectiveness. After careful
examination, the Bureau is recommending accordingly.
Recommendation 2
23.16
We recommend that the MOH and QL should make the necessary arrangement
to provide, to the extent possible, all officers of the health sector with a
conducive working environment.
Training Courses
23.17
The success of an organisation and its efficiency depends heavily on its employees
skills, abilities, knowledge and motivation to work. Also, rapid developments in the
health sector have brought in a need for new competencies among health personnel.
The Bureau believes that a structured approach to building the capacity of the
workforce will continue to positively impact and improve the services delivered to the
community. Thus, keeping in view that training is a critical component of human
resource development, the Bureau is making relevant provision to address the issue.
Recommendation 3
23.18
We recommend that the MOH and QL should, on an on-going basis, accord

priority to the training of health sector cadres and implement the
recommendations made in Chapter 9 of Volume 1 of this Report.
Digital Library
23.19
With the emergence of the knowledge society, the Bureau has received many
requests from various quarters for the payment of a book allowance. We have
carefully examined the issue in-depth and recognise that rapid advances in
information technologies have revolutionised access to information and knowledge,
where digital information is substituting print-based information. In this respect, we
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are advocating for the Ministry to have recourse to digital or e-library for instant and
easier access to information, so as to keep abreast of new trending issues and
developments in the health sector.
23.20
The Bureau strongly believes that the Ministry should make full use of e-library as it
enables on-line access to international periodicals, books, research papers, studies,
journals, consultancy reports, data and statistical tools, among others. We also
acknowledge that acess to the digital library involves additional cost in terms of
subscription/membership fees. We are making appropriate recommendations to that
effect.
Recommendation 4
23.21

with the Ministry of Technology, Communication and Innovation should make
the necessary arrangements for:
(i)
the setting up of a digital library for the Ministry, thereby enabling health
sector employees to have access to relevant information and databases;
and
(ii)
the MOH and QL to have access to both local and international e-libraries
as per its specific requirements.
MEDICAL GROUP
23.22
Mauritius is at a crossroad of a great revolution in medical practice. It is on its way to

become a healthcare, wellness and medical outsourcing hub par excellence, and
projects to emerge as a leading medical travel destination. The very high incidence
and prevalence of non-communicable diseases coupled with considerable increase
in people with HIV/AIDS virus and the frequent outbreaks of communicable diseases
warrant a further consolidation of basic primary and secondary health care services.
Among the front liners of the health care service delivery, Doctors are a key group of
health professionals.
23.23
Being the technical arm and headed by the Director-General, Health Services, the
Medical Group comprises grades mainly from the following cadres: Medical and
Health Officer/Senior Medical and Health Officer (MHO/SMHO), Dental
Surgeon/Senior Dental Surgeon, Occupational Health Physician, Emergency
Physician, Community Physician, AIDS Physician. There are also officers in the
grades of Ayurvedic Medical Officer/Senior Ayurvedic Medical Officer, NCD
Coordinator, Registrar, Specialist/Senior Specialist, Consultant-in-Charge, Deputy
Director, Laboratory Services; Director, Laboratory Services; Director Clinical
Services and Director, Health Services.
Pay Review 2016
~384~
Civil Service
23.24
In the last Report, the medical structure was strengthened with the setting up of the
Diabetes and Vascular Health Centre and creation of the relevant grades. A few
grades were restyled to better reflect the duties and responsibilities devolving upon
incumbents and some new allowances were introduced while the quantum of existing
ones were revised. We also recommended the introduction of a shift system for
Medical and Health Officer/Senior Medical and Health Officers (MHO/SMHOs).
23.25
In the context of this Report, many representations were made on behalf of staff
associations from the medical group which, among others, were the revision of the
quantum of the night duty allowance, the setting up of a Medical Service Commission,
providing all medical practitioners with laptops or smart phones, instituting the
Medical Board, providing training and professional indemnity insurance coverage for
the full range of treatment and procedures given to the patients by doctors in all
specialities. While we consider below those representations that fall within our remit,
we have referred to the MOH and QL those submissions that fall to to be looked into
by Management.
23.26
We are, in this Report, maintaining the medical structure which is appropriate,

reviewing the basis of compensation for officers of the medical group who are
required to work beyond their normal working hours to provide 24-hour health service
on weekdays, weekends and public holidays and revising some of the existing
allowances. We are also making provision for mobile phones to keep abreast of latest
technology in the medical field. The remuneration package of the medical profession
has also taken into consideration the prestige involved and the contribution made by
them in the health sector.
Consultant-in-charge
23.27
Endodontics is that specialized branch of dentistry which deals with the treatment of
damaged or diseased pulp in a tooth to allow it to remain functional. Since 2008,
following increasing public demand, endodontics clinics have been opening in almost
all the major public hospitals. Thus, for the day-to-day administration and smooth
running of all endodontics clinics, we are making the relevant position.
Recommendation 5
23.28
We recommend that the MOH and QL should make the necessary arrangements
for the recruitment of Consultant-in-Charge in the field of Endodontics.
Allowance for work beyond normal working hours

23.29
Presently, Medical Officers who are required to work beyond their normal working
hours in order to provide round-the-clock service at the hospitals are paid coverage
allowances.
23.30
There have been continuous submissions from staff representatives that the present
arrangement to provide a 24-hour medical coverage in the hospitals is excessively
exhausting with long extended hours of work without established resting time or leave
for the medical practitioners. The long and strenuous hours of work is taxing on the
~385~
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health of the Medical Officers and disturbing their social and family life. In view of the
above, representations have been made to review the present mode of compensation
for putting in additional hours.
23.31
The Bureau has examined the issue in depth and is of the view that where patients
need to be attended professionally, other arrangements should be made to ensure
continuity in the delivery of health care. With a view to enhancing service delivery,
ensuring an uninterrupted health service and on the basis of fairness and equity, we
are making the appropriate provision. However, we also consider essential that the
Ministry makes other arrangements to ensure that Medical Officers have a
reasonable period of working time weekly, based on the availability of medical
personnel for patient care and the need for a work-life balance. We are, in the same
spirit, advocating strongly for the implementation of the shift system for
officers of the medical group.
Recommendation 6
23.32
We recommend that:
(i) pending the implementation of a proper shift system, officers of the medical
group who are required to work beyond their normal working hours on
weekdays, weekends and public holidays should be compensated at the
normal hourly rate at the salary point reached in their respective salary
scale, for every additional hour put in;
(ii) whenever the Medical Officer has to move from one site of work to another
after normal working hours, he should be compensated at the normal
hourly rate at the salary point reached in the salary scale, inclusive of
travelling time, for every additional hour put in;
(iii) Consultants-in-Charge,
Specialist/Senior
Specialists
known
as
Consultants and Specialist/Senior Specialists in the fields of Obstetrics
and Gynaecology and Paediatrics who are required to perform night duty
should be compensated at the normal hourly rate at the salary point
reached in their respective salary scale for every additional hour worked.
This
recommendation
is
optional
for
Consultants-in-Charge,
Specialist/Senior Specialists known as Consultants and Specialist/Senior
Specialists who were already in service as at 30.06.08 either in a
substantive capacity or have been in an acting capacity for at least a year
and is mandatory for new entrants as from 01.01.13 to the grade of
Specialist/Senior Specialist;
(iv) the above recommendation may be extended to other fields, should the
need arise; and
Pay Review 2016
~386~
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(v) pending the appointment of the acting Specialist/Senior Specialists in a

substantive capacity, they should be eligible for an allowance equivalent to
one increment for each year of service in the acting capacity provided they
have effectively served for the period concerned. This allowance drawn
should be used to determine the entry point upon their substantive
appointment, subject to the maximum salary of the grade.
Allowance to officers entrusted with responsibility as Duty Manager in hospitals after
normal working hours
23.33
The functions of a Duty Manager is to oversee the management and clinical activities
within the hospitals. Presently, the seniormost Medical and Health Officer/Senior
Medical and Health Officers, Medical Superintendents and Emergency Physicians
who assume the function of Duty Manager during a particular coverage after normal
working hours are paid an allowance. With a view to enhancing service delivery to
meet patients needs, we are reviewing the basis of its computation.
Recommendation 7
23.34
We recommend that the seniormost Medical and Health Officer/Senior Medical

and Health Officers, Medical Superintendents and Emergency Physicians who
assume the function of Duty Manager during a particular coverage after normal
working hours should be compensated at the normal hourly rate at the salary
point reached in the respective salary scale for every additional hour put in.

23.35
Specialist/Senior Specialists, Specialists (Dental Services), Specialist/Senior

Specialists known as Consultants, Consultants-in-Charge and Director, Emergency
Services are actually paid allowances for being on-call and when actually in
attendance, they are paid in-attendance allowances inclusive of travelling time. In
this Report, we are maintaining the payment of these allowances for work beyond
normal working hours while revising the quantum.
Recommendation 8
23.36
We recommend that on-call allowances payable to Specialist/Senior

Specialists, Specialists (Dental Services), Specialist/Senior Specialists known
as Consultants, Consultants-in-Charge and Director, Emergency Services be
revised as hereunder:
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Civil Service
Specialist/
Senior
Specialist and
Specialist
(Dental
Services)
(Rs)
Specialist/ Senior
Specialist known
as Consultant
(Rs)
Consultantin-Charge
and
Director,
Emergency
Services
(Rs)
Weekday
1600 hours to 0900 hours the
following day
980
1035
1090
Saturday
1200 hours to Sunday 0900
hours
1450
1555
1635
Sunday/Public Holiday
following day
1450
1555
1635
On-Call
23.37
We further recommend that Specialist/Senior Specialists and Specialists

(Dental Services) should be paid Rs 790, Specialist/Senior Specialists known
as Consultants should be paid Rs 840, Consultants-in-Charge and Director,
Emergency Services should be paid Rs 935,inclusive of travelling time, for
every hour they are required to attend hospitals while on call.
Allowance at the Hyperbaric Medicine Unit

23.38
The Ministry of Health and Quality of Life has made representation that the
Consultant-in-Charge and the Specialist/Senior Specialist posted to the Hyperbaric
Medicine Unit, regularly accompany patients for one hour inside the decompression
chamber and are thus, subject to the same risk of trauma to ears, eyes, fire, explosion
and other illness related to working in such an environment. We have examined the
issue and we are making the relevant provision.
Recommendation 9
23.39
We recommend that the Consultant-in-Charge as well as the Specialist/Senior

Specialists posted to the Hyperbaric Medicine Unit should be paid a monthly
all-inclusive allowance of Rs 2500 whenever they are required to accompany
patients inside the decompression chamber.
Allowance to Regional Public Health Superintendent

23.40
Given that ships and aircraft entering the port and airport have to comply with certain
Public Health Regulations, Regional Public Health Superintendents who are required
to provide coverage at port and airport to ensure such compliance are paid a monthly
allowance of Rs 2860. They are also required to attend to any health problems,
including treatment of malaria cases, etc and to visit patients in private hospitals. We
are maintaining the payment of this allowance.
Pay Review 2016
~388~
Civil Service
Recommendation 10
23.41
We recommend that Regional Public Health Superintendents should be paid a

monthly allowance of Rs 2860 for providing coverage at port and airport in
connection with arrival of ships and planes and for attending to public health
problems, including treatment of malaria cases after normal working hours.
On-Call and In-Attendance Allowances to Regional Public Health Superintendents

23.42
In view of the increasing movement of passengers at the port and airport thus,
increasing the degree of risk to communicable diseases, and given that the services
of public health officers are usually required in the aftermath of natural disasters, the
2013 EOAC Report introduced the payment of on-call and in-attendance allowances.
Staff representatives have submitted that the quantum of the allowance should be
aligned with those payable to the Consultant-in-Charge. We have studied the request
and we are harmonising the mode of computation for the payment of such an
allowance, with a view to enhancing service delivery.
Recommendation 11
23.43
We recommend that the Regional Public Health Superintendent be paid an

on-call allowance as follows:
On-call Allowance
(Rs)
Period
Weekdays
1600 hours to 0900 hours the following day
Saturdays
1200 hours to Sunday 0900 hours
Sundays and Public Holidays:
23.44
1090
1635
1635
We further recommend that the Regional Public Health Superintendent should

be paid an in-attendance allowance of Rs 935 per hour only in situations
warranting his physical presence for the management of patients.
Allowance to Consultants-in-Charge responsible for the Specialised Hospitals

23.45
Consultants-in-Charge responsible for the Specialised Hospitals namely the

Subramaniam Bharati Eye Hospital; the Ear, Nose and Throat Hospital; Poudre dOr
Hospital and the Brown Sequard Mental Health Care Centre are required to perform
administrative duties in addition to their normal clinical duties against payment of a
monthly allowance of Rs 2860. As this practice will continue, we are maintaining the
allowance.
Recommendation 12
23.46
We recommend that a monthly allowance of Rs 2860 be paid to Consultants-inCharge responsible for specialised hospitals.
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In-Attendance/On-Call Allowance to Doctors posted in Agalega Islands

23.47
Doctors posted on a tour of service to Agalega are presently paid a monthly on-call
allowance of Rs 20860 and in-attendance allowance of Rs 420 per hour. We are
maintaining this arrangement.
Recommendation 13
23.48
We recommend that doctors posted on a tour of service to Agalega be paid a

monthly on-call allowance of Rs 21905 for being on-call during the whole month
and an in-attendance allowance of Rs 440 per hour.
Allowance to perform aeromedical retrieval of patients

23.49
Management has submitted that the retrieval of severely ill patients from Rodrigues
and Agalega is being undertaken by officers in the grades of Emergency Physician
and Senior Emergency Physician. Request has, therefore, been made for the
payment of an allowance to them for each transfer of patients from Rodrigues and
Agalega.
We have studied the representation and we are recommending
accordingly. However, we also recommend that MOH and QL considers the
advisability of providing insurance coverage to Emergency Physicians and
Senior Emergency Physicians going to Agalega for this purpose.
Recommendation 14
23.50
We recommend that officers of the Emergency Physician cadre be paid an

allowance of Rs 1525 and Rs 2300 per visit to perform aeromedical retrieval of
patients from Rodrigues and Agalega respectively.
Allowance to Ayurvedic Medical Officer/Senior Ayurvedic Medical Officer

23.51
The Ayurvedic Unit is under the curative section of the MOH and QL. It envisions to
increase the availability and affordability of Ayurvedic services to the whole
population; promote therapeutically sound use of Ayurvedic medicine by providers
and consumers; and to focus on strengthening research methodology and quality,
quantity and accessibility of clinical evidence to support claim for Ayurvedic.
23.52
During consultative meeting, the staff side has requested for an appropriate structure
to maximize the potential that Ayurvedic Services offer for improved health status
over the island. They also pointed out that the most senior Ayurvedic Medical
Officer/Senior Ayurvedic Medical Officer has been entrusted with additional duties.
Following discussion with the MOH and QL and pending the proper re-structuring of
the Unit, we are making the relevant provision for enhanced service delivery.
Recommendation 15
23.53
We recommend, pending the proper re-structuring of the Unit, the payment of

a monthly allowance equivalent to three increments at the point reached in the
salary scale to the most senior Ayurvedic Medical Officer/Senior Ayurvedic
Medical Officer for performing the duties of Officer-in-Charge of the Ayurvedic
Unit.
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Bank of Doctors Scheme

23.54
Due to shortage of doctors, the Ministry of Health and Quality of Life has established
a bank scheme whereby the services of Medical Officers and Specialists from the
private sector and below the age of 70 are enlisted for employment on a sessional
basis.
23.55
Doctors under this bank scheme, operating at the level of Medical and Health
Officer/Senior Medical and Health Officer, are paid allowances per session of three
hours during weekdays, Sundays and public holidays. As the bank scheme has
proved to be effective, we are maintaining and revising the quantum of the
allowances.
23.56
Under this scheme, doctors who are officially required to attend Courts from their
place of posting are paid mileage allowances at approved rate. We are maintaining
this provision.
Recommendation 16
23.57
We recommend that:
(i)
the all-inclusive allowance payable to doctors operating at the level of

Medical and Health Officer/Senior Medical and Health Officer be revised
to Rs 1920 per session of three hours during weekdays and Rs 2310 per
session of three hours on Sundays and public holidays;
(ii)
the allowance payable under the bank scheme should be on a pro-rata

basis whenever the officer is required to work for more than or less than
the specified number of hours;
(iii)
Doctors working under the bank of Doctors Scheme and who are
officially required to attend Courts from their place of posting should be
paid mileage allowance at approved rates; and
(iv)
Doctors working under the bank of Doctors Scheme should be refunded

the running costs for the distance from residence to place of posting at
approved rates.
Allowance to Doctors operating at the level of Specialist/Senior Specialist

23.58
At present, an all-inclusive allowance is paid to doctors operating at the level of

Specialist/Senior Specialist. Also, when they are on call and required to attend duty,
they are being paid an allowance. We are maintaining this arrangement.
Recommendation 17
23.59
We recommend that doctors operating at the level of Specialist/Senior

Specialist be paid an all-inclusive allowance of Rs 2310 per session of three
hours during weekends and Rs 2885 per session of three hours on Sundays
and public holidays.
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23.60
We also recommend that the On-Call and In-Attendance allowances should be

at the same prescribed rate as recommended at paragraphs 23.36 and 23.37 for
the grade of Specialist/Senior Specialist.
Pre-Registration Training Scheme for Doctors

23.61
Newly qualified doctors are required to undergo pre-registration training in hospitals

to be fully registered to practise. Those undergoing the training are paid a monthly
allowance of Rs 23250 which is being revised in this Report.
Recommendation 18
23.62
We recommend that a monthly all-inclusive allowance of Rs 25525 be paid to

doctors undergoing their pre-registration training in hospitals.
23.63
We further recommend that doctors undergoing pre-registration and practical

training in a hospital be refunded travelling allowance by bus.
Allowance for the Medical Cadres

23.64
Presently a monthly allowance of Rs 13200 is paid to members of the Medical

Profession for expenses incurred for the purchase of medical books, e-materials,
journals and other publications needed for updating their knowledge in their fields and
for developing new and efficient approaches for the treatment of diseases. We are
Recommendation 19
23.65
We recommend the payment of an annual allowance of Rs 13500 to members

of the medical profession, appointed in a substantive capacity, for the purchase
of medical books, e-materials, journals and other publications.
Smart Phones for Medical Cadres

23.66
During consultations, union members made submissions that they should be provided
with smart phones in order to keep abreast of the latest development in medical field
using digital technology. The issue has been discussed with the Management and
they are agreeable. We are, thus, making the appropriate provision.
Recommendation 20
23.67
We recommend that the MOH and QL makes the necessary arrangement to

provide every officer of the medical and dental professions, appointed in a
substantive capacity, with a smart phone.

23.68
Continuing Professional Development (CPD) has to be a fundamental part of the

design and delivery of patient care. CPD helps doctors to improve their professional
effectiveness and work satisfaction, resulting in improved output in terms of patients
health care and a healthier society.
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Recommendation 21
23.69
We recommend that all members of the medical profession on the permanent

and pensionable establishment of the Ministry of Health and Quality of Life
should be:
(i)
paid a maximum allowance of Rs 11550 annually and be cummulative over

a period of maximum three years to meet the expenses towards their
professional development on presentation of documentary evidence; and
(ii)
granted special leave of a maximum of 10 days annually, subject to the

exigencies of service, to enable them to take advantage of Continuing
Professional Development Programmes either locally or abroad.
However, such special leave may be combined with other types of leave
whenever the number of days leave required for the programmes
exceeds 10 days.

23.70
Members of the Medical and Dental professions who are not allowed the privilege of
private practice are paid a Special Medical Service Allowance. We are maintaining
the payment of this allowance until the publication of the next overall Review of Pay
and Grading Structures and Conditions of Service in the Public Sector. This
allowance is being maintained to ensure continuity in the delivery of medical service
for the well being of patients and this is in line with governments policy to provide a
sustainable health service.
Recommendation 22
23.71
We recommend that, with effect from 01 January 2016 and up to the next overall
Review of Pay and Grading Structures and Conditions of Service, members of
the medical and dental professions who are not allowed the privilege of private
practice should continue to be eligible for the payment of a monthly Special
Medical Service Allowance as shown in table, hereunder:
Category
Special Medical
Service Allowance
% of monthly salary
Officers drawing salary in a scale the maximum

of which is Rs 70450 and reckoning at least 10
years service in the grade.

of which is Rs 83000.

of which is between Rs 89000 and Rs 95000.
10
Officers drawing salary more than Rs 95000.
15
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Allowance for Officers of the Medical and Dental Professions in post as at 30 June 2008
who reckon at least 30 years of pensionable service.
Recommendation 23
23.72
We recommend that officers of the Medical and Dental Professions in post as

at 30 June 2008 and as from 1 January 2013:
(a) attain the new compulsory retirement age as per the transitional provision;
(b) reckon at least 30 years of pensionable service; and
(c) have opted for the Pension Reforms on 1 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 30 years of pensionable service with effect from 1 January
2013.
All- Inclusive Allowance in lieu of Meal

23.73
At the Dr. Yves Cantin Community Hospital where catering facilities are not available,
doctors who work for 31 hours continuously, from 0900 hours to 1600 hours the
following day are being paid an all-inclusive allowance of Rs 330.
23.74
Regarding the services provided on the specified day and time below, the all-inclusive
allowance in lieu of meal is Rs 220:
(a)
from Friday 0900 hours to noon on Saturday;
(b)
from Saturday 0900 hours to 0900 hours on Sunday; and
(c)
from 0900 hours to 0900 hours the following day when the following day
happens to be a public holiday.
Recommendation 24
23.75
We recommend that the all-inclusive allowance paid to Doctors who are

required to provide their services from 0900 hours to 1600 hours the following
day in health institutions where they are not provided with meals and/or where
such facilities are not available be revised to Rs 390 for that specified number
of hours.
23.76
In respect of their services provided on the specified day and time below, the
all-inclusive allowance in lieu of meal is revised to Rs 260:
(a)
from Friday 0900 hours to noon on Saturday;
(b)
from Saturday 0900 hours to 0900 hours on Sunday; and
(c)
from 0900 hours to 0900 hours the following day when the following day
happens to be a public holiday.
Pay Review 2016
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23.77
At present, in view of their specific nature of duties, officers of the Medical and Dental
professions are granted rent free telephone and free calls. This provision is being
maintained.
Recommendation 25
23.78
We recommend that officers of the Medical and Dental professions should

continue to be granted rent free telephone and free calls or equivalent for
mobile phones.
Special Provisions for officers of the Medical and Dental Professions

23.79
In line with recommendation 12 at paragraph 10.40 of Volume 1 of the 2016 PRB

Report, we are making provision for members of the medical and dental professions.
Recommendation 26
23.80
We recommend that members of the medical and dental professions drawing

salary in the scale the maximum of which is not less than
Rs 70450 and not more than Rs 89000 and having reached the top of their
respective salary scale should be allowed to move incrementally up to a
maximum of two increments in the master salary scale provided they:
(i)
(ii)

preceding year; and

23.81
We further recommend that members of the medical and dental professions

reckoning fourteen years service in their respective grades would be entitled
to car benefits as per provision at paragraph 18.2.16 (No. 2) of Volume 1 though
drawing a monthly salary in a scale the maximum of which is less than Rs
86000.
23.82
We additionally recommend that the above provision should equally apply to

members of the medical and dental professions on the establishment of other
Allowance to Specialist/Senior Specialist in field requiring subspecialisation

23.83
With a view to motivating Specialist/Senior Specialists to obtain further specialisation

or double specialist qualification, a monthly allowance of Rs 5000 is presently being
paid to them. This allowance is being revised.
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Recommendation 27
23.84
We recommend that a monthly allowance of Rs 5250 be paid to

Specialist/Senior Specialists, Specialist/Senior Specialists known as
Consultants
and
Consultants-in-charge
possessing
subspecialist
qualifications which are directly relevant for the performance of their duties
and who participate in the medical activities relating to their speciality. The
subspeciality qualification should have been obtained after having followed a
full time course in the relevant subspeciality. This allowance would be paid on
a case to case basis subject to the approval of the Ministry of Health and Quality
of Life.
Medical and Dental Specialists

23.85
Special provision is made for Medical and Dental Specialists in terms of career
earnings and aligning their status with what obtains internationally. This is being
maintained.
Recommendation 28
23.86
We recommend that Specialist/Senior Specialists and Specialists (Dental

Services) should be known as Consultant on reaching salary point Rs 89000.
Support Staff
23.87
In the 2013 PRB Report, we recommended that the MOH and QL considers the
advisability of making the necessary arrangements to provide some support services,
where deemed necessary, to the Specialist/Senior Specialists and other Clinical
Officers who would require such services.
23.88
In the context of this Report, various union members have repeatedly submitted that
officers of the medical group should be provided with support staff. We have
examined the submissions and we are re-iterating our recommendation made in the
last Report.
Recommendation 29
23.89
We recommend that the MOH and QL makes the necessary arrangement to

provide Management Support Officers or Clerical Officers to officers of the
Medical Group.
Leave Without Pay to Medical and Health Officers/Senior Medical and Health Officers
23.90
Management has proposed for the extension of leave without pay to doctors to
service Mdecins Sans Frontires (MSF), where they would provide medical support
to needy people in various situations, such as conflicts, poverty, disasters,
emergencies, etc. The Ministry views that servicing the MSF would prove to be
beneficial to the doctors and the country in terms of training opportunities,
international exposure and experience acquired in working in difficult conditions.
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23.91
Whilst examining the proposal, the Bureau has taken into account the benefits to be
derived from such a scheme, which eventually would enhance service delivery and
the fact that there is no longer a dearth of doctors. In these circumstances, we are
agreeable to the proposal and making provisions to that effect.
Recommendation 30
23.92
We recommend that Medical and Health Officer/Senior Medical and Health

Officers of the MOH and QL should exceptionally be granted leave without pay
to service the organization, Mdecin Sans Frontires, for a minimum period of
six months up to a maximum of 12 months over a period of
10 years, subject to the exigencies of the service and approval of the Ministry
of Civil Service and Administrative Reforms.
SALARY SCHEDULE
Salary Code
02 000 108

Rs 152000
09 000 107
Rs 140000
Director-General, Health Services
02 000 106
Rs 122000
Permanent Secretary
02 000 103
Rs 113000
Manager, Hospital Services
09 000 103
Rs 113000
Director, Health Services
09 000 102
Rs 110000
Director, Clinical Services
Director, Dental Services
Director, Diabetes and Vascular Services
formerly Executive Director
Director, Laboratory Services
Regional Health Director
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Salary Code
09 000 100

Rs 101000
Consultant-in-Charge
Deputy Director, Laboratory Services
Deputy Director, Health Services
Director, Emergency Services
Head, AIDS Unit
Head, Occupational Health Unit
Regional Public Health Superintendent
09 000 099
Rs 98000
National HIV/AIDS Coordinator
09 096 098
Rs 89000 x 3000 95000

Lead Diabetologist
09 085 098
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

95000
Medical Superintendent
09 083 098
Rs 59700 x 1625 62950 x 1850 68500 x 1950 74350 x 2825

80000 x 3000 95000
Regional Dental Superintendent
Specialist/Senior Specialist
Specialist (Dental Services)
09 085 096
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

89000
NCD Coordinator
Officer-in-Charge, Harm Reduction Section
Senior AIDS Physician
Senior Community Physician
Senior Emergency Physician
Senior Occupational Health Physician
09 085 095
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

86000
Diabetes Public Health Coordinator
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Salary Code
09 074 094

Rs 45375 x 1525 49950 x 1625 62950 x 1850 68500 x 1950
74350 x 2825 80000 x 3000 83000
AIDS Physician
Community Physician
Emergency Physician
Occupational Health Physician
Registrar
09 071 089
Rs 40800 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
09 070 089
Rs 39575 x 1225 40800 x 1525 49950 x 1625 62950 x 1850

68500 x 1950 70450
Ayurvedic Medical Officer/Senior Ayurvedic Medical Officer
PHARMACY DIVISION
23.93
The Pharmacy Division forms part of the Health Class and consists of officers in the
Pharmacist cadre providing professional services and those of the Pharmacy
Technician cadre giving technical support.
23.94
The Pharmacist cadre is headed by a Director, Pharmaceutical Services who is

assisted by a Deputy Director, Pharmaceutical Services. Both are supported by
officers in the grades of Principal Pharmacist and Pharmacist/Senior Pharmacist.
23.95
Being the technical arm of this group, the Pharmacy Technician cadre consists of
officers in the grades of Chief Pharmacy Technician, Principal Pharmacy Technician,
Pharmacy Stores Manager, Senior Pharmacy Technician and Pharmacy Technician.
Pharmacovigilance Unit
23.96
In the last Report, we recommended that the MOH and QL should make the
necessary arrangement for a Principal Pharmacist to head the Pharmacovigilance
Unit and that the scheme of service of the grade of Principal Pharmacist be enlarged
to include duties related to pharmacovigilance. We are maintaining the existing
provision.
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Recommendation 31
23.97
23.98
We recommend that officers in post as at 30.06.08 in the grade of Senior

Pharmacist now restyled Pharmacist/Senior Pharmacist should, on reaching
the top salary of Rs 62950, be allowed to move incrementally, on a personal
basis, in the salary scale up to salary point Rs 66650 provided they:
(a)
(b)

preceding year; and
(c)
We further recommend that officers in the grade of Pharmacist/Senior

Pharmacist should on reaching the top salary of Rs 62950, be allowed to move
they:
(a)
(b)

preceding year; and
(c)
Allowance to Pharmacist/Senior Pharmacist

23.99
Both Union and Management have submitted that, as there is an increased workload
for Pharmacist/Senior Pharmacists at the hospitals and a high attendance of patients
after normal working hours, the services of Pharmacist/Senior Pharmacists are
required to provide patients with the required drugs and to give professional advice
to doctors on drugs to be dispensed. They also respond to any emergency situation
arising therein. Consequently, request for the payment of an allowance was made,
pending the implementation of a proper shift system. The Bureau has analysed the
issue and with a view to enhancing service delivery, we are making the relevant
provision.
Recommendation 32
23.100 We recommend that, pending the implementation of a proper shift system,
officers in the grade of Pharmacist/Senior Pharmacist who are required to work
beyond their normal working hours up to 2200 hours on weekdays and
Saturdays should be compensated at the normal hourly rate at the salary point
reached, for the additional hours put in.
23.101 We additionally recommend the payment of an On-Call Allowance of
Rs 395 to one Pharmacist/Senior Pharmacist of each hospital who is required
to be on-call on weekdays and Saturdays from 2200 hours to 0900 hours the
following day and Rs 860 for being on call on Sundays and public holidays from
0900 hours to 0900 hours the following day.
Pay Review 2016
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23.102 We also recommend that, when attending duty while on call, the
Pharmacist/Senior Pharmacist should be paid an In-Attendance Allowance of
Rs 290 per hour, inclusive of travelling time.
Inspection of private pharmacies and clearance of parcels
23.103 In order to ensure compliance with the Pharmacy Act, officers of the Pharmacist cadre
visit and inspect private pharmacies. They are also required to attend daily the parcel
post office for inspecting and authorising the clearance of parcels to ensure
compliance with relevant provisions of the Pharmacy Act and the Dangerous Drugs
Act. Presently, they are being paid an allowance of Rs 475 for each visit.
23.104 Moreover, as there is need for monitoring and control of drugs and counterfeit drugs
entering the Mauritian territory, the MOH and QL has submitted that all parcels
containing pharmaceutical and related products are also being inspected by officers
of the Pharmacist cadre at the airport and the seaport. Consequently, Management
has requested that the payment of the allowance for inspection of private pharmacies
be extended for inspections at the airport and seaport as well. We are agreeable to
the submission/proposal of management and are recommending accordingly.
Recommendation 33
23.105 We recommend that an allowance of Rs 500 be paid to officers of the
Pharmacist cadre for each inspection carried out in private pharmacies, outside
office hours and which may involve submission of a report and/or legal
proceedings or for each visit carried out at the parcel post office, airport and
seaport.
Pre-Registration Allowance
23.106 Graduates in Pharmacy who are, presently, required to undergo one year preregistration training in a public or retail pharmacy in order to be registered with the
Pharmacy Board and to have the right to practice, are paid a monthly allowance of
Rs 21000. The quantum is being revised.
Recommendation 34
23.107 We recommend that graduates in Pharmacy who are required to undergo preregistration training in public hospital pharmacies be paid a monthly allowance
of Rs 23975.
23.108 We additionally recommend that graduates in Pharmacy undergoing
pre-registration training in public pharmacies should be refunded travelling
allowance by bus.
Pharmacy Technician Cadre
Diploma in Pharmacy Technician
23.109 In the last Report, we recommended that appointment to the grade of Pharmacy
Technician should, in future, be made by appointment of Trainee Pharmacy
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Civil Service
Technician formerly Student Pharmacy Technician who have successfully completed

the Diploma in Pharmacy Technician. This is being maintained.
23.110 We also provided for a Qualification Bar (QB) in the salary scales of the grades of
Pharmacy Technician and Senior Pharmacy Technician, progression beyond which
would be subject to them possessing the Diploma in Pharmacy Technician. The
EOAC removed the QB in the salary scale of the grade of Senior Pharmacy
Technician, thus allowing unqualified officers to progress beyond the QB salary.
Those officers who are qualified felt that their efforts and sacrifices have not been
compensated. On the other hand, allowing both qualified and non qualified officers
to draw the same salary scale is technically incorrect and might give rise to justified
claims for redress before the tribunal. For all these reasons, the Bureau is reinserting
the QB in the salary scale of Senior Pharmacy Technician.
Recommendation 35
23.111 We recommend that, in future, progression beyond the QB in the salary scales
of Pharmacy Technician and Senior Pharmacy Technician should be subject to
obtention of the Diploma in Pharmacy Technician or equivalent.
23.112 We further recommend that officers in post as at 01.01.16 in the grade of Senior
Pharmacy Technician who have already crossed the QB in their salary scale
though not possessing the Diploma be allowed to continue to move
incrementally in their respective salary scale, on a personal basis.
23.113 We also recommend that the MOH and QL should continue to make provision
for the enlistment of Trainee Pharmacy Technician formerly Student Pharmacy
Technician as well as other officers of the Pharmacy Technician cadre of the
Ministry and the Rodrigues Regional Assembly to follow top-up training
programmes leading to the Diploma in Pharmacy Technician.
Regional Pharmacy Technician (New Grade)

23.114 Dispensing of drugs in Regional Hospitals, AHCs and CHCs constitutes an
important phase in the treatment of patients. It is equally significant to have the
right quantity of drugs in our drug stores and pharmacies so as to meet the
demand of patients.
23.115 It has been submitted that there is need for a proper control of the quantity of
drugs ordered and required. Therefore, it is mandatory for officers to exercise
control over supply of expensive, attractive and sensitive products in order to
eliminate wastage and ensure a proper distribution of drugs to hospitals.
23.116 With a view to strengthening the existing structure to improve the pharmaceuticals
service, provision is being made for the creation of a grade for effective
coordination and smooth running of the Pharmacy services in the periphery of the
five health regional hospitals.
Pay Review 2016
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Recommendation 36
23.117 We recommend the creation of the grade of Regional Pharmacy Technician
on the establishment of the Ministry of Health & Quality of Life.
Appointment thereto, should be made by promotion, on the basis of
experience and merit, of officers in the grade Principal Pharmacy
Technician reckoning at least three years service in a substantive capacity.
23.118 Incumbent would be required, among others, to coordinate the work for the
smooth running of the Pharmacy Services in the periphery of the five regional
hospitals and to provide administrative support to the Chief Pharmacy Technician.
Allowance to Pharmacy Technicians and Senior Pharmacy Technicians
23.119 Generally, Pharmacy Technicians and Senior Pharmacy Technicians are required to
work on shift to provide the pharmacy service on a 24-hour basis in the five main
hospitals as well as in the specialized ones. However, due to shortage of staff, the
shift system could not be implemented. Consequently, these officers are required to
put in additional hours of work and they are paid an In-Attendance Allowance. It has
been requested that the quantum of the allowances should be reviewed in a fair way
as the officers are not in-attendance but are mainly continuing their normal day duty.
The Bureau has analysed the request and, on the basis of fairness and equity, is
reviewing the mode of compensation.
Recommendation 37
officers in the grades of Pharmacy Technician and Senior Pharmacy Technician
who are required to work beyond their normal working hours in order to provide
24-hour coverage during nights, weekends and public holidays should be
respective salary scale, subject to the top of the scale.
23.121 We further recommend that Pharmacy Technician and Senior Pharmacy
Technician who are required to work after normal working hours at the Area
Health Centres and Community Health Centres should continue to be
remunerated on the terms and conditions prevailing as at 31.12.15.
Bank Pharmacy Technician Scheme
23.122 At present, to cope with the heavy workload coupled with shortage of staff, retired
officers as well as officers of the Pharmacy Technician cadre who are allowed to work
under the Bank Pharmacy Technician Scheme are paid an allowance of Rs 700 per
day session of four hours and Rs 800 per night session of four hours. As this
arrangement has proved to be effective, the Bank Pharmacy Technician Scheme is
being maintained.
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Recommendation 38
23.123 We recommend the payment of an allowance of Rs 735 per day session of four
hours and Rs 840 per night session of four hours to retired officers as well as
officers of the Pharmacy Technician cadre who are allowed to work under the
Bank Pharmacy Technician Scheme.
23.124 We additionally recommend that the payment of the allowances under the Bank
Pharmacy Technician Scheme should be on a pro-rata basis whenever the
officer is required to work for more than or less than the specified number of
hours.
Allowance to Senior Pharmacy Technicians
23.125 Staff representatives have reported that, in the absence of the Principal Pharmacy
Technician and Pharmacist/Senior Pharmacist after the normal working hours,
officers in the grade of Senior Pharmacy Technician are called upon to shoulder
higher responsibilities for which they are held accountable. The Bureau has analysed
the issue and we are making the relevant provision to that effect.
Recommendation 39
23.126 We recommend that the seniormost Senior Pharmacy Technician who is called
upon to take charge of the pharmacy and shoulder higher responsibilities after
normal working hours, in the absence of a Principal Pharmacy Technician and
Pharmacist/Senior Pharmacist, should be paid a monthly allowance equivalent
to one increment at the salary point reached in the salary scale, subject to the
top of the scale.
All inclusive allowance at Dr. Yves Cantin Community Hospital
23.127 During consultative meetings, it has been reported that officers of the Pharmacy
Technician cadre are required to resume duty at Dr. Yves Cantin Community Hospital
after a night duty. As catering facilities are not available there, request has been
made for the payment of an allowance in lieu of the meal to which we subscribe.
Recommendation 40
23.128 We recommend the payment of an all-inclusive daily allowance of
Rs 260 in lieu of meal to officers of the Pharmacy Technician cadre who, after
a night service, are required to attend Dr. Yves Cantin Community Hospital the
following day where they are not provided with meals and/or where such
facilities are not available.
23.129 Union Members have submitted that, although no proper shift system has been
implemented, they are providing 24-hour coverage in the public pharmacies.
Consequently, they have requested that they be paid the night duty allowance. We
have examined the issue and we are, exceptionally, making provision to that effect
given that the officers in this cadre are required to work beyond their normal working
hours in a pattern of shift.
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Recommendation 41
23.130 We recommend that officers of the Pharmacy Technician cadre who work on
night shift should, exceptionally, be paid a Night Duty Allowance equivalent to
25% of the normal rate per hour for the hours between 2300 hours and 0500
hours including up to a maximum of two hours lying-in period.
Shift Work
23.131 Officers in the grades of Pharmacy Technician and Senior Pharmacy Technician are
required to work on shift. This element has been taken into consideration in
arriving at the recommended salaries for the corresponding grades.
PHARMACY DIVISION
SALARY SCHEDULE
Salary Code
09 095 097

Rs 86000 x 3000 92000
Director, Pharmaceutical Services
09 079 094
Rs 53200 x 1625 62950 x 1850 68500 x 1950 74350 x 2825

80000 x 3000 83000
Deputy Director, Pharmaceutical Services
09 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
Principal Pharmacist
09 059 085
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 62950
09 069 085
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Quality Control Pharmacist/Chemist
09 070 085
Rs 39575 x 1225 40800 x 1525 49950 x 1625 62950

Chief Pharmacy Technician
09 067 081
Rs 36200 x 925 37125 x 1225 40800 x 1525 49950 x 1625

56450
Regional Pharmacy Technician (New Grade)
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Salary Code
09 065 078

Rs 34350 x 925 37125 x 1225 40800 x 1525 49950 x 1625
51575
Principal Pharmacy Technician
09 060 075
Rs 30175 x 775 32500 x 925 37125 x 1225 40800 x 1525

46900
Pharmacy Stores Manager
09 052 073
Rs 23975 x 775 32500 x 925 37125 x 1225 40800 QB 42325 x

1525 43850
Senior Pharmacy Technician
09 036 069
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 36200 QB 37125 x 1225 38350
Pharmacy Technician
09 026 028
Rs 13790 x 260 14050 x 275 14325

Trainee Pharmacy Technician
formerly Student Pharmacy Technician
NURSING GROUP
23.132 Nursing is a profession within the health care sector which focuses on the care of
individuals, families and communities so that they may attain, maintain or recover
optimal health and quality of life. Nurses develop a plan of care, work in collaboration
with physicians, therapists, the patient, the patients family and other team members,
with prime objective of treating illness with a view to improving quality of life. In fact,
they are the front-liners of the health care delivery.
23.133 The Nursing Group comprises grades mainly from the following cadres: Nursing
Officer, Midwife, Public Health Nursing Officer, Nurse Educator and Specialised
Nurse. There are also other grades in this group which provide assistance and
auxiliary services.
23.134 In the last Report, we recommended that appointment to the grade of Nursing Officer
should, in future, be made by appointment of Trainee Nurses formerly Student Nurses
who have successfully completed the National Diploma level 6 in Nursing. This is
being maintained.
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23.135 We also made provision for a Qualification Bar (QB) in the salary scale of the
respective Nursing grade so that progression beyond the QB would be subject to
them possessing the National Diploma Level 6 in Nursing. The EOAC removed the
QB in the salary scale thus, allowing unqualified officers to progress beyond the QB
salary. Those officers who are qualified felt that their efforts and sacrifices have not
been compensated. On the other hand, allowing both qualified and non qualified
officers to draw the same salary scale is technically incorrect and might give rise to
justified claims for redress before the tribunal. For all these reasons, the Bureau is
reinserting the QB in the salary scales of the respective grade of Nursing Officer,
Charge Nurse (Male), Charge Nurse (Female), Nursing Officer (Psychiatric), Charge
Nurse (Psychiatric) (Male), Charge Nurse (Psychiatric) (Female), Specialised Nurse,
Podiatrist and Blood Bank Officer.
Recommendation 42
23.136 We recommend that, in future, progression beyond the QB in the respective
salary scale of Nursing Officer, Charge Nurse (Male), Charge Nurse (Female),
Nursing Officer (Psychiatric), Charge Nurse (Psychiatric) (Male), Charge Nurse
(Psychiatric) (Female), Specialised Nurse, Podiatrist and Blood Bank Officer
should be subject to obtention of the National Diploma Level 6 in Nursing.
23.137 We further recommend that officers in post as at 01.01.16 in the grades of
Nursing Officer, Charge Nurse (Male), Charge Nurse (Female), Nursing Officer
(Psychiatric), Charge Nurse (Psychiatric) (Male), Charge Nurse (Psychiatric)
(Female), Specialised Nurse, Podiatrist and Blood Bank Officer who have
already crossed the QB in their respective salary scale though not possessing
the Diploma be allowed to continue to move incrementally in their respective
salary scale, on a personal basis.
23.138 We also recommend that the MOH and QL should continue to make provision
for officers of the Nursing Officer cadre of the Ministry and of the Rodrigues
Regional Assembly to follow top up training programmes leading to a National
Diploma Level 6 in Nursing.
Public Health Nursing Officer
23.139 During consultations with the staff side of the Public Health Nursing Officer cadre,
request was made that the top-up training programmes leading to a National Diploma
Level 6 in Nursing be extended to them as well, given that they are recruited from
Nursing Officers. The Bureau has examined the submission and we are making the
Recommendation 43
23.140 We recommend that the Ministry of Health and Quality of Life should make the
necessary provision for officers of the Public Health Nursing Officer cadre to
follow top up training programmes leading to a National Diploma Level 6 in
Nursing.
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23.141 We further recommend that progression beyond the QB in the salary scale of
the grade of Public Health Nursing Officer should be subject to obtention of the
National Diploma Level 6 in Nursing.
Midwife Educator
23.142 Presently, appointment to the grade of Midwife Educator is made by selection from
among candidates reckoning two years post registration experience as General
Nurse, three years as Midwife and possessing a Diploma in Nursing Education with
Midwifery. Since Nursing and Midwifery are two different fields, difficulties are being
encountered to have candidates possessing both qualifications. Proposals have,
therefore, been made to amend the qualification requirements of the grade such that
recruitment thereof would be easier.
23.143 The Bureau has duly examined the issue and is of the view that the mode of
appointment should be amended to ease recruitment. During consultations,
Management was apprised of the issue and the latter agreed to take remedial action.
We are, therefore, making provision to this end.
Recommendation 44
23.144 We recommend that the MOH and QL should review the qualification
requirements for appointment to the grade of Midwife Educator in order to ease
recruitment.
Nurse Mentor
23.145 In the last Report, we recommended that graduate Nurses be given the opportunity
to utilise their skills/competencies to provide clinical teaching and practice to Trainee
Nurses formerly Student Nurses as well as assuming team leadership roles in
different units of the Health Care Delivery System where the latter are posted. We
also recommended that these graduate Nurses should be designated as Nurse
Mentors and be granted an allowance equivalent to two increments at the point
reached in their respective salary scale.
We are maintaining these
recommendations in this Report.
Notional Time
23.146 Notional time is considered or deemed to be considered as effective working time.
Hence, we are maintaining the recommendation made to that effect.
Recommendation 45
23.147 We recommend that Charge Nurses or any other officers posted in the wards
and are involved in handing over should be compensated for handing over time
up to a maximum of 30 minutes (by time-off) when effective working hours and
notional time exceeds 40 hours weekly or a multiple of 40 hours, where the shift
covers a cycle.
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Retention Allowance
23.148 To ease the retention problem of qualified Nursing Officers, the Bureau came up with
a series of recommendation in its 2003 PRB Report. In 2008, with the high attrition
rate of the nursing personnel, the High Powered Committee made several additional
recommendations.
23.149 We have, in this Report, reassessed the situation and consider that the measures
taken to ease the problem of retention should be maintained for some time and
reviewed for effective healthcare delivery.
23.150 Presently, a monthly retention allowance is paid to some officers of the Nursing group,
because there is a shortage of nursing staff. The payment of this retention allowance
has helped in curbing the emigration of the Nursing personnel.
23.151 We have observed that the market situation/condition has improved and there are
many qualified people who are available to work in the health sector. However, we
are maintaining the payment of Retention Allowance to eligible officers in post as at
31 December 2015 up to 31 December 2016.
Recommendation 46
(i)
Nursing Officers who have successfully completed the bonded period as

well as officers in the grades of Charge Nurse, Ward Manager, Nursing
Supervisor, Nursing Administrator, Regional Nursing Administrator,
Public Health Nursing Officer, Senior Public Health Nursing Officer,
Principal Public Health Nursing Officer, Specialised Nurse, Nurse
Educator, Senior Nurse Educator, Principal Nurse Educator, Midwife
Educator and Senior Midwife Educator should continue, up to
31 December 2016, to be paid a monthly Retention Allowance equivalent
to two additional increments at the point they have reached in the master
salary scale, subject to satisfactory performance and upon
recommendation of the Responsible/Supervising Officer; and
(ii)
an officer who leaves the service before reaching the age at which he may
retire without the approval of the appropriate Service Commission (Table
II at Chapter 15 of Volume 1) should refund the totality of the Retention
Allowance paid to him. However, an officer who retires from the service
on reaching the age at which he may retire without the approval of the
appropriate Service Commission or thereafter should refund only that part
of the retention allowance which he would have earned under this scheme
after reaching the age at which he may retire without the approval of the
appropriate Service Commission.
23.153 However, the above provision should not apply to officers retiring as per their
new compulsory retirement age or on medical ground.
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23.154 All officers who are eligible for the payment of the Retention Allowance as from
01 January 2016 and have been granted same prior to the publication of this
Report should continue to draw the Retention Allowance up to 31 December
2016.
23.155 We are reiterating our recommendation that the authorities should consider the
advisability of training the maximum number of persons that the establishment
can allow for the Nursing profession until the next overall Review on Pay and
Grading Structures and Conditions of Service in the Public Sector, given the
demands for the profession both at home and abroad.
23.156 The Night Duty Allowance is actually being paid to officers in the Nursing Group who
effectively work on night shift. This arrangement is an incentive for concerned officers
and has proved to be beneficial to the service. It is, therefore, being maintained.
Recommendation 47
23.157 We recommend that officers in the Nursing Group who effectively work on night
shift should continue to be paid a Night Duty Allowance equivalent to 25% of
the normal rate per hour for the hours between 2300 hours to 0500 hours
including up to a maximum of two hours lying-in period.
23.158 We, however, recommend that the Night Duty Allowance be computed
exceptionally at the rate of 25% and on the basis of eight hours in respect of
the present night shift of 13 hours for officers in the Nursing Officer cadre
and officers in the grades of Health Care Assistant/Senior Health Care
Assistant (General) formerly Health Care Assistant (General), Senior Midwife,
Midwife and Trainee Midwife formerly Student Midwife.
Night Attendance Bonus
23.159 As an incentive to curb absenteeism at night, a monthly Night Attendance Bonus is
payable to some officers provided that they attend duty on all scheduled night shifts
during the month. This provision has been effective in encouraging work at night and
same is being maintained.
Recommendation 48
23.160 We recommend the payment of a monthly Night Attendance Bonus, until the
next overall Review on Pay and Grading Structures and Conditions of Service
in the Public Sector, to officers in the grades as mentioned below provided that
they attend duty on all scheduled night shifts during the month.
Grades

(Rs)
290
Trainee Nurse
formerly Student Nurse
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Trainee Midwife
formerly Student Midwife
290
Nursing Officer:
585
730
Charge Nurse:
730
875
Nursing Supervisor
1100
Midwife:
410
585
Senior Midwife:
585
730
Health Care Attendant/Senior Health Care

Attendant formerly Health Care Assistant
(General):
330
475
Bank Nurse Scheme

23.161 Under the current Bank Nurse Scheme (in service), serving Nursing Officers, Charge
Nurses, Ward Managers, Nursing Supervisors, Nursing Administrators, Senior
Midwives and Midwives are employed on a sessional basis whereas under the
external Bank Nurse Scheme, Registered Nurses and qualified Midwives not in the
Government Service are employed. All these officers operate at the level of Nursing
Officer under the Bank Nurse Scheme and are paid allowances at the rate of Rs 700
per day session of four hours and Rs 800 per night session of four hours.
23.162 To palliate for the acute shortage of Nursing Staff and ensuring effective service
delivery, we are maintaining the scheme and revising the quantum of the allowances.
Recommendation 49
23.163 We recommend the payment of an all-inclusive allowance of Rs 735 per day
session of four hours and Rs 840 per night session of four hours to serving
Nursing Officers, Charge Nurses, Ward Managers, Nursing Supervisors,
Nursing Administrators, Senior Midwives and Midwives employed on a
sessional basis under the Bank Nurse Scheme (in service) and to Registered
Nurses and qualified Midwives not in Government Health Institutions.
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23.164 We additionally recommend that the allowances under the Bank Nurse Scheme
should be paid on a pro-rata basis whenever the officer is required to work for
more than or less than the specified number of hours.
Allowances to Nursing Officers posted in the Emergency Medical Services Units
(SAMU)
23.165 Nursing Officers posted to the Emergency Medical Services Units (SAMU) are paid
an allowance for shouldering additional duties. Besides this allowance, the
seniormost Nursing Officer is additionally paid an allowance for planning roster,
organising the work, controlling drugs, dressings, instruments and equipment and
ensuring maintenance thereof. This arrangement is being maintained.
Recommendation 50
23.166 We recommend the payment of a monthly allowance of Rs 775 to Nursing
Officers posted to SAMU for performing additional duties and Rs 960 to the
seniormost Nursing Officer for planning the work and making roster, being
responsible of and controlling drugs, dressings, instruments and equipment
and ensuring maintenance of equipment and instruments.
Allowances for performing duties of ECG Technician
23.167 ECG Technicians provide electrocardiogram services to patients during normal
working hours only. Emergency cases outside normal working hours at the
Emergency Department, ICU, Cardiac Wards and SAMU are attended by Charge
Nurses and Nursing Officers. The 2013 EOAC Report extended this service against
payment of allowances to Charge Nurses, Nursing Officers and Health Care
Attendant/Senior Health Care Attendants formerly Health Care Assistants (General)
posted to Area Health Centres and Community Health Centres. As ECG services will
continue to be provided to patients after normal working hours in hospitals and within
normal working hours in Area Health Centres/Community Health Centres/Mediclinics,
we are maintaining the existing arrangement.
Recommendation 51
23.168 We recommend the payment of an allowance of Rs 145 per night/Sunday/public
holiday and Rs 75 for Saturday from 1200 hours to 1800 hours to Charge Nurses
and Nursing Officers posted to the Accident and Emergency Department, ICU,
Cardiac Wards and SAMU who are required to perform the duties of ECG
Technician at nights, on Saturdays, Sundays and public holidays.
23.169 We also recommend the payment of an allowance of Rs 145 per
day/Sunday/public holiday and Rs 50 per night to Charge Nurses, Nursing
Officers and Health Care Attendant/Senior Health Care Attendants (General)
formerly Health Care Assistants (General) posted to the Area Health
Centres/Community Health Centres/Medi clinics who are required to perform
the duties of ECG Technician during the day, at night, on Sundays and public
holidays.
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Allowance to Nursing Officers posted to the Hyperbaric Medicine Unit

23.170 In the 2008 PRB Report, the Bureau introduced the payment of an all-inclusive
allowance to Nursing Officers posted to the Hyperbaric Medicine Unit and who have
to attend to cases of diving accident patients both within and beyond normal working
hours. As this practice will continue, we are maintaining the allowance.
Recommendation 52
23.171 We recommend that Nursing Officers posted to the Hyperbaric Medicine Unit
for the treatment of diving accident patients and other emergency cases, both
within and beyond normal working hours, be paid a monthly all-inclusive
Allowance for Answering Calls on the Hotline at the AIDS Unit
Recommendation 53
23.172 We recommend that officers posted to the AIDS Unit who are required to
answer calls and provide service information on the hotline be paid an allinclusive allowance of Rs 620 for 53 hours.
23.173 We additionally recommend that the allowance should be paid on a pro-rata
basis whenever the officer is required to work for more or less than the
specified number of hours.
Allowance to Nursing Officers posted to Dr Yves Cantin Community Hospital
23.174 At present, Nursing Officers posted to the Dr Yves Cantin Community Hospital are
paid an all-inclusive allowance of Rs 225 when performing night shifts/three shifts
continuously as there are no catering facilities available there. Nursing Officers
posted to the neighbouring Community Health Centres and who are required to
perform night duty at the Dr Yves Cantin Community Hospital are also paid this allinclusive allowance. Given that this arrangement will continue, we are maintaining
the allowance and revising the quantum.
Recommendation 54
23.175 We recommend that Nursing Officers posted to the Dr Yves Cantin Community
Hospital and Nursing Officers posted to the neighbouring Community Health
Centres who are required to do night duty at the Dr Yves Cantin Community
Hospital after a normal day shift and which is followed by a day shift be paid
an all-inclusive allowance of Rs 260, provided that they work for three shifts
continuously i.e. a day shift, a night shift and a day shift.
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Allowance to Trainee Nurses formerly Student Nurses and Trainee Midwives formerly
Student Midwives who are working on shift
23.176 Trainee Nurses formerly Student Nurses and Trainee Midwives formerly Student
Midwives are paid a monthly allowance of Rs 750 whenever they are scheduled to
work on shift along with the Night Duty Allowance. Since this incentive has proved to
be effective, we are maintaining this provision with a revised rate.
Recommendation 55
23.177 We recommend that Trainee Nurses formerly Student Nurses and Trainee
Midwives formerly Student Midwives who are scheduled to work on shift, i.e. at
night, on Saturday afternoons, Sundays and public holidays be paid a monthly
allowance of Rs 780. They should also continue to be paid the Night Duty
Allowance as recommended at paragraph 23.158.
Travelling Allowance for Trainee Nurse formerly Student Nurse
23.178 During consultations with stakeholders in the context of this Report, staff
representatives have submitted that many Trainee Nurses formerly Student Nurses
have to wait for several months before they are paid their travelling allowances and
this long overdue late payment is demotivating them. Following discussion with the
Management, the Bureau was informed that refund of travelling by bus is computed
on a monthly basis. We have examined the issue and are proposing a better
arrangement.
Recommendation 56
23.179 We recommend that, to the extent possible, the Ministry of Health and Quality
of Life effects the payment of the travelling allowance to Trainee Nurses
formerly Student Nurses, at the earliest.
Trainee Midwife formerly Student Midwife
23.180 Presently, Trainee Midwives formerly Student Midwives are enlisted from among
candidates possessing the Cambridge School Certificate with credit in five subjects
including at least a pass in either Human Biology or Human and Social Biology or
Chemistry or Physics. Upon successful completion of their training, they are awarded
a certificate and are appointed to the grade of Midwife.
23.181 Representatives of trade Unions have requested for the upgrading of the prescribed
entry qualification requirement and have proposed that the MOH and QL should
introduce a training course leading to a Diploma in Midwifery and Obstetrical Nursing
which would enhance service delivery in this vital field. We concur with the proposal
of the Union and are recommending, accordingly.
Recommendation 57
23.182 We recommend that the Ministry of Health and Quality of Life considers the
advisability of introducing a training course leading to a Diploma in Midwifery
and Obstetrical Nursing for Trainee Midwife formerly Student Midwife.
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Allowance for performing administrative

received/delivered at the Mortuary
duties
in
respect
of
dead
body
23.183 During the absence of the Hospital Administrative Assistant and the Executive Officer
(Health Services), i.e. before 0900 hours and after 1600 hours at the mortuary, the
administrative duties in connection with dead bodies received/delivered are carried
out by the Nursing staff.
23.184 Union members have submitted that these duties should be performed by the
Administrative Assistant and Executive Officer (Health Services).
Following
discussion with the Management, the Bureau was informed that this issue will be
tackled administratively. However, pending the administrative arrangement, we are
maintaining the payment of this allowance.
Recommendation 58
23.185 We recommend the continued payment of an allowance of Rs 100 to the
Nursing Staff for performing administrative duties in respect of each dead body
received/delivered before 0900 hours and after 1600 hours at the Mortuary in
the absence of the Hospital Administrative Assistant and the Executive Officer
(Health Services). The payment of this allowance should lapse once the
administrative arrangement has been made.
Allowance to Nursing/Midwife Staff posted to Agalega Islands
23.186 Presently, a monthly allowance of Rs 5000 is paid to Male Nursing Officers, Female
Nursing Officers qualified in Midwifery, Charge Nurses (Female), Senior Midwives
and officers of the Nursing Group who are qualified in Midwifery for providing roundthe-clock coverage and for working over and above their normal working hours. This
arrangement is being maintained and the quantum of the allowance is being revised
as well.
Recommendation 59
23.187 We recommend that a monthly allowance of Rs 5250 be paid to Male Nursing
Officers, Female Nursing Officers possessing Midwifery Certificates, Charge
Nurses (Female), Senior Midwives and officers of the Nursing Group who are
qualified in Midwifery posted to Agalega Islands for providing a 24-hour
coverage and effectively working over and above their normal working hours.
Allowance to Nursing Officers and Charge Nurses at the Renal Dialysis Unit
23.188 To cope with the increase in the number of patients requiring dialysis treatment,
Nursing Staff are required to put in additional hours of work from 1700 hours to 2100
hours against payment of allowances. In the 2013 EOAC Report, On-Call and InAttendance Allowances were introduced. Given that up to now, the Unit is not fully
operational to provide dialysis services within normal working hours, we are
maintaining the present arrangement and revising the quantum.
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Recommendation 60
23.189 We recommend that Charge Nurses, Nursing Officers and Health Care
Assistant/Senior Health Care Assistant (General) formerly Health Care
Assistant (General) who are required to put in additional hours of work at the
Renal Dialysis Unit be paid allowance as hereunder:
Extra hours of work
Charge Nurses and

Nursing Officers
(Rs)
Health Care
Assistant/Senior Health
Care Assistant
(General) formerly
Health Care Assistant
(General)
(Rs)
185
130
630
435
23.190 We additionally recommend the payment of an On-Call Allowance of

Rs 240 to one Nursing Officer or one Charge Nurse posted to the Renal Dialysis
Unit of each regional hospital who is required to be On-Call on weekdays and
Saturdays from 2100 hours to 0900 hours the following day and Rs 685 for
being On Call on Sundays or public holidays from 0700 hours to 0700 hours
the following day.
23.191 We also recommend that, when attending duty while being On-Call, the Nursing
Officer or Charge Nurse should be paid an in-attendance allowance of
Rs 275 per hour, inclusive of travelling time.
23.192 We further recommend that the allowance should be paid on a pro-rata basis
whenever the officer is required to work more than or less than the specified
number of hours.
Incremental credit for the Nursing Officer (Psychiatric)
23.193 Presently, appointment to the grade of Nursing Officer (Psychiatric) is made from
among candidates who are fully registered as Mental Nurse.
23.194 Representations have been made that officers in the grades of Nursing Officer
(Psychiatric), Charge Nurse (Psychiatric) (Male), Charge Nurse (Psychiatric)
(Female), Ward Manager (Psychiatric) (Male) and Ward Manager (Psychiatric)
(Female) should be compensated on obtention of the Diploma in Mental Health
Nursing. We have duly examined the issue and in order to induce officers to join the
field of Psychiatry and provide dedicated service, we are making the appropriate
recommendation.
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Recommendation 61
23.195 We recommend that officers in the grades of Nursing Officer (Psychiatric),
Charge Nurse (Psychiatric) (Male), Charge Nurse (Psychiatric) (Female), Ward
Manager (Psychiatric) (Male), and Ward Manager (Psychiatric) (Female) who
possess the Diploma in Mental Health Nursing should be granted one
increment at the point reached in their salary scale subject to the maximum
salary of the respective grade.
Occupational Therapy Assistant
Physiotherapy Assistant
23.196 During consultations, the staff side has reported that due to limited promotion
prospects for officers at the lowest level of the cadre, many experienced officers are
stagnating on the top salaries for years and this is causing a lot of frustration and
demotivation, thus leading to an impediment to service delivery.
23.197 An analysis of the schemes of service of the first two levels has revealed quite a lot
of overlapping of duties between the two grades. However, it has also been noted
that there exists an element of supervision in the duties performed by the next level
of officers.
23.198 Given that, in this Report, the Bureau is emphasizing on enhanced service delivery,
a new mechanism has been devised to address the issue and we are recommending
accordingly, so that the experience of the officers be gainfully and judiciously utilised
by the organization.
Recommendation 62
23.199 We recommend that officers in the grades of Occupational Therapy Assistant
and Physiotherapy Assistant:
(a) who have drawn their top salary for a year should be allowed to proceed
incrementally in the salary scale of Senior Occupational Therapy Assistant
and Senior Physiotherapy Assistant respectively, up to salary point of
Rs 33425 provided:
(i)
they have been consistently efficient and effective in their

performance during the preceding year; and
(ii)
(b) should in addition to their normal duties, be required to perform the duties
and assume the responsibilities devolving upon the grades of Senior
Occupational Therapy Assistant and Senior Physiotherapy Assistant
respectively, once they have been allowed to move incrementally in the
higher salary scale.
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23.200 We further recommend that this should not preclude Occupational Therapy
Assistants and Physiotherapy Assistants from being promoted to the
respective grades of Senior Occupational Therapy Assistant and Senior
Physiotherapy Assistant before they have reached the top of their respective
salary scale or on vacancy arising in the latter grades.
Bank Scheme for Health Care Assistant/Senior Health Care Assistant (General)
formerly Health Care Assistant (General)
23.201 Under the Bank Scheme, Health Care Assistant/Senior Health Care Assistant
(General) formerly Health Care Assistant (General) are employed on a sessional
basis of four hours on weekdays, Sundays and public holidays in order to ensure
efficient health service delivery. As this arrangement has proved to be effective, this
provision is being maintained with a revised quantum.
Recommendation 63
23.202 We recommend the payment of an all-inclusive allowance of Rs 505 per day
session of four hours and Rs 580 per night session of four hours to Health Care
Attendant/Senior Health Care Attendants (General) formerly Health Care
Assistants (General) who work on sessions in Government Health Institutions.
23.203 We additionally recommend that the allowance under the Bank Scheme should
be paid on a pro-rata basis whenever the officer is required to work for more
than or less than the specified number of hours.
Special Duty Allowance to Health Care Assistant/Senior Health Care Assistant
(General) formerly Health Care Assistant (General) posted to the AIDS Unit
23.204 Health Care Assistant/Senior Health Care Assistant (General) formerly Health Care
Assistant (General) posted to the AIDS Unit to carry out Needle Exchange
Programme are paid a monthly Special Duty Allowance equivalent to one increment
at the initial of the salary scale, pending the filling of the grade of Specialised Health
Care Assistant. This provision is being maintained.
Recommendation 64
23.205 We recommend that Health Care Assistant/Senior Health Care Assistant
(General) formerly Health Care Assistant (General) posted to the AIDS Unit to
carry out Needle Exchange Programme should continue to be paid a monthly
Special Duty Allowance equivalent to one increment at the initial of the salary
scale. The payment of this allowance should lapse with the filling of the
vacancies in the grade of Specialised Health Care Assistant.
Risk Allowance
23.206 Officers in certain grades who work in close and constant contact with mental
patients, TB patients and drug addicts are paid a risk allowance equivalent to one
and a half increments at the initial of their respective salary scale. There have been
representations from many union members for the extension of the payment of risk
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allowance to officers in other grades in the health sector as they are also exposed to
such situations. The Bureau has studied the issue and has come to the conclusion
that the Ministry should conduct a risk assessment exercise as per provision made in
Chapter on Risk, Insurance and Compensation of Volume 1 of this Report to
determine the degree of risk to which incumbents are exposed while performing these
duties. However, we are maintaining the present payment of allowances to those
already eligible.
Recommendation 65
23.207 We recommend the continued payment of a risk allowance equivalent to one
and a half increments at the initial of their salary scale to officers, listed below,
working in close and constant contact with mental patients, TB patients and
drug addicts:
(i)
Trainee Nurse formerly Student Nurse, Nursing Officer, Nursing Officer

(Psychiatric), Charge Nurse (Male), Charge Nurse (Female), Charge Nurse
(Psychiatric) (Male), Charge Nurse (Psychiatric) (Female), Ward Manager
(Male), Ward Manager (Female);
(ii)
Nursing Supervisor, Nursing Administrator and Health Care

Assistant/Senior Health Care Assistant (General) formerly Health Care
Assistant (General) posted to the Poudre dOr Hospital and the Brown
Sequard Mental Health Care Centre;
(iii)
Occupational Therapy Assistant and Senior Occupational Therapy

Assistant posted to the Brown Sequard Mental Health Care Centre;
(iv)
Health Care Assistant/Senior Health Care Assistant (General) formerly

Health Care Assistant (General) posted to the AIDS Unit, pre-natal and
post-natal wards;
(v)
Nursing staff working at the detainees ward at J. Nehru Hospital, Harm

Reduction Unit, SAMU, Psychiatric wards at Regional Hospitals;
(vi)
Nursing staff carrying out the Needle Exchange Programme, Methadone

Treatment and Outreach activities at the AIDS Unit; and
(vii) Officers of the Nursing Officer and Midwifery cadres posted to the prenatal, labour and post-natal wards.
~419~
Pay Review 2016
Civil Service
Shift/Staggered
23.208 Incumbents in the grades listed below are required to work either on shift or at
staggered hours. This element has been taken into consideration in arriving at
the recommended salaries for the corresponding grades.
Shift
Health Care Assistant
(Haemodialysis)
Health Care Assistant/Senior Health
Care Assistant (General) formerly
Health Care Assistant (General)
Midwife
Senior Midwife
Nursing Officer
Nursing Officer (Psychiatric)
Charge Nurse (Male)
Charge Nurse (Female)
Charge Nurse (Psychiatric) (Male)
Charge Nurse (Psychiatric) (Female)
Nursing Supervisor (Male)
Nursing Supervisor (Female)
Permanencier/Senior Permanencier
Staggered
Blood Bank Assistant/Senior Blood Bank
Assistant formerly Blood Bank Assistant
Blood Bank Officer
Senior Blood Bank Officer

Senior Specialised Nurse
Specialised Nurse
Specialised Health Care Assistant
Refund of Vacation Leave and Casual Leave

23.209 Presently, officers of the Nursing Officer cadre are allowed to accumulate their
vacation leave over and above their authorised ceiling as well as their casual leave
not taken. The officers are refunded the accumulated vacation and casual leaves at
the rate of 1/30 of their monthly salary per day at the time of retirement, if they opt to
work during the excess accumulated leave.
23.210 Union members have submitted that the refund of such leaves be effected on a yearly
basis to enable them to benefit from an early payment. We have examined the issue
and we are of the view that refund of the accumulated vacation leaves should be at
the time of retirement whereas that of unutilised casual leave would be on a yearly
basis. We are, thus, recommending accordingly.
Recommendation 66
23.211 We recommend that, until the publication of the next Report, officers of the
Nursing Officer cadre be allowed to continue to accumulate their vacation leave
over and above their authorised ceiling. Such leave may be taken as leave prior
to retirement. If the officers opt to work during the excess accumulated leave
period, they should be refunded the accumulated vacation leave at the rate of
1/30 of their last monthly salary per day at the time of retirement.
Pay Review 2016
~420~
Civil Service
23.212 We further recommend that, with effect from 01 January 2016 and up to the next
Overall Review of Pay and Grading Structures and Conditions of Service in the
Public Sector, officers of the Nursing Officer cadre be allowed to accumulate
their casual leave not taken and such leave should be refunded annually at the
rate of 1/66 of their last monthly salary per day in the corresponding year.
23.213 We, however, recommend that officers of the Nursing Officer cadre should
continue to be refunded all unutilised accumulated casual leaves as at 31.12.15
at the rate of 1/30 of the last monthly salary per day at the time of retirement.
Compensation for work on Public Holidays falling on Night Shift
Recommendation 67
23.214 We recommend that the handing over period of time up to a maximum of
30 minutes should continue to be considered as effective working hours for the
purpose of determining any compensation or grant of days off.
NURSING GROUP
SALARY SCHEDULE
Salary Code
09 092 094

Rs 77175 x 2825 80000 x 3000 83000
Director, Nursing
09 077 092
Rs 49950 x 1625 62950 x 1850 68500 x 1950 74350 x 2825

77175
Deputy Director, Nursing
09 073 089
Rs 43850 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
Regional Nursing Administrator
09 069 085
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Nursing Administrator (Female)
Nursing Administrator (Male)
09 063 079
Rs 32500 x 925 37125 x 1225 40800 x 1525 49950 x 1625 53200

~421~
Pay Review 2016
Civil Service
Salary Code
09 058 075
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525

46900
Ward Manager (Female)
Ward Manager (Male)
09 052 073
Rs 23975 x 775 32500 x 925 37125 x 1225 40800 QB 42325 x

1525 43850
Charge Nurse (Male)
09 037 069
Rs 17050 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 36200 QB 37125 x 1225 38350
Nursing Officer
09 026 028
Rs 13790 x 260 14050 x 275 14325

Trainee Nurse
09 077 092
Rs 49950 x 1625 62950 x 1850 68500 x 1950 74350 x 2825

77175
Head, School of Nursing
09 072 087
Rs 42325 x 1525 49950 x 1625 62950 x 1850 66650

Principal Nurse Educator
09 067 084
Rs 36200 x 925 37125 x 1225 40800 x 1525 49950 x 1625 61325

Senior Nurse Educator
09 062 077
Rs 31725 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950
Nurse Educator
09 067 084
Rs 36200 x 925 37125 x 1225 40800 x 1525 49950 x 1625 61325

Senior Midwife Educator
09 062 077
Rs 31725 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

Midwife Educator
Principal Public Health Nursing Officer
Pay Review 2016
~422~
Civil Service
Salary Code
09 057 075

Rs 27850 x 775 32500 x 925 37125 x 1225 40800 x 1525
46900
Senior Public Health Nursing Officer
09 050 073
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 40800

QB 42325 x 1525 43850
09 058 076
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 48425

National Dialysis Co-ordinator
09 028 062
Rs 14325 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 31725
Health Care Assistant (Haemodialysis)
09 057 075
Rs 27850 x 775 32500 x 925 37125 x 1225 40800 x 1525 46900

Chief Midwife
09 054 073
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 43850

Principal Midwife
09 047 069
Rs 21000 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 38350
Senior Midwife (shift)
09 045 066
Rs 20050 x 475 21950 x 625 23200 x 775 32500 x 925 35275

Senior Midwife (Personal)
09 033 064
Rs 15750 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 33425
Midwife
09 026 028
Rs 13790 x 260 14050 x 275 14325

Trainee Midwife
~423~
Pay Review 2016
Civil Service
Salary Code
09 058 075

Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525
46900
Ward Manager (Psychiatric) (Female)
Ward Manager (Psychiatric) (Male)
09 052 073
Rs 23975 x 775 32500 x 925 37125 x 1225 40800 QB 42325 x

1525 43850
Charge Nurse (Psychiatric) (Female)
Charge Nurse (Psychiatric) (Male)
09 037 069
Rs 17050 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 36200 QB 37125 x 1225 38350
Nursing Officer (Psychiatric)
09 058 075
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525

46900
Harm Reduction Coordinator
Senior Specialised Nurse
Senior Specialised Nurse (Diabetes)
09 052 073
Rs 23975 x 775 32500 x 925 37125 x 1225 40800 x 1525 43850

Specialised Nurse (Diabetes)
Specialised Nurse (Diabetes Foot Care)
09 052 073
Rs 23975 x 775 32500 x 925 37125 x 1225 40800 QB 42325 x

1525 43850
Specialised Nurse
09 063 079
Rs 32500 x 925 37125 x 1225 40800 x 1525 49950 x 1625 53200

Health Promotion Officer/Senior Health Promotion Officer
09 040 065
Rs 18075 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 34350
Specialised Health Care Assistant
09 056 073
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 43850

Senior Blood Bank Officer
Pay Review 2016
~424~
Civil Service
Salary Code
09 042 069
Rs 18825 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 36200 QB 37125 x 1225 38350
Blood Bank Officer
09 027 064
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 32500 x 925 33425
Blood Bank Assistant/Senior Blood Bank Assistant
formerly Blood Bank Assistant
09 050 068
Rs 22575 x 625 23200 x 775 32500 x 925 37125

Principal Permanencier
09 040 065
Rs 18075 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 34350
Permanencier/Senior Permanencier
09 028 064
Rs 14325 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 32500 x 925 33425
Health Care Assistant/Senior Health Care Assistant (General)
09 040 065
Rs 18075 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 34350
Senior Occupational Therapy Assistant
Senior Physiotherapy Assistant
09 026 060
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 30175
Occupational Therapy Assistant
09 052 073
Rs 23975 x 775 32500 x 925 37125 x 1225 40800 QB 42325 x

1525 43850
Podiatrist
~425~
Pay Review 2016
Civil Service
MEDICAL AUXILIARIES GROUP

23.215 The Medical Auxiliaries Group forms part of the Health Class and consists of grades
that provide supporting services to medical and paramedical groups, which are
essential to the operation of both curative and preventive medical and health services.
Allowance to Health Surveillance Officers and Senior Health Surveillance Officers
23.216 Officers of the Health Surveillance cadre are presently paid an all-inclusive allowance
of Rs 260 per day for attending work on Sundays and public holidays to dispense
anti-malaria drugs and/or monitor malaria positive cases. Given the importance of
monitoring malaria cases so as to limit its outbreak at national level, the officers of
the Health Surveillance cadre have requested for a substantial increase in the
quantum of the allowance as very often they have to attend to several cases which
cover a whole day. We have analysed the issue and we are making the relevant
provision.
Recommendation 68
23.217 We recommend that an all-inclusive allowance of Rs 335 per day be paid to
Health Surveillance Officers and Senior Health Surveillance Officers who are
required to attend work on Sundays and public holidays to dispense antimalaria drugs and/or monitor malaria positive cases.
Senior Medical Imaging Assistant (on shift) (New Grade)
Senior Medical Imaging Assistant
23.218 At present, appointment to the grade of Senior Medical Imaging Assistant is made by
selection from among officers in the grades of Medical Imaging Assistant who reckon
at least five years service in a substantive capacity and Medical Imaging Assistant
(on shift) who reckon at least 5 years service in a substantive capacity or an
aggregate of five years service in a substantive capacity in the grades of Medical
Imaging Assistant and Medical Imaging Assistant (on shift). During consultations,
staff representatives have submitted that appointment to the grade of Senior Medical
Imaging Assistant should be made by promotion, on the basis of experience and
merit, in order to provide a career path and to be fair and equitable. We have duly
examined the request and we are making the appropriate provision in order not to
debar officers presently eligible to be appointed as Senior Medical Imaging Assistant.
Recommendation 69
23.219 We recommend:
(i)
Pay Review 2016
the creation of the grade of Senior Medical Imaging Assistant (on shift) on
the establishment of the MOH and QL. Appointment thereto, should be
made by selection from among officers in the grade of Medical Imaging
Assistant (on shift) reckoning at least five years service in a substantive
capacity in the grade;
~426~
Civil Service
(ii)
that, in future, appointment to the grade of Senior Medical Imaging

Assistant should be by selection from among officers in the grade of
Medical Imaging Assistant (Personal) reckoning at least five years
service in a substantive capacity in the grade; and
(iii) that the scheme of service of the grade of Principal Medical Imaging
Assistant be amended such that, in future, appointment be made by
selection from among officers in the grades of Senior Medical Imaging
Assistant (on shift) who reckon at least four years service in a substantive
capacity in the grade and Senior Medical Imaging Assistant who reckon
at least four years service in a substantive capacity in the grade or an
aggregate of four years service in a substantive capacity in the grades of
Senior Medical Imaging Assistant (on shift) and Senior Medical Imaging
Assistant.
Allowance to Medical Imaging Assistant (Personal) and Medical Imaging Assistant
(on shift)
23.220 Given that a proper shift system has not been implemented for officers of the Medical
Imaging Assistant cadre, the latter are paid the In-Attendance Allowance for working
beyond normal hours. In the context of this Report, union members have submitted
that the quantum of the allowances should be reviewed to reflect the efforts put in by
them after normal working hours. After a careful analysis, the Bureau is reviewing
the mode of compensation, in line with the policy of harmonisation of allowances for
work after normal working hours.
Recommendation 70
23.221 We recommend that officers in the grades of Medical Imaging Assistant
(Personal) and Medical Imaging Assistant (on shift) who are required to work
beyond normal working hours on weekdays, Saturdays, Sundays and public
holidays should be compensated at the normal hourly rate at the salary point
reached in the respective salary scale for the additional hours put in.
23.222 We further recommend that the payment of this allowance should lapse with
the implementation of a proper shift system in this cadre.
Senior Linen Health Officer formerly Senior Linen Officer
Linen Health Officer formerly Linen Officer
23.223 During submissions, the staff side has represented that due to very meagre promotion
prospects for officers at the lowest level of the cadre, many experienced officers are
stagnating on the top salary for several years and enduring a lot of frustration and
demotivation which is impeding service delivery.
~427~
Pay Review 2016
Civil Service
23.224 An analysis of the schemes of service of the first two levels has revealed quite a lot
of overlapping duties between the two grades. However, it has also been noted that
there exists an element of supervision in the duties performed by the next level
officers.
23.225 Given that the Bureau is emphasising on service delivery in this Report, a new
mechanism has been devised to address the issue and we are recommending
accordingly, so that the experience acquired by the officers be gainfully and
judiciously utilised by the organisation. We are also restyling the grade to a more
appropriate job appellation, commensurate with the nature of duties performed.
Recommendation 71
23.226 We recommend that the grades of Linen Officer be restyled to Linen Health
Officer and that of Senior Linen Officer to Senior Linen Health Officer.
23.227 We further recommend that officers in the grade of Linen Health Officer
formerly Linen Officer:
(a) who have drawn their top salary for a year should be allowed to proceed
incrementally in the salary scale of Senior Linen Health Officer formerly
Senior Linen Officer up to the salary point of Rs 29400 provided:
(i)
they have been consistently efficient and effective in their

performance during the preceeding year; and
(ii)
have not been adversely reported upon on ground of conduct;
(b) should, in addition to their normal duties, be required to perform the duties
and assume the responsibilities devolving upon the grade of Senior Linen
Health Officer formerly Senior Linen Officer once they have been allowed
to move incrementally in the higher salary scale.
23.228 We also recommend that this arrangement should not preclude Linen Health
Officers formerly Linen Officers from being promoted to the grade of Senior
Linen Health Officer formerly Senior Linen Officer before they have reached the
top of their salary scale or on vacancy arising in the latter grade.
Pay Review 2016
~428~
Civil Service
Psychiatry Rehabilitation and Welfare Officer/Senior Psychiatry Rehabilitation and

Welfare Officer (Male)
formerly Psychiatry Rehabilitation and Welfare Officer
Psychiatry Rehabilitation and Welfare Officer/Senior Psychiatry Rehabilitation and
Welfare Officer (Female)
23.229 The Male and Female Psychiatry Rehabilitation and Welfare Departments have been
reported to be functioning in two separate components as per their nature of work.
Consequently, representations have been made to the Bureau that in order to meet
the needs and conveniences of both the male and female psychiatric patients, there
should be two separate grades of Psychiatry Rehabilitation and Welfare Officer
(Male) and Psychiatry Rehabilitation and Welfare Officer (Female). Given the
sensitiveness of the issue, the Bureau is agreeable to the request of having two
separate grades to provide a career path to incumbents as well as increasing their
interest further in the field of Psychiatry for the benefit of the psychiatric patients.
Recommendation 72
23.230 We recommend that the grade of Psychiatry Rehabilitation and Welfare Officer
be restyled Psychiatry Rehabilitation and Welfare Officer/Senior Psychiatry
Rehabilitation and Welfare Officer (Male) and Psychiatry Rehabilitation and
Welfare Officer/Senior Psychiatry Rehabilitation and Welfare Officer (Female),
respectively.
Risk Allowance
23.231 Generally, a risk allowance equivalent to one and a half (1) increments at the initial
of salary scale is paid to officers in certain grades in the health sector who work in
close and constant contact with mental patients, T.B patients and drug addicts. There
have been representations from many union members for the extension of the
payment of risk allowance to officers in other grades in the health sector as they are
also exposed to such situations. The Bureau has studied the issue and has come to
the conclusion that every organisation should conduct a risk assessment exercise to
determine the grades which are really exposed to such hazards. We are, however,
maintaining the payment of this allowance to those grades who are already entitled
to same.
Recommendation 73
23.232 We recommend that officers in the grades of Psychiatry Rehabilitation and
Welfare Officer/Senior Psychiatry Rehabilitation and Welfare Officer (Male)
formerly Psychiatry Rehabilitation and Welfare Officer and Psychiatry
Rehabilitation and Welfare Officer/Senior Psychiatry Rehabilitation and Welfare
Officer (Female) formerly Psychiatry Rehabilitation and Welfare Officer working
in close and constant contact with mental patients, T.B patients and drug
addicts be paid a Risk Allowance equivalent to one and a half (1) increments
at the initial salary point in their respective salary scale.
~429~
Pay Review 2016
Civil Service
Shift/Roster/Staggered
23.233 Below is a list of officers who are required to work either on shift, roster or staggered
hours. This element has been taken into consideration in arriving at the
recommended salaries for the corresponding grades.
Shift
Roster
Staggered
Medical Imaging
Dental Assistant (Roster
Community Health Care
Assistant (on shift)
day and night)
Officer
Senior Medical Imaging
Psychiatry Rehabilitation
Community Health
Assistant (on shift) (New
and Welfare
Development Motivator
Grade)
Officer/Senior Psychiatry
Community Health
Rehabilitation and
Rehabilitation Officer
Welfare Officer (Male)
Motivator (Community
formerly Psychiatry
Health)
Rehabilitation and
Senior Community Health
Welfare Officer
Psychiatry Rehabilitation
formerly Supervisor,
and Welfare
Community Health
Officer/Senior Psychiatry
Rehabilitation and
Welfare Officer (Female)
formerly Psychiatry
Rehabilitation and
Welfare Officer
Senior Dental Assistant
(Roster day and night)
MEDICAL AUXILIARIES GROUP
SALARY SCHEDULE
Salary Code
09 051 069

Rs 23200 x 775 32500 x 925 37125 x 1225 38350
Principal Dental Assistant
09 045 064
Rs 20050 x 475 21950 x 625 23200 x 775 32500 x 925 33425

Senior Dental Assistant (Roster day and night)
formerly Senior Dental Assistant (Roster)
Pay Review 2016
~430~
Civil Service
Salary Code
09 043 062
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 31725

formerly Senior Dental Assistant (Personal)
09 028 062
Rs 14325 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 31725
Dental Assistant (Roster day and night)
formerly Dental Assistant (Roster)
09 026 060
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 30175
Dental Assistant
formerly Dental Assistant (Personal)
09 050 067
Rs 22575 x 625 23200 x 775 32500 x 925 36200

Principal Community Health Care Officer
09 038 063
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 32500
Senior Community Health Care Officer
09 027 060
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 30175
Community Health Care Officer
09 049 066
Rs 21950 x 625 23200 x 775 32500 x 925 35275

Senior Community Health Rehabilitation Officer
formerly Supervisor, Community Health Rehabilitation Officer
09 029 063
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 32500
09 050 068
Rs 22575 x 625 23200 x 775 32500 x 925 37125

Principal Medical Imaging Assistant
09 043 065
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500

x 925 34350
Senior Medical Imaging Assistant (on shift) (New Grade)
~431~
Pay Review 2016
Civil Service
Salary Code
09 040 062
Rs 18075 x 375 19575 x 475 21950 x 625 23200 x 775 31725

09 025 060
Rs 13530 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 30175
Medical Imaging Assistant (on shift)
09 024 058
Rs 13270 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 28625
Medical Imaging Assistant (Personal)
09 049 064
Rs 21950 x 625 23200 x 775 32500 x 925 33425

Principal Health Surveillance Officer
09 035 060
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 30175
Senior Health Surveillance Officer
09 019 056
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 27075
Health Surveillance Officer
09 035 060
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 30175
Senior Community Health Development Motivator
09 022 056
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 27075
Community Health Development Motivator
Motivator (Community Health)
09 040 067
Rs 18075 x 375 19575 x 475 21950 x 625 23200 x 775 32500

x 925 36200
Psychiatry Rehabilitation and Welfare Officer/Senior Psychiatry
Rehabilitation and Welfare Officer (Male)
Psychiatry Rehabilitation and Welfare Officer/Senior Psychiatry
Rehabilitation and Welfare Officer (Female)
Pay Review 2016
~432~
Civil Service
Salary Code
09 049 064

Rs 21950 x 625 23200 x 775 32500 x 925 33425
Senior Supervisor, Rodent Control
09 035 060
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 30175
Supervisor, Rodent Control
09 019 056
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325

17700 x 375 19575 x 475 21950 x 625 23200 x 775 27075
Assistant Supervisor, Rodent Control
09 035 060
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 30175
Senior Linen Health Officer
formerly Senior Linen Officer
09 019 056
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 27075
Linen Health Officer
formerly Linen Officer
HEALTH RECORDS GROUP

23.234 The main objectives of the Health Records Group is to maintain medical records of
patients medical history in a standardized, professional and confidential manner,
while at the same time, promoting quality patient care. Officers of the Health Records
Group who are the frontliners of the health services, are the first contact for patients
attending public health institutions. They also provide a round the clock service.
23.235 At present, the organization structure of the Health Records Department comprises
officers in the grades of Chief Health Records Officer, Principal Health Records
Officer, Senior Health Records Officer, Health Records Officer, Senior Health
Records Clerk, and Health Records Clerk/ Higher Health Records Clerk.
23.236 In the context of the present review exercise, the Ministry of Health and Quality of Life
(MOH and QL) has apprised the Bureau that due to the increasing use of high
technology, there is need to prepare for a shift from the manual keeping of records to
managing a proper E-Health Information System in respect of data on patients,
diseases, and attendances. In view of the above, the organization structure of the
Health Records Department should be reviewed such that the cadre can make
optimum use of computer technology to process records and data for meaningful
information.
~433~
Pay Review 2016
Civil Service
23.237 It is observed that the Ministry of Health and Quality of Life has already embarked on
an E-Health Project which will be completed in the near future. For the transition from
a manual system to a fully automated system to be effective and the impending future
e-health environment, the records department will need to shift from a paper based
medical record keeping to the automated management of health information. To
enable this, officers in the Health Records Clerk cadre would require adequate
knowledge in anatomy and physiology, pathological tests, radiological examination,
medical terminology, understanding of diseases, information technology and basic
statistical knowledge.
23.238 Considering the vision of the Ministry coupled with the main theme of this Report
which is geared towards the provision for an enhanced service delivery to meet
citizens needs and non-citizens needs as well as other stakeholders demands, we
are reviewing the structure of the Health Records Department. We are providing a
few new grades, while at the same time, bringing corrective measures to address
strong representations made by the Unions of the Health Records Clerk cadre
pertaining to the difficulties encountered by the present merger of the grades of
Health Record Clerk and Higher Health Records Clerk.
Health Records Technician (New Grade)
23.239 With the implementation of the E-Health Project in the near future, there would be a
need to prepare for a shift in the manual keeping of records to managing a proper ehealth information system in respect of data on patients, diseases, attendances at
service department and related statistics. We are, therefore, providing for a new
grade of Health Records Technician who would be dedicated wholly to clinical coding
and statistical recording.
Recommendation 74
23.240 We recommend the creation of a grade of Health Records Technician on the
establishment of the Ministry of Health and Quality of Life. Appointment,
thereto, should be made by selection from among Senior Health Records
Clerks possessing a Certificate in Health Information Management and Clinical
Coding from the Mauritius Institute of Health.
23.241 Incumbent would be responsible to the Chief Health Records Officer or any other
officer designated by him for the surveillance of diseases, provision of health service
activity returns and carrying out clinical coding, among others, through the collection
of accurate daily ward statements and patient files from wards; collection and
compilation of data from data providers; and validation of data by establishing sound
working relationships with data providers. He would further be responsible for the
assignment of appropriate codes to diseases, operations, procedures and encounters
with health services according to coding manuals in place; marking of patient files
with the appropriate clinical codes; updating and maintenance of computer files and
keeping back ups on electronic data; and keeping and maintenance of a Master
Computerised Disease Register and other patient-related databases.
Pay Review 2016
~434~
Civil Service
Health Records Clerk/Higher Health Records Clerk

23.242 Prior to the publication of the 2013 PRB Report, the grades of Health Records Clerk
and Higher Health Records Clerk existed as two distinct grades at the Health Records
Department. However, both grades were subsequently merged and restyled in the
2013 PRB Report, to Health Records Clerk/Higher Health Records Clerk, and the
scheme of service has been amended, accordingly.
23.243 It has been represented that prior to the merger, the Higher Health Records Clerk
was recognized by the Health Records Clerk as a senior officer to ensure some
supervision, monitoring and control of work. With the merging, the former Higher
Health Records Clerk has to cover night duty on a roster system that equally applies
to Health Records Clerk/Higher Health Records Clerk. The fact that supervision is
not being recognised has bred resentment and frustration among the senior officers.
23.244 During consultative meetings, in the context of the present review exercise, the
Unions of the Health Records Clerk cadre have vehemently represented and
unanimously voted through an opinion survey conducted by the Unions among their
members, for a demerger of the grade of Health Records Clerk/Higher Health
Records Clerk into two distinct grades as they existed prior to the 2013 PRB Report
which in the present structure/arrangement would ensure proper supervision during
night service.
23.245 We have analysed the representation and considering that the merged grades is
ineffective and is impeding effective service delivery, we are recommending
corrective measures to address the situation.
Recommendation 75
(i)
the grade of Health Records Clerk/Higher Health Records Clerk on the

establishment of the Ministry of Health and Quality of Life be demerged
into two distinct grades of Health Records Clerk and Higher Health
Records Clerk;
(ii)
in future appointment to the grade of Higher Health Records Clerk should

be made by promotion on the basis of experience and merit of officers in
the grade of Health Records Clerk reckoning at least five years service in
a substantive capacity in the grade or an aggregate of five years service
in the merged grade of Health Records Clerk/Higher Health Records Clerk
and having successfully undergone six months on-the-job training in
Health Records Work.
(iii) the schemes of service be re-amended to segregate the duties and level
of responsibilities that would henceforth be devolving upon incumbents
in the grades of Health Records Clerk and Higher Health Records Clerk,
respectively;
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(iv) with the creation of the grade of Supervisor, Operation Support Services
who would assume the overall responsibility for making transport
arrangements for patients, the schemes of service for the Health Records
Clerk cadre be amended to waive the duties relating to filling of log books
and making transport arrangements for patients. However, pending the
filling of the post of Supervisor, Operation Support Services, the present
arrangement should be maintained.
(v)
officers in the grades of Health Records Clerk and Higher Health Records
Clerk formerly Health Records Clerk/Higher Health Records Clerk in post
as at 01.01.2016 who have already moved in the salary scale of the higher
post by virtue of the merger be exceptionally allowed to draw their
converted salary point in the Master Salary Scale.
Shift Work and Night Duty Allowance

23.247 With a view to provide for a round the clock service, officers in the grades of Health
Records Clerk and Higher Health Records Clerk formerly Health Records
Clerk/Higher Health Records Clerk are required to work on a shift basis. This element
has been taken into consideration in determining the recommended salaries of the
grades.
23.248 At present, officers in the grades of Health Records Clerk and Higher Health Records
Clerk formerly Health Records Clerk/Higher Health Records Clerk who effectively
work on a night shift are paid a Night Duty Allowance equivalent to 25% of the normal
rate per hour for the hours between 2300 hours and 0500 hours, including up to a
maximum of two hours lying-in period. We are maintaining the present arrangement.
Recommendation 76
23.249 We recommend that Health Records Clerk and Higher Health Records Clerk
formerly Health Records Clerk/Higher Health Records Clerk who effectively
work on a night shift should be paid a Night Duty Allowance equivalent to 25%
of the normal rate per hour for the hours between 2300 hours and 0500 hours,
HEALTH RECORDS GROUP

SALARY SCHEDULE
Salary Code
09 072 085

Rs 42325 x 1525 49950 x 1625 62950
Chief Health Records Officer
09 065 080
Rs 34350 x 925 37125 x 1225 40800 x 1525 49950 x 1625

54825
Principal Health Records Officer
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Salary Code
09 051 073

Rs 23200 x 775 32500 x 925 37125 x 1225 40800 x 1525
43850
Senior Health Records Officer
09 048 071
Rs 21475 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800
Health Records Technician (New Grade)
09 048 070
Rs 21475 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 39575
Health Records Officer
09 046 067
Rs 20525 x 475 21950 x 625 23200 x 775 32500 x 925 36200

Senior Health Records Clerk
09 044 065
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 34350

Higher Health Records Clerk
formerly Health Records Clerk/Higher Health Records Clerk
(officers in the grade of Higher Health Records Clerk in post as at
31.12.12)
09 030 063
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 32500
Health Records Clerk
formerly Health Records Clerk/Higher Health Records Clerk (officers
in the grade of Health Records Clerk in post as at 31.12.12)
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MEDICAL TECHNICIAN, TECHNOLOGIST AND PARAMEDIC GROUP

23.250 The provision of technical support to the medical profession at the Ministry of Health
and Quality of Life is ensured by officers in the paramedical sectors which comprises
Laboratory Services, Radiography and Radiotherapy, Physiotherapy, Occupational
Therapy, Speech Therapy Services and Orthopaedic Appliances and Surgical
Instruments Workshop Units.
Principal Medical Laboratory Technologist
23.251 In our previous Reports, we recommended that appointment to the grade of Principal
Medical Laboratory Technologist should be made, as from 01 July 2013, from among
Senior Medical Laboratory Technologist possessing a Degree in Bio-Medical
Science. Since many of the Senior Medical Laboratory Technologists had not yet
completed the degree, this recommendation was deferred until such time the Ministry
of Health and Quality of Life could deem it appropriate to amend the qualifications
requirements.
23.252 In the 2013 PRB Report, a Qualification Bar (QB) was inserted in the salary scale of
the grade of Principal Medical Laboratory Technologist, progression beyond which
would be subject to the obtention of the Degree in Bio-Medical Science. However, in
the wake of the EOAC Report 2013, the QB has been retrieved from the salary scale
thus allowing unqualified officers to move incrementally beyond the QB salary. Those
officers who are qualified felt that their efforts and sacrifices have not been
compensated.
23.253 On the other hand, allowing both qualified and non qualified officers to draw the same
salary is technically incorrect and might give rise to justified claims for redress before
the tribunal. For all these reasons, the Bureau is reinserting the QB in the salary
scale of the grade of Principal Medical Laboratory Technologist.
Recommendation 77
23.254 We recommend that, in future, progression beyond the QB in the salary scale
of Principal Medical Laboratory Technologist should be subject to the
obtention of a Degree in Bio-Medical Science.
23.255 We also recommend that officers in the grade of Principal Medical Laboratory
Technologist who, as at 01.01.2016, have already crossed the QB provided in
the salary scale of the grade, though not possessing the required degree, their
salary point should be converted to the corresponding salary point to be read
in the Master Salary Scale.
23.256 We further recommend that any progression beyond the revised converted
salary should be subject to the obtention of the degree in Bio-Medical Science.
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Service during Nights, Weekends and Public Holidays

23.257 At present, officers in the grades of Medical Laboratory Technologist/Senior Medical
Laboratory Technologist who continue to work in a pattern of in-attendance, beyond
their normal working week in order to provide a 24-hour service during nights,
Weekends and public holidays, are paid In-Attendance Allowances, as hereunder:
"In-Attendance"
Allowance
(Rs)
Period
Weekdays
1000
1800
Saturdays
1600
1800
Sundays and public holidays:

1000
1000
1800
23.258 We are, in this Report, reviewing the mode of computation of this coverage allowance.
Recommendation 78
officers in the Medical Laboratory Technologist cadre, who are effectively
required to work beyond their normal working week in order to provide a
24-hour service during nights, weekends and public holidays should be
respective salary scales, for every additional hour put in.
Bank Medical Laboratory scheme
23.260 The Ministry of Health and Quality of Life runs a bank scheme for Medical Laboratory
Technologists, to palliate for short term absences of officers and also to cater for the
increase in work load in the Medical Laboratories. At present, retired officers of the
Medical Laboratory Technologist cadre as well as qualified persons from outside the
service, who are employed on a sessional basis to provide assistance to the officers
of the Medical Laboratory Technologist cadre in Government Health Institutions, are
paid an allowance of Rs 750 per day session of four hours and Rs 850 per night
session of four hours. As this bank scheme will continue we are maintaining same.
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Recommendation 79
23.261 We recommend that retired officers of the Medical Laboratory Technologist
cadre as well as qualified persons from outside the service who are employed
on a sessional basis to give assistance to officers of the Medical Laboratory
Technologist cadre in Government Health Institutions, should continue to be
paid an allowance of Rs 750 for day session of four hours and Rs 850 for night
session of four hours.
23.262 We further recommend that the allowances under the bank scheme should be
paid on pro-rata basis whenever the officer is required to work beyond or less
than the specified number of hours.
Emergency Service in Microbiology
Bacteriology/Malaria (Sundays and Public Holidays)
23.263 At present, Medical Laboratory Technologist/Senior Medical Laboratory Technologist
who attend work at the Microbiology Section, over and above their normal working
week, on Sundays and public holidays from 0900 hours to noon are paid an allowance
of Rs 400. We are maintaining the payment of the existing allowance.
Recommendation 80
23.264 We recommend that Medical Laboratory Technologist/Senior Medical
Laboratory Technologists who are required to attend work at the Microbiology
Section, over and above their normal working week on Sundays and public
holidays from 0900 hours to noon should continue to be paid an allowance of
Rs 400.
Should the officer be required to work beyond noon, these allowances should
continue to be paid on pro-rata basis.
Blood Donor Service
Blood Transfusion/Virology (Sundays and Public Holidays)
23.265 Medical Laboratory Technologist/Senior Medical Laboratory Technologist who are
required to attend the Blood Transfusion/Virology Section on Sundays and public
holidays from 0900 hours to noon, over and above their normal working week, are
presently paid an allowance of Rs 400. The present arrangement is being
maintained.
Recommendation 81
23.266 We recommend that the allowances payable to Medical Laboratory
Technologist/Senior Medical Laboratory Technologists for attending work at
the Blood Transfusion/Virology Section over and above their normal working
week, on Sundays and public holidays from 0900 hours to noon, be maintained
at Rs 400.
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23.267 However, whenever an officer is required to work beyond noon, these

allowances should continue to be paid on pro-rata basis.
23.268 The Blood Donor Coordinator is responsible for organising and delivering educational
meetings and talks, lectures and sensitization campaigns on blood
donation/collection related issues after normal office hours, during week ends and
public holidays. In the exercise of his function, he is required to travel extensive
mileage, to perform his duties.
23.269 At present, incumbent is paid a monthly allowance of Rs 3800 for working after normal
working hours, during weekends and public holidays. He has therefore, requested
for an additional allowance to cater for the extensive wear and tear of his personal
car. We have analysed the request and are recommending, accordingly.
Recommendation 82
23.270 We recommend that the monthly allowance payable to the Blood Donor
Coordinator for carrying out sensitization campaigns on blood donation/
collection after normal working hours, during weekends and public holidays be
maintained at Rs 3800.
23.271 We further recommend the payment of an additional compensation of
Rs 800 per month to the Blood Donor Coordinator to cater for the additional
expenditure incurred in the maintenance of his car used for performing
extensive official travelling.
Dr Yves Cantin Community Hospital
Meal Allowance
23.272 At present, an all-inclusive daily allowance of Rs 225 in lieu of meals is paid to Medical
Laboratory Technologist/Senior Medical Laboratory Technologist who, after a night
service, have to attend Dr Yves Cantin Community Hospital the following day, where
they are not provided with meals and/or where such facilities are not available. The
present arrangement is maintained.
Recommendation 83
23.273 We recommend that, Medical laboratory Technologist/Senior Medical
Laboratory Technologists who, after a night service, have to attend to
Dr Yves Cantin Community Hospital the following day, where they are not
provided with meals and/or where such facilities are not available, should
continue to be paid a daily meal allowance of Rs 260.
Radiography Services
23.274 The X-Ray Department provides two distinct services, namely the Therapeutic
Radiography and the Diagnostic Radiography Services.
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23.275 In the context of the previous review exercise, the MOH&QL had apprised the Bureau
that it was in the process of running a training programme leading to a Diploma in
Radiotherapy and Radiography for Student Radiation Therapist and Student Medical
Imaging Technologist. For all other officers of the Radiation Therapist and the
Medical Imaging Technologist cadres, top up training programmes leading to a
Diploma in Radiotherapy and Radiography were to be mounted. In view of the
foregoing, we provided for a Qualification Bar (QB) in the respective salary scales, as
appropriate, progression beyond which is subject to obtention of the Diploma
qualifications. We are maintaining the existing provision.
Recommendation 84
23.276 We again recommend that progression beyond the QB in the respective salary
scales for the grades as mentioned, hereunder:
Radiation Therapist
Senior Radiation Therapist
Medical Imaging Technologist and
Senior Medical Imaging Technologist
should be subject to the obtention of the Diploma in Radiotherapy or the
Diploma in Radiography.
23.277 We further maintain that the Ministry of Health and Quality of Life should make
the necessary arrangements for the enlistment of Student Medical Imaging
Technologists, Student Radiation Therapists as well as other officers of the
Medical Imaging Technologist and Radiation Therapist cadres of the Ministry
and the Rodrigues Regional Assembly to follow top up training programmes
leading to a Diploma in Radiography and Radiotherapy.
Risk Allowance to officers of the Radiation Therapist cadre
23.278 Officers of the Radiation Therapist cadre are presently paid a risk allowance
equivalent to one and a half increments at the initial of their respective salary scales
for working in a high energy radiation risk area. We recommend that the existing
provision be maintained.
Bank Radiation Therapist
23.279 Retired officers previously in the grade of Radiation Therapists recruited under the
Bank Scheme of Radiation Therapist are paid an all-inclusive allowance of Rs 610
per day session of three hours and Rs 710 per night session of three hours.
Recommendation 85
23.280 We recommend that retired officers in the grade of Radiation Therapists
recruited under the Bank Scheme of Radiation Therapist be paid an allinclusive allowance of Rs 610 per day session of three hours and Rs 710 per
night session of three hours.
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Service during Nights, Weekends and Public Holidays

23.281 Officers in the grades of Medical Imaging Technologist and Senior Medical Imaging
Technologist who are required to work beyond their normal working hours in order to
provide 24-hours coverage during nights, weekends and public holidays are presently
paid In-Attendance Allowances, as hereunder:
Period
"In-Attendance" Allowance
Medical Imaging
Technologist
Rs
Weekdays
following day
Saturdays
following day
Sundays and Public Holidays
following day
Senior Medical
Imaging
Technologist
Rs
580
1050
930
1700
970
1050
1500
1700
580
580
1050
930
930
1700
We are in this Report, reviewing the mode of computation of this coverage allowance.
Recommendation 86
23.282 We recommend that, pending the implementation of proper shift system,
officers in the Medical Imaging Technologist cadre, who are effectively required
to work beyond their normal working week in order to provide 24 hour service
during nights, weekends and public holidays should be compensated at the
normal hourly rate at the salary point reached in their respective salary scales,
for every additional hour put in.
Risk Allowance to Medical Imaging Technologist posted at Chest Clinic
23.283 At present, Medical Imaging Technologists and Senior Medical Imaging Technologist
who are posted at the Chest Clinic and Poudre Dor Hospital are paid a risk allowance
equivalent to one and a half increments (1) at the initial of their respective salary
scales as they work in close contact with mental patients, T. B. Patients and drug
addicts. We are maintaining the present provision.
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Recommendation 87
23.284 We recommend that Medical Imaging Technologists and Senior Medical
Imaging Technologist who are posted at the Chest Clinic and Poudre Dor
Hospital should continue to be paid a risk allowance equivalent to one and half
increments (1) at the initial of their respective salary scales as they work in
close contact with mental patients, TB patients and drug addicts.
X-Ray of Dead Bodies
23.285 At present officers of the Medical Imaging Technologist cadre who are required to
carry out X-Ray examinations of dead bodies which are quite often, in a fairly
advanced state of decomposition are paid an allowance of Rs 245 per case. We are
maintaining the payment of this allowance.
Recommendation 88
23.286 We recommend that the allowance paid to officers of the Medical Imaging
Technologist cadre for carrying out X-Ray examinations of dead bodies which
are in a state of advanced decomposition should continue to be Rs 245 per
case.
Radiation Protection Duties
23.287 Senior Medical Imaging Technologists who are required to perform radiation
protection duties where no Principal Medical Imaging Technologist is posted, are paid
a monthly allowance of Rs 820. We are maintaining this allowance.
Recommendation 89
23.288 We recommend that the monthly allowance paid to Senior Medical Imaging
Technologist who are required to perform radiation protection duties where no
Principal Medical Imaging Technologist is posted should continue to be Rs 820
monthly.
Bank Medical Imaging Technologist
23.289 To palliate for short term absences of officers in the Medical Imaging Technologist
cadre and also to cater for an increase in work load, the Ministry of Health and Quality
of Life runs a Bank Scheme whereby retired officers of the Medical Imaging
Technologist cadre are made to serve on a sessional basis for which, they are
presently paid an all-inclusive allowance of Rs 610 per day session of three hours
and Rs 710 per night session of three hours. We are maintaining the existing
arrangement.
Recommendation 90
23.290 We recommend that retired officers of the Medical Imaging Technologist cadre
who are employed to serve on a sessional basis under the Bank Scheme be
paid an all-inclusive allowance of Rs 610 per day session of three hours and Rs
710 per night session of three hours.
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23.291 We further recommend that the allowances under the bank scheme should be
paid on a pro-rata basis whenever the officer is required to work beyond or less
than the specified number of hours.
Dr Yves Cantin Community Hospital
23.292 At present, officers of the Medical Imaging Technologist cadre who after a night
service at the main hospital have to attend duty the following day at Dr Yves Cantin
Community Hospital, are paid a daily meal allowance of Rs 225, as they are not
provided with meals and no such facilities are available. The present arrangement is
maintained.
Recommendation 91
23.293 We recommend that, Medical Imaging Technologists who, after a night service,
have to attend to Dr Yves Cantin Community Hospital the following day, where
they are not provided with meals and/or where such facilities are not available,
should continue to be paid a daily meal allowance of Rs 260.
Compensation for additional duties
23.294 With the evolution of technology, officers of the Medical Imaging Technologist cadre
are now required to operate high tech sophisticated equipment for CT Scan, Magnetic
Resonance Imaging (MRI), Mammography, and Angiography.
23.295 These extra duties and responsibilities require much dexterity and involve additional
skills and competencies, the moreso that such duties are considered to be a deviation
from the traditional X Rays System to a much more sophisticated digital screening of
patients.
23.296 In view of the above, officers of the Medical Imaging Technologist cadre have
requested for an additional compensation since the duties of operating such
equipment were not previously included in their respective schemes of service and
for which no compensation has been granted to incumbents in post. The Ministry of
Health and Quality of Life is agreeable to the proposal. We are recommending
accordingly.
Recommendation 92
23.297 We recommend that officers of the Medical Imaging Technologist cadre be
granted one additional increment upon conversion, to be read from the master
salary scale, subject to the top salary scale of the respective grades.
Nuclear Medicine Department
Allowance for work beyond normal working hours
23.298 At present, Nuclear Medicine Technologist are paid an all-inclusive allowance of
Rs 560 per case for attending to emergencies during nights, weekends and public
holidays. They are also entitled to the payment of an additional allowance at the
hourly rate of Rs 155 for putting in additional hours of work as a result of treatment
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started during the normal hours but completed beyond scheduled departure time. We
are maintaining the existing provision.
Recommendation 93
23.299 We recommend that Nuclear Medicine Technologists be paid an all inclusive
allowance of Rs 560 per case for attending to emergencies during nights,
weekends and public holidays. However, payment for additional hours of work
put in as a result of treatment started during the normal hours but completed
beyond scheduled departure time should be at the hourly rate of Rs 155
23.300 During consultative meetings, officers of the Nuclear Medicine Technologist cadre
apprised the Bureau that the grade of Senior Nuclear Medicine Technologist was
created in the 2008 PRB Report. However, the post has up to now not been filled in
view of the fact that the scheme of service for the grade has not been prescribed.
This situation has created much frustration among the officers in the cadre who have
expressed a legitimate aspiration for promotion to a higher level. Keeping this in view,
we are making other provision to address the issue.
Recommendation 94
23.301 We recommend that officers in the grade of Nuclear Medicine Technologist who
have drawn the top salary recommended for the grade for a year, be allowed to
move incrementally in the salary scale of the Senior Nuclear Medicine
Technologist up to salary point Rs 53200 provided:
(i) they have been consistently efficient and effective in their performance
during the preceeding year; and
23.302 We also recommend that incumbents should, in addition to their normal duties,
be required to perform the duties and assume the responsibilities of the grade
of Senior Nuclear Medicine Technologist, once they have been allowed to move
incrementally in the higher salary scale.
23.303 We further recommend that this should not preclude the Nuclear Medicine
Technologist from being promoted to the grade of Senior Nuclear Medicine
Technologist before having reached the top of the salary scale or on vacancy
arising in the latter grade.
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ORTHOPAEDIC APPLIANCES WORKSHOP

23.304 The objective of the Orthopaedic Appliances Workshop is to fit appropriate
orthopaedic appliances to patients with a view to enabling them to overcome their
disabilities.
23.305 At present, the organization structure of the Orthopaedic Appliances Workshop
comprises the grades of Superintendent Orthopaedic Appliances Workshop,
Orthopaedic Technician, Assistant Orthopaedic Technician and Trainee Assistant
Orthopaedic Technician.
23.306 Currently, the only Orthopaedic Technician in post supervises the work of the five
sections (Prosthesis, Orthotic, Leather, Metal and Seamstress) and also assists the
Superintendent. Over the years, the number of patients suffering from physical,
visual, hearing and mental, and other diseases has increased considerably.
23.307 With the increasing number of patients requiring appliances due to a high rise in the
number of diabetic patients, high accident rates and increases in Non-Communicable
Diseases, the diversity of appliances needed and the development in technology, the
Ministry of Health and Quality of Life has proposed to re-structure the Orthopaedic
Appliances Workshop. We are recommending accordingly.
Recommendation 95
23.308 We recommend the creation of two distinct sections, the Podo-Orthosis
Section and the Orthosis Prosthesis Section within the Orthopaedic Appliances
Workshop.
Podo-Orthosis Section
23.309 The Podo-Orthosis Section will be responsible to give professional service to patients
needing orthopaedic shoes, orthopaedic insoles and foot orthotics appliances. The
section will work in close collaboration with the Diabetes Vascular Centre to ensure
proper coordination in order to supply proper foot appliances to patients referred to
the workshop.
Orthosis-Prosthesis Section
23.310 The Orthosis-Prosthesis Section will comprise two units, namely (i) the Orthesis Unit
which would be responsible for the manufacture of high technical devices that are
applied to a part of the body to correct deformity, improve function, relieve symptoms
and assist the muscular-neuro skeleton system; and (ii) the Prosthesis Unit which
would be responsible to manufacture artificial devices that replaces a missing body
part.
23.311 With a view to allowing the Orthopaedic Appliances Workshop to maximize output
and provide effective service delivery, we are also creating a few grades and restyling
some others to better reflect the nature of duties and level of responsibilities devolving
upon the incumbent
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Orthopaedic Technician
23.312 At present, appointment to the grade of Orthopaedic Technician is made from among
holders of the Brevet de Technicien Suprieur in Orthopaedic appliances or the
Diplome Universitaire Suprieur de Technologie (DUST) from a recognised
institution.
23.313 The Ministry of Health and Quality of Life has apprised the Bureau that, as there is
no qualified candidate available on the local market, the Ministry has decided to post
Nursing Officers at the Orthopaedic Workshop for on-the-job training and
subsequently, follow a training course in Prosthesis and Orthesis either locally or
abroad before they are appointed Orthopaedic Technician. Approval of the Public
Service Commission has, therefore, been sought for the nomination and posting of
Nursing Officers to the Orthopaedic Appliances Workshop whereby incumbent would
undergo on-the-job training followed by a Diploma Course in Prosthesis and
Orthesis.
23.314 In view of the above, the MOH and QL has proposed that, in future, appointment to
the grade of Orthopaedic Technician should be made from among Nursing Officers
possessing a pass in two science subjects at Cambridge Higher School Certificate
and reckoning at least three years service in a substantive capacity in the grade. We
are recommending, accordingly.
Orthopaedic Technician (Podo-Orthosis) (New Grade)
23.315 We recommend the creation of the grade of Orthopaedic Technician (PodoOrthosis) on the establishment of the Ministry of Health and Quality of Life.
Appointment thereto, should be made from among officers in the grade of
Nursing Officer possessing a pass in two Science subjects at the Cambridge
Higher School Certificate or a GCE A level and reckoning three years service
in a substantive capacity in the grade.
23.316 Incumbents would, among others, be required to form part of the clinical team and
advise in the designing of insoles, orthopaedic shoes and foot prostheses; examine
patients who are in need of special insoles, orthopaedic shoes and foot prostheses;
supervise the Assistant Orthopaedic Technicians; evaluate the insoles, orthopaedic
shoes and foot prostheses for use and advise accordingly; follow up the usage of
insoles, orthopaedic shoes and foot prostheses and adjust accordingly; and conduct
practical courses for colleagues, professionals and other community groups
interested in the insoles, orthopaedic shoes and foot prostheses techniques.
Assistant Orthopaedic Technician (Podo-Orthosis) (New Grade)
23.317 We also recommend the creation of the grade of Assistant Orthopaedic
Technician (Podo-Orthosis) on the establishment of the Ministry of Health and
Quality of Life. Appointment thereto, should be made from among Trainee
Assistant Orthopaedic Technician (Podo-Orthosis) who have successfully
completed their training or by selection from among candidates possessing:
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(a)
the Brevet de Technicien en fabrication mecanique from a recognised

institution; and
(b) the Assistant Orthopaedic Technician Certificate awarded after a minimum

of two years training at a recognised institution.
23.318 Incumbents would be required, among others, to assist the Orthopaedic Technician
(Podo-Orthosis) in the clinical team and fill in technical record sheets; assist in the
establishment of procedures for the manufacture of insoles, orthopaedic shoes and
foot prostheses; take necessary cast and measurement for patients who require
insoles, orthopaedic shoes and foot prostheses; prepare and assemble different parts
of insoles, orthopaedic shoes and foot prostheses; work in collaboration with other
rehabilitation services; assist the Orthopaedic Technician (Podo-Orthosis) in
community services; and use and maintain orthopaedic equipment in good running
conditions.
Trainee Assistant Orthopaedic Technician (Podo-Orthosis) (New Grade)
23.319 We further recommend the creation of the grade of Trainee Assistant
Orthopaedic Technician (Podo-Orthosis) on the establishment of the Ministry
of Health and Quality of Life. Appointment, thereto, should be made from
among holders of the Brevet de Technicien en fabrication mcanique from a
recognised institution. Incumbent would be required to undergo two years
training, both theoretical and practical, in all aspects of the work of an Assistant
Orthopaedic Technician (Podo-Orthosis).
Orthopaedic Technician (Orthosis-Prosthesis)
formerly Orthopaedic Technician
23.320 We recommend that the grade of Orthopaedic Technician be restyled to
Orthopaedic Technician (Orthosis Prosthesis) and that the post be, henceforth
filled from among officers who have received a two year training in Orthotic
and Prosthetic.
Assistant Orthopaedic Technician (Orthosis-Prosthesis)
formerly Assistant Orthopaedic Technician
23.321 We also recommend that the grade of Assistant Orthopaedic Technician be
restyled to Assistant Orthopaedic Technician (Orthosis-Prosthesis) and that in
future, the post would be filled from among Trainee Assistant Orthopaedic
Technician (Orthosis-Prosthesis) who have successfully completed their
training.
Trainee Assistant Orthopaedic Technician (Orthesis-Prosthesis)
formerly Trainee Assistant Orthopaedic Technician
23.322 We further recommend that the grade of Trainee Assistant Orthopaedic
Technician be restyled Trainee Assistant Orthopaedic Technician (OrthesisProsthesis).
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Occupational Therapist Cadre

Physiotherapist Cadre
Speech Therapist and Audiologist Cadre
23.323 Prior to the publication of the 2013 PRB Report, the structure of the Occupational
Therapist Cadre, Physiotherapist Cadre, and Speech Therapist and Audiologist
Cadre, comprised a three level hierarchy respectively, as hereunder:
Occupational Therapist
Physiotherapist
Speech Therapist and

Audiologist
Senior Occupational
Therapist
Senior Physiotherapist
Senior Speech Therapist

and Audiologist
Chief Occupational
Therapist
Chief Physiotherapist
Chief Speech Therapist and

Audiologist
23.324 The 2013 PRB Report provided for a merger, and restyled the grades in the above
cadres as follows: Occupational Therapist/ Senior Occupational Therapist;
Physiotherapist/ Senior Physiotherapist; and Speech Therapist and Audiologist/
Senior Speech Therapist and Audiologist.
23.325 During consultative meetings in the context of the present review exercise, the
representatives of the above cadres apprised the Bureau that the merging of the
grades is presently causing much frustration and demotivation to senior officers,
resulting in lack of supervision, monitoring and control of work, thereby affecting
service delivery.
23.326 In view of the above, the Bureau has been requested to bring corrective measures
which would ensure an enhanced and effective service delivery in patients care. We
have thoroughly analysed the issue and are providing remedial actions.
Recommendation 96
23.327 We recommend that senior officers in the grades of Occupational Therapist/
Senior Occupational Therapist, Physiotherapist/ Senior Physiotherapist, and
Speech Therapist and Audiologist/Senior Speech Therapist and Audiologist in
post as at 31 December 2015, should continue to assume the team leadership
role and to supervise the professionals in their respective disciplines. These
officers should be paid an allowance equivalent to two increments at the point
reached in their respective salary scales.
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Speech Therapy and Audiology Department

23.328 The speech therapy and audiology service contributes to the quality of life of all
persons with communication disorders and forms an integral part of the health
services. At present, the Speech Therapy and Audiology Department is manned, at
the professional level, by officers of the Speech Therapist and Audiologist cadre and
are supported at the technical/operative level by the officers in the grade of Speech
and Hearing Therapy Assistant.
Senior Speech and Hearing Therapy Assistant (New Grade)
23.329 The function of the Speech and Hearing Therapy Assistant is to assist the Speech
Therapist and Audiologist in assessing, diagnosing and giving therapeutic treatments
to patients with communication disorders and hearing disabilities resulting from
congenital and acquired deficiencies.
23.330 The field of Speech Therapy and Audiology is a very scarce one. During consultative
meetings, the Bureau was apprised that very often, the speech therapy and audiology
departments are run with a skeleton staff of three or four Speech Therapist and
Audiologist who have to cover the five regional hospitals. Due to this shortage of
staff, the service is disrupted and very often, the Speech and Hearing Therapy
Assistants have to provide the services to patients on their own, as and when
required, at the five regional hospitals under limited/no supervision.
23.331 On the other hand, the post of Speech and Hearing Therapy Assistant is a dead end
one with no career prospect, due to which new recruits leave the service after
acquiring intensive training. In view of the foregoing, it has been requested that an
additional level be created to provide for supervision as well as motivate staff who
have a legitimate aspiration for promotion to a higher level. We are agreeable to the
representation to which we subscribe.
Recommendation 97
23.332 We recommend the creation of the grade of Senior Speech and Hearing
Therapy Assistant on the establishment of the Ministry of Health and Quality of
Life. Appointment, thereto, should be made by promotion of Speech and
Hearing Therapy Assistants reckoning 5 years service in a substantive
23.333 Incumbent would be responsible to the Chief Therapist and Audiologist through the
Senior Speech Therapist and Audiologist or the Speech Therapist and Audiologist,
among others, for assisting in the day-to-day administration of the speech therapy
and audiology unit and in planning of the day-to-day activities of Speech and Hearing
Therapy Assistants; assisting in diagnosing, assessing and providing therapeutic
treatment for disorders of speech, language and hearing; participating in habilitating
and rehabilitation of persons with speech and hearing disabilities; fitting hearing aids
and providing orientation, guidance and counselling to hearing aid users; and
assisting in screening programmes and school medical services concerning
communication disorders among the public at large and school children.
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MEDICAL TECHNICIAN, TECHNOLOGIST AND PARAMEDIC GROUP

SALARY SCHEDULE
Salary Code
09 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
Chief Occupational Therapist
Chief Physiotherapist
Chief Speech Therapist and Audiologist
09 068 085
Rs 37125 x 1225 40800 x 1525 49950 x 1625 62950

Senior Occupational Therapist (Personal to officers in post as at
31.12.12)
Senior Physiotherapist (Personal to officers in post as at 31.12.12)
Senior Speech Therapist and Audiologist (Personal to officers in
09 055 083
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 59700
Occupational Therapist/Senior Occupational Therapist
Physiotherapist/Senior Physiotherapist
Speech Therapist and Audiologist/Senior Speech Therapist and
Audiologist
09 059 085
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 62950
Ophthalmic Optician/Senior Ophthalmic Optician
09 070 085
Rs 39575 x 1225 40800 x 1525 49950 x 1625 62950

Chief Medical Imaging Technologist
Chief Medical Laboratory Technologist
09 064 081
Rs 33425 x 925 37125 x 1225 40800 x 1525 49950 x 1625

56450
Principal Radiation Therapist
09 064 079
Rs 33425 x 925 37125 x 1225 40800 x 1525 49950 x 1625

53200
Principal Medical Imaging Technologist
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Salary Code
09 058 076

Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525
45375 QB 46900 x 1525 48425
Senior Radiation Therapist
09 042 071
Rs 18825 x 375 19575 x 475 21950 x 625 23200 x 775

32500 x 925 37125 x 1225 38350 QB 39575 x 1225 40800
Medical Imaging Technologist
Radiation Therapist
09 026 028
Rs 13790 x 260 14050 x 275 14325

Trainee Medical Imaging Technologist
formerly Student Medical Imaging Technologist
Trainee Student Radiation Therapist
formerly Student Radiation Therapist
09 065 081
Rs 34350 x 925 37125 x 1225 40800 x 1525 49950 x 1625

54825 QB 56450
09 044 076
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925

37125 x 1225 40800 x 1525 48425
Medical Laboratory Technologist/ Senior Medical Laboratory
Technologist
09 032 063
Rs 15450 x 300 15750 x 325 17700 x 375 19575 x 475

21950 x 625 23200 x 775 32500
Assistant Medical Laboratory Technologist
09 028 031
Rs 14325 x 275 15150

Trainee Medical Laboratory Technologist
formerly Student Medical Laboratory Technologist
09 065 080
Rs 34350 x 925 37125 x 1225 40800 x 1525 49950 x 1625

54825
Senior Nuclear Medicine Technologist
09 058 076
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525

48425
Nuclear Medicine Technologist
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Salary Code
09 069 085

Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950
09 044 076
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125

x 1225 40800 x 1525 48425
Medical Social Worker/Senior Medical Social Worker
09 062 079
Rs 31725 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 53200
Principal Medical Social Worker
Superintendent, Orthopaedic Appliances Workshop
Superintendent, Surgical Technology Workshop
09 054 073
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525

43850
Orthopaedic Technician (Podo Orthosis) (New Grade)
Orthopaedic Technician (Orthosis Prosthesis)
formerly Orthopaedic Technician
Senior Surgical Technologist
09 050 069
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225

38350
Senior ECG Technician (Female)
Senior ECG Technician (Male)
Senior EEG Technician
09 030 063
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375

19575 x 475 21950 x 625 23200 x 775 32500
Dental Technician
09 040 065
Rs 18075 x 375 19575 x 475 21950 x 625 23200 x 775

32500 x 925 34350
Assistant Orthopaedic Technician (Podo Orthosis) (New Grade)
Assistant Orthopaedic Technician (Orthosis Prosthesis)
formerly Assistant Orthopaedic Technician
09 028 030
Rs 14325 x 275 14875

Trainee Assistant Orthopaedic Technician (Podo Orthosis)
Trainee Assistant Orthopaedic Technician (Orthosis Prosthesis)
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Salary Code
09 046 069

Rs 20525 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Surgical Technologist
09 032 065
Rs 15450 x 300 15750 x 325 17700 x 375 19575 x 475

21950 x 625 23200 x 775 32500 x 925 34350
Senior Speech and Hearing Therapy Assistant (New Grade)
09 029 062
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375

19575 x 475 21950 x 625 23200 x 775 31725
ECG Technician (Female)
ECG Technician (Male)
EEG Technician
Speech and Hearing Therapy Assistant
09 024 026
Rs 13270 x 260 13790

Trainee Speech and Hearing Therapy Assistant
General Recommendation
Payment of Overtime to Workers on Shift/Roster on officially declared cyclone days
23.334 For working on officially declared cyclone days and from the time cyclone warning
class III or IV is removed up to the time the next scheduled officers take over, workers
on shift or roster who are eligible for overtime are compensated at twice hourly rate.
Recommendation 98
23.335 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.
SPECIFIC CONDITIONS OF SERVICE FOR HEALTH SECTOR

23.336 At present, employees in the grades of Nursing Supervisor (Male); Nursing
Supervisor (Female); Charge Nurse (Male); Charge Nurse (Female); Charge Nurse
(Psychiatric) (Male); Charge Nurse (Psychiatric) (Female); Nursing Officer except
those posted to Mediclinics, Area Health Centres, Community Health Centres;
Nursing Officer (Psychiatric); Midwife; Senior Midwife; Health Care Assistant/Senior
Health Care Assistant (General) formerly Health Care Assistant (General); Health
Records Clerk and Higher Health Records Clerk formerly Health Records
Clerk/Higher Health Records Clerk; Pharmacy Technician; Ambulance Driver (Shift);
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Ambulance Care Attendant (Shift); Senior Attendant (Hospital Services) (Shift);

Attendant (Hospital Services) (Shift); Transport Services Facilitator formerly
Gatekeeper (Health); Telephonist and Ward Assistant (Male and Female) are paid in
cash any unutilised sick leave beyond the 16 days at the discounted rate of 50%.
23.337 As this measure has proved to be effective, we are maintaining it.
Recommendation 99
(i)
incumbents in the grades listed at paragraph 23.336 above working on shift in

the health sector should be paid in cash any unutilised sick leave beyond the
16 days at the discounted rate of 50%, notwithstanding the provision of
recommendation at paragraph 18.4.44 (iii) of Volume 1 of this Report; and
(ii)
upon request, the Ministry of Civil Service and Administrative Reforms in

consultation with the relevant parties may consider the inclusion of new grades
from the health sector in the list of grades of shift workers effectively working
on shift.
Hours of Attendance
Recommendation 100
(i) the normal hours of attendance at work in force as at
31 December 2015 for incumbents required to provide 24-hour coverage in
the Health Sector, whether shift or non-shift, should be maintained; and
(ii) the Responsible Officer of the Ministry of Health and Quality of Life should
continue to determine the hours of attendance of work of its employees to
meet the operational needs of the organisation.
NCD AND HEALTH PROMOTION UNIT

23.340 The Health Information, Education and Communication Unit is responsible for the
design and implementation of information, education and communication
programmes of the Ministry. In the 2008 PRB Report, in view of the evolution of the
role of this unit, we reviewed the organisational structure and recommended the
creation of the grade of Chief Health Information, Education and Communication
Officer along with amendments to be brought to the schemes of service for the post
of Principal, Senior and Health Information, Education and Communication Officer.
23.341 The Bureau has been apprised that the Ministry has already initiated action to reflect
recommendations of the 2008 PRB Report as regards the schemes of service of the
respective grades. The Ministry should ensure that the schemes of service of
grades falling in the Health Information, Education and Communication cadre
are amended without any further delay.
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OPERATIONS SUPPORT SERVICES

23.342 The Operations Support Services are presently manned by officers in the grades of
Senior Manager, Operations Support Services; Manager, Hospital Logistics; Head,
Transport, Maintenance and Workshop Services; and Coordinator (Operations
Support Services).
Supervisor, Operations Support Services (Shift) (New Grade)
23.343 At present, Health Records Clerk/Higher Health Records Clerks and Senior Health
Records Clerks have, according to their respective scheme of service, the
responsibility to make transport arrangement for patients. However, the overall
responsibility of the Ambulance Service falls on the Hospital Administrative cadre. To
ensure that patients get the appropriate transport service, the officers in the Health
Records Department have to perform certain duties which fall outside their normal
duties in order to meet the demands of the patients.
23.344 The officers of the Health Records Clerk cadre are granted one additional increment
subject to the maximum salary of the post for filling of log books and making transport
arrangement for the patients.
23.345 The Unions of the Health Records Clerk cadre have made strong representations that
filling of log books and making transport arrangement involve extra effort and
occasionally cause disruption of counter services especially, during night schedules
when a single officer is on night duty. They have proposed that the Health Records
Clerk cadre should no longer be required to make transport arrangement for patients.
23.346 In view of the above, the Ministry of Health and Quality of Life has proposed the
creation of a grade of Supervisor, Operations Support Services who would be
responsible for making transport arrangement for patients. The Bureau concurs with
the proposal of the Ministry and is recommending accordingly.
Recommendation 101
23.347 We recommend the creation of a grade of Supervisor, Operations Support
Services (Shift) on the establishment of the Ministry of Health and Quality of
Life. Appointment to the grade would be by selection from serving officers
possessing a Cambridge Higher School Certificate, reckoning at least four
years service in a substantive capacity in their respective grade, and
possessing a valid driving licence to drive cars.
23.348 Incumbent would be responsible to the Coordinator (Operations Support Services)
and would be required, among others, to make transport arrangement for patients; fill
and control log books of all vehicles as well as the issue of fuel to all vehicles;
supervise and organise transport operational activities in regional hospitals and other
health institutions; and prepare daily and weekly schedule of work for Drivers posted
in different unit/region while ensuring fair distribution of work.
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SPECIFIC RECOMMENDATIONS FOR OTHER MAJOR GROUPS

GOVERNMENT ANALYST DIVISION
23.349 The Government Analyst Division (GAD) is mainly responsible to provide physicochemical services for foodstuffs analysis in compliance with Food Act, toxicological
analysis and body fluids and analysis of pharmaceutical and drinking water. It is also
actively involved in acquiring new high-tech state of art equipment with a view to
attaining a world class laboratory capable of carrying a panoply of chemical analysis
to meet Governments objective to ensure food safety and meet obligations of the
World Trade Organisation.
23.350 The Division is headed by a Chief Government Analyst who is assisted in his duties
by officers in the professional and technical cadres.
23.351 In the context of this Report, the main representations made by Management and
Union members consisted in the creation of a level of Chief Technical
Officer(Chemical Laboratory); increase in the number of posts in the technical cadre;
payment of a Risk Allowance; grant of 70% and 100% duty remission facilities; and
upgrading of salaries. We have studied the proposals and considered favourably
those deem meritorious and which would enhance service delivery.
23.352 The Bureau is of the view that the present structure of the Division is appropriate to
enable it to fulfil its mandate and is therefore being maintained. We are, however,
allowing Technical Officers (Chemical Laboratory) to move beyond their top salary;
reviewing the salary of the grade of Government Analyst/Senior Government Analyst
and extending the duty remission facilities.
Movement for Technical Officer (Chemical Laboratory)
23.353 Presently, the Technical Officer cadre of the Government Analyst Division comprises
the grades of Technical Officer (Chemical Laboratory), Senior Technical Officer
(Chemical Laboratory) and Principal Technical Officer (Chemical Laboratory).
23.354 The staff associations have made representations that the scope of promotion of
Technical Officers (Chemical Laboratory) is quite limited given that there are only
three funded posts of Senior Technical Officer (Chemical Laboratory). As a result,
this situation causes much demotivation and frustration among the Technical Officers
(Chemical Laboratory), the moreso a few of them reckon more than
30 years of service. In this perspective, request has been made for the creation of
additional posts in the grade of Senior Technical Officer (Chemical Laboratory).
23.355 The Bureau acknowledges the legitimate feeling of frustration and demotivation
among the concerned officers. However, increasing the number of posts at the
supervisory level as a remedy, does not hold good, as same would depend on the
operational needs of the organisation. The Bureau considers that issues
regarding establishment size would best be addressed through the Human
Resource Planning exercise which every organisation would be mandatorily
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required to carry out as per provision made in Chapter 22 of Volume 1 of this

Report.
23.356 However, we are providing for a mechanism which would allow the Technical Officers
(Chemical Laboratory) to benefit from enhanced career earnings on account of their
long years of experience and knowledge acquired in their field, which the organisation
is making effective use of.
Recommendation 102
23.357 We recommend that Technical Officers (Chemical Laboratory) who have drawn
their top salary for a year, should proceed incrementally in the salary scale of
the grade of Senior Technical Officer (Chemical Laboratory) up to salary point
of Rs 46900 provided they:
(i) have been efficient and effective in their performance during the preceding
year; and
(ii) are not under report.
23.358 This recommendation should, however, not preclude Technical Officers
(Chemical Laboratory) from being promoted to the grade of Senior Technical
Officer (Chemical Laboratory) before they have reached the top of their salary
scale or on vacancy arising in the latter grade.
23.359 We further recommend that Technical Officers (Chemical Laboratory) should
perform the duties and assume the responsibilities of the grade of Senior
Technical Officer (Chemical Laboratory) upon moving in the higher salary
scale.
Risk Allowance
23.360 Officers in the grade of Government Analyst/Senior Government Analyst and
Principal Technical Officer (Chemical Laboratory) have requested for the payment of
risk allowance, as according to them, the work performed and the substances as well
as equipment used in laboratories entail a high degree of risk.
23.361 For this Report, the Bureau is advocating for the conduct of a Risk Assessment
exercise in view of determining the degree of risk faced by the officers during the
performance of their duties. We are recommending accordingly.
Recommendation 103
23.362 We recommend that Management makes necessary arrangements for the
conduct of a Risk Assessment Exercise in view of determining the degree of
risk faced by the concerned officers. The modalities for this exercise are spelt
out at paragraph 18.15.23 of the Chapter on Risk, Insurance and Compensation
of Volume 1 of this Report.
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Review of salary scale of the grade of Government Analyst/Senior Government Analyst

23.363 Government Analyst/Senior Government Analysts have represented that with 2013
PRB Report, they were eligible to the grant of duty exemption on the purchase of a
car. However, with EOAC Report their top salary has been reviewed downward and
consequently, they are no longer eligible to that benefit. Request has therefore been
made to correct this anomaly and thereby restore their eligibility for duty exemption.
23.364 The Bureau considers that the representation is fully substantiated.
therefore, reviewed the salary scale.
We have,
BIOCHEMISTRY DEPARTMENT
23.365 The Biochemistry Department is mainly responsible for the technical and scientific
management of clinical biochemistry services which is rapidly expanding and is an
important area of medicine. Such services are provided in all regional and peripheral
hospitals and equally in Rodrigues.
23.366 The Department is managed by the Head, Biochemistry Services who is assisted in
her duties by officers in the Clinical Scientist (Biochemistry) cadre.
23.367 During consultations, Management and Staff Associations have made proposals to
upgrade the qualification requirements of the grade of Clinical Scientist/Senior
Clinical Scientist (Biochemistry) from a degree to a postgraduate level, creation of an
additional level of Deputy Head, Biochemistry services and creation of additional
posts at principal professional level. Management has equally requested for the
creation of the grade of Clinical Scientist /Senior Clinical Scientist in other
laboratories.
23.368 We have taken into account the proposals made and are of the view that based on
the duties performed by officers in the grade of Clinical Scientist /Senior Clinical
Scientist (Biochemistry), the requirement of a Masters Degree is not warranted. In
addition, any amendment to the qualification requirements may debar potential
external candidates to join the grade and lead to recruitment problems. Furthermore,
creation of a level of Deputy Head is not appropriate at this stage given the present
staff size at lower levels.
23.369 We are, therefore, while maintaining the present structure, revisiting the scheme of
service of the grades of Clinical Scientist /Senior Clinical Scientist (Biochemistry) and
Clinical Scientist /Senior Clinical Scientist (Virology) and reviewing the salary scales
of certain professional grades.
Principal Clinical Scientist (Biochemistry)
23.370 Management and Staff Associations have requested for an increase in the
establishment size of the grade of Principal Clinical Scientist (Biochemistry) in view
of coping with the increasing workload and to allow the incumbent to undertake more
research work in the field of Biochemistry.
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23.371 The Bureau wishes to highlight that issues regarding establishment size would
best be considered and addressed through the Human Resource Planning
exercise which every organisation would be mandatorily required to carry out.
Clinical Scientist /Senior Clinical Scientist (Biochemistry)
Clinical Scientist /Senior Clinical Scientist (Virology)
23.372 At present, the grade of Clinical Scientist /Senior Clinical Scientist exists in the
Biochemistry Department and Virology Unit. Management has requested for the
grade to be created in other laboratories such as Anatomic, Pathology, Microbiology
and Haematology and Blood Transfusion Service in view of the restructuring and
modernisation of the Central Health Laboratory and new demands of the health
system.
23.373 We have examined the request and consider that it would be more appropriate to
amend the scheme of service of the grade of Clinical Scientist /Senior Clinical
Scientist with a view to including the duties to be performed in the different
laboratories in lieu of creating a dedicated grade in each laboratory. We are,
Recommendation 104
23.374 We recommend that Management should consider the advisability of amending
the scheme of service of the grades of Clinical Scientist /Senior Clinical
Scientist (Biochemistry) and Clinical Scientist /Senior Clinical Scientist
(Virology) under a generic grade of Clinical Scientist /Senior Clinical Scientist
and make provision for the inclusion of other laboratories.
23.375 We further recommend that consequential amendments be brought to the
scheme of service of the grades of Principal Clinical Scientist (Biochemistry)
and Principal Clinical Scientist (Virology).
Review of Salary Scales
23.376 The Bureau is reviewing the salary scale of the grades of Clinical Scientist/Senior
Clinical Scientist (Biochemistry), Clinical Scientist /Senior Clinical Scientist (Virology),
Principal Clinical Scientist (Biochemistry) and Principal Clinical Scientist (Virology)
based on the level of duties performed by incumbents.
VECTOR BIOLOGY AND CONTROL DIVISION
23.377 The Vector Biology and Control Division is mainly responsible for undertaking studies
on the biology and control of insect vectors of diseases, other arthropod-borne
diseases and other vectors of medical importance in relation to diseases like malaria,
chikengunya, dengue, among others. The Head, Vector Biology and Control Division
is responsible to oversee the proper functioning of the division and is assisted by
officers of the three-level Vector Biology and Control Laboratory Technician cadre
and Scientific Officers.
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23.378 For this Report, representations made by the Union consisted, among others, in a
restyling of the grade of Head, Vector Biology and Control Division and upgrading of
the qualification requirements of the entry grade of the technical cadre and those of
the grade of Scientific Officer.
23.379 After duly examining the representations, we consider that the existing appellation of
the grade of Head, Vector Biology and Control Division is appropriate. As regards
the request for an upgrading of the qualification requirements of the grade of Scientific
Officer, we feel that same is not justified as it may cause recruitement problems and
debar potential candidates to apply for the post. However, we are providing for
enhanced career earnings to incumbents and restyling the grade in consonance with
the level of duties performed.
23.380 Concerning the request for an uplift of the qualification requirements of the grade of
Vector Biology and Control Laboratory Technician, we consider that same may not
be warranted at this stage. However, we are providing for some form of
compensation to officers of the cadre who possess a Diploma in the relevant field, on
account of their additional knowledge and skills as well as contribution to the Division.
Recommendation 105
(i)
the grade of Scientific Officer, Vector Biology and Control Division be

restyled Scientific Officer /Senior Scientific Officer, Vector Biology and
Control Division; and
(ii)
officers of the Vector Biology and Control Laboratory Technician cadre

possessing a Diploma in Medical Laboratory Technology or an equivalent
relevant qualification, should be allowed, on reaching the top of their
respective salary scale, to move incrementally in the Master Salary Scale
by two increments provided they:
(a) have drawn the top salary for a year;
(b)

preceding year; and
(c)
23.382 At present, Clinical Psychologists possessing a specialised post graduate Degree in
Clinical Psychology or its equivalent together with specialisation in the field of applied
Clinical Psychology are allowed to move beyond their top salary subject to satisfying
certain conditions. We are maintaining this provision.
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Recommendation 106
23.383 We recommend that Clinical Psychologists possessing a specialised post
graduate Degree in Clinical Psychology or its equivalent together with
specialisation in the field of applied Clinical Psychology should continue to
move incrementally in the Master Salary Scale up to the salary point Rs 70450
provided they:
year; and
Nutritionist Cadre
23.384 The Nutritionist cadre comprises the grades of Chief Nutritionist, Principal Nutritionist
and Nutritionist. For this Report, requests have been made, among others, for the
creation of a directorate structure, enhanced travelling benefits and an upgrading of
salaries.
23.385 The Bureau has duly examined the proposals and views that at this stage, a
directorate structure would not be appropriate owing to the span of activities in this
field. Hence, the existing structure is adequate to enable the organisation to achieve
its objectives. As regards enhanced travelling benefits, general recommendations
are made in that respect. On the other hand, we are providing for an upgrading of
the salary scale of the grade of Nutritionist based on the level of duties being
performed by incumbents. In the same vein, we are restyling the grade to a more
appropriate appellation.
Recommendation 107
23.386 We recommend that the grade of Nutritionist be restyled Nutritionist/Senior
Nutritionist.
Hospital Physicist
23.387 Hospital Physicists have requested, among others, for the payment of a risk
allowance as well as an on-call allowance, creation of a supervisory level and an
upgrading of their salary.
23.388 The Bureau wishes to highlight that with respect to the grant of an on-call allowance,
additional information was requested but same has not been submitted. In such
circumstances, we could not consider the request. However, the officers may still
make their case administratively. Concerning the creation of a supervisory level,
same is considered as inappropriate given the scope of activities at the unit and staff
strength.
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23.389 As regards the payment of a risk allowance, Hospital Physicists have informed that
they face higher than normal risks during the performance of their duties as they have
to manipulate radioactive substances and operate in an environment where radiation
is used. Given that the Bureau is not in a position to determine the degree of risk
being faced by incumbents, we are providing for a mechanism to address this issue.
23.390 In addition, we are reviewing the salary scale of the grade in line with the level of
duties performed by incumbents and in the same breath, restyling the grade to a more
appropriate job appellation.
Recommendation 108
(i)
Management makes necessary arrangements for the conduct of a Risk

Assessment Exercise in view of determining the degree of risk faced by
the concerned officers. The modalities for this exercise are spelt out at
paragraph 18.15.23 in the Chapter on Risk, Insurance and Compensation
of Volume 1 of this Report; and
(ii)
the grade of Hospital Physicist be restyled Hospital Physicist/ Senior

Hospital Physicist.
Pathological Laboratory Assistant Cadre

23.392 The Pathological Laboratory Assistant cadre is mainly responsible to examine slides
collected by field workers so as to detect any presence of malarial parasites. It is a
three level structure comprising the grades of Pathological Laboratory Assistant,
Senior Pathological Laboratory Assistant and Principal Pathological Laboratory
Assistant.
23.393 In the context of this Report, Management and Union have requested, among others,
for the provision of appropriate training to officers of the Pathological Laboratory
Assistant cadre; the grant of a risk allowance; restyling of job appellations and an
upgrading of salary scales.
23.394 After examining the proposals, we consider that the present job appellations as well
as the salaries granted are appropriate as they are in consonance with the duties
performed and should thus be maintained. With regard to the grant of risk allowance,
we view that the same mechanism as provided at paragraph 23.391(i) above should
also be applicable to the concerned officers. We are, nevertheless, making an
appropriate recommendation for the provision of appropriate training to officers of the
Pathological Laboratory Assistant cadre.
Training to officers of the Pathological Laboratory Assistant cadre
23.395 In view of the evolving changes in the nature of work and use of new technologies,
officers of the Pathological Laboratory Assistant cadre have made representations
for the provision of appropriate training courses to enable them to perform their duties
in a more efficient and effective way and to keep abreast of recent developments.
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The Bureau feels that the provision of appropriate training would contribute in bringing
an enhanced service delivery. In this perspective, we are making an appropriate
recommendation to that end.
Recommendation 109
23.396 We recommend that Management in consultation with the Ministry of Civil
Service and Administrative Reforms, should make necessary arrangements for
the mounting of appropriate training courses for officers in the Pathological
Laboratory Assistant cadre.
HEALTH INSPECTORATE UNIT

23.397 The objective of the Health Inspectorate Unit is to sustain measures for the prevention
and control of communicable diseases and to maintain healthy living environment. It
is responsible for the protection of public health in order to promote quality life and
healthy living environment.
23.398 Officers of the Public Health and Food Safety are involved in numerous duties in
specific units to prevent the population from public health problems and keep them at
bay from communicable diseases. As at July 2015, Public Health and Food Safety
Inspectors have carried out about among others, 62671 inspections of premises;
issued about 227 contraventions, taken 920 samplings, issued of pre-market approval
permits and conducted 72 kg food seizures at the Regional Health Offices. Moreover,
in order to curb down the proliferation of communicable diseases, incoming
passengers are screened closely so as to ensure that vector borne diseases such as
Malaria, Chikungunya, Dengue Fever and lately Ebola and Zika do not spread further
across the country.
23.399 The Health Inspectorate Cadre consists of officers in the grades of the Director and
Deputy Director, Public Health and Food Safety; Principal Public Health and Food
Safety, Inspector; Senior Public Health and Food Safety Inspector and Public Health
and Food Safety Inspector.
23.400 In the context of this Review, the following submissions were received from
representatives of the Health Inspectorate cadre: merging of grades; alignment of
salaries; granting Public Health and Food Safety Inspectors a higher top salary in line
with other Diploma holders; and extending the On-Call Allowance for the issue of
cremation on Sundays and Public Holidays as well.
23.401 During consultative meetings, officers of the Health Inspectorate were apprised of the
philosophy behind merging of grades and also where this could not be reasonably
done especially where there is no consensus among those concerned. Officers were
also explained that alignment of salaries are considered against the Bureaus general
framework of pay determination.
~465~
Pay Review 2016
Civil Service
23.402 After examining the representations, we are maintaining the organisation structure
which is adequate to enable the unit meet its objectives. However, to better equip
the Health Inspectorate in its endeavour to provide continual service to the public, we
are extending the On-Call Allowance and Attendance Allowance for the issue of
cremation on Sundays and Public Holidays. We are also providing enhanced salary
gradings for the grades in the cadres and revising the existing allowances to
reward/compensate their efforts and contributions while servicing the community at
national level.
On Call Allowance/Issue of Cremation Permit
23.403 Health Offices operate from 0845 hours to 1600 hours during week-days and up to
noon on Saturdays, Sundays and Public Holidays. Public Health and Food Safety
Inspectors posted at regional offices stay on call on Saturdays from noon to 1700
hours to deliver cremation permits and are paid an on-call allowance of Rs 220 per
day and an attendance allowance of Rs 415 for the issue of cremation permit and for
travelling.
23.404 Management and staff side have submitted that the services of the officers are also
solicited on Sundays and Public Holidays from noon and above for the issue of
cremation permit. A request has, therefore, been made to extend this service on
Sundays and Public Holidays from noon to 1700 hours. We are recommending
accordingly.
Recommendation 110
23.405 We recommend that officers in the grade of Public Health and Food Safety
Inspectors providing a service for the issue of cremation permit on Saturdays,
Sundays and Public Holidays from noon to 1700 hours be paid the respective
allowances as hereunder:
Grade
Public Health and

Food
Safety
Inspector
On-Call Allowance on
Saturdays, Sundays and
Public Holidays from
noon to 1700 hours
Rs 240
Attendance Allowance for

the issue of cremation
permit
inclusive
of
travelling
Rs 450
23.406 At present Public Health and Food Safety Inspectors are on duty on Sundays and
Public Holidays as from 0900 hours to noon as per an established working
programme, against the grant of time off during the week. We are maintaining the
present arrangement.
Pay Review 2016
~466~
Civil Service
In-Attendance Allowance for officers posted at the Airport and Port

23.407 Currently, Public Health and Food Safety Inspectors, Senior Public Health and Food
Safety Inspectors and Principal Public Health and Food Safety Inspectors are called
upon to provide regular services at the Airport and Port daily well before 0845 hours
and till late at night, depending on the time of arrival or departure of aircrafts and
ships. They are granted an In-Attendance Allowance of Rs 140 per hour; Rs 200 per
hour and Rs 240 per hour respectively for work performed outside normal working
hours.
23.408 We are keeping the present arrangement and revising the quantum of the allowances.
Recommendation 111
23.409 We recommend that Public Health and Food Safety Inspectors, Senior Public
Health and Food Safety Inspectors and Principal Public Health and Food Safety
Inspectors be paid an In-Attendance Allowance of Rs 150; Rs 215; and Rs 260
per hour respectively for work performed outside normal working hours on a
regular basis at the Airport and Port.
Squad Operation
23.410 At present, officers in the grades of Principal Public Health and Food Safety Inspector,
Senior Public Health and Food Safety Inspector and Public Health and Food Safety
Inspector who form part of the Central Flying Squad for conducting squad operation
outside normal working hours to effect sanitary control with respect to food
preparation premises; food vendors and bakeries are paid an In-Attendance
allowance at the hourly rate of Rs 220, Rs 180 and Rs 125 respectively.
23.411 Representation was made to extend the payment of this allowance to officers
conducting squad operation at the regional level.
Recommendation 112
23.412 We recommend that the:
(i)
In-Attendance Allowance payable to officers who form part in the Central

Flying Squad be extended to officers forming part in the Regional Flying
squad; and
(ii)
In-Attendance Allowance payable to officers who form part in the Central

Flying Squad and the Regional Flying squad for conducting operation
outside normal working hours be revised as hereunder:
Grade
Rate per Hour

(Rs)
240
195
135
~467~
Pay Review 2016
Civil Service
THE ENVIRONMENTAL HEALTH ENGINEERING UNIT

23.413 The objective of the Environmental Health Engineering Unit (EHEU) is to provide
engineering services to the Health Inspectorate Unit. The Unit carries out inspections
throughout the island with a view to minimising the environmental health risks. This
involves, among others, attending to noise and odour complaints; effecting monitoring
visits in connection with Building and Land Use Permits and advising authorities on
issues related to public health engineering.
23.414 The unit is staffed by officers of the professional and the technical cadre. Officers in
the grades of Chief Sanitary Engineer, Principal Sanitary Engineer and Sanitary
Engineer form part of the professional cadre, while the Principal Health Engineering
Officer, Senior Health Engineering Officer and Health Engineering Officer form part
of the technical cadre.
23.415 Representations have been received from the Health Engineering Officers cadre to:
merge the grades of Health Engineering Officer and Senior Health Engineering
Officer; grant a Risk Allowance to all officers in the Health Engineering Officers
Cadre; allow Principal Health Engineering Officers drawing top salary to move one
increment in the master salary scale, bridge the gap between the salary of the
Director, Public Health and Food Safety vis--vis Principal Health Engineering Officer
and create an additional level at the apex of the Unit to demarcate functional
responsibility and ensure unity of command.
23.416 Clear explanations were given to stakeholders why merging of grades cannot be
done. With regard to the grant of risk allowance, Management was apprised that
provision would be made in the Report, for the organisation to conduct a Risk
Assessment Exercise so as to determine the level of risk involved and to justify
payment or otherwise of a risk allowance. As regards creation of grades parties were
informed that this normally depends on functional and operational needs of the
organisation. Concerning the other requests, they were informed that these would
be dealt with holistically in line with the Bureaus framework of pay determination.
23.417 After careful examination of the submissions, the Bureau considers that there is need
to reinforce the structure by creating a level at the apex of the unit to monitor,
coordinate and control the work of officers of the technical cadre of the EHEU.
Head, Health Engineering Services (New Grade)
Recommendation 113
23.418 We recommend the creation of the grade of Head, Health Engineering Services.
Appointment thereto should be made by promotion, on the basis of merit and
experience, of officers in the grade of Principal Health Engineering Officer
reckoning at least two years service in a substantive capacity in the grade.
Pay Review 2016
~468~
Civil Service
23.419 Incumbent would be responsible, among others, to the Director, Environmental

Health Engineering Unit, formerly Chief Sanitary Engineer for: managing the day-today activities of the Environmental Health Engineering Services; monitor the work of
the officers of the technical cadre of the EHEU and to provide technical guidance;
plan, develop, organise and monitor environmental health programmes; assist in
formulation of policies in respect of environmental health hazards; coordinate
sensitization programmes on environmental health; provide support in the drafting of
legislations in respect of public health laws and regulations to prevent health hazards.
On-Call and In-Attendance Allowances for noise and odour monitoring
23.420 Health Engineering Officers, Senior Health Engineering Officers and Principal Health
Engineering Officers currently forming part of the flying squad for monitoring of noise
and odour are paid a monthly commuted allowance of Rs 990; Rs 1200; and
Rs 1365 respectively and an In-Attendance Allowance, inclusive of travelling time of
Rs 200, Rs 245 and Rs 275 per hour respectively for working outside normal working
hours.
23.421 While maintaining the present arrangement, the present quantum is being revised.
Recommendation 114
23.422 We recommend that Health Engineering Officers, Senior Health Engineering
Officers and Principal Health Engineering Officers who form part of the flying
squad for monitoring of noise and odour outside normal working hours be paid
as hereunder:
Grade
Monthly Commuted
Allowance
(Rs)
In-Attendance Allowance
(inclusive of travelling time per
hour)
(Rs)
Principal
Health
Engineering Officer
1435
290
Senior
Health
Engineering Officer
1260
260
Health Engineering
Officer
1040
210
Allowance for exposure to raw sewerage and foul odour

23.423 At present officers of the Sanitary Engineer Cadre and Health Engineering Cadre who
are regularly exposed to raw sewerage and foul odour are paid a special allowance
equivalent to two increments at the salary point reached in their respective salary
scale, subject to satisfactory performance and approval of the Responsible Officer.
23.424 We are maintaining the above provision.
~469~
Pay Review 2016
Civil Service
Training
23.425 The staff side has requested that proper training arrangement should be made for
officers in specific fields, among others, sanitation, water treatment technologies,
noise and odour management, pollution control and techniques, sustainable
development, green technologies, solid and hazardous waste management.
Recommendation 115
23.426 We recommend that Management should make necessary arrangement to
provide officers with the appropriate training in specific fields, so as to equip
them with the latest development and technologies to deliver effectively.
Sanitary Engineering Cadre
23.427 Joint submissions were received from the staff side and Management for the Sanitary
Engineering cadre. The common requests were for restyling of a few grades, creation
of an additional level in the cadre, book allowance and subscription fee to registered
bodies. After analysing the requests, the current structure is considered adequate
and is being maintained. However, for this Report, the Bureau is harmonising
appellations in Engineering cadres of all Ministries. Hence, we are restyling grades
in the Sanitary Engineering cadre accordingly.
Recommendation 116
23.428 We recommend that the following grades be restyled as shown below:
Grade
Restyled to
Chief Sanitary Engineer
Director, Environmental Health

Engineering Unit
Principal Sanitary Engineer

Recommendation 117
23.429 We recommend that officers in the Engineering cadre eligible for the payment
following table:
Pay Review 2016
~470~
Civil Service
Grade
SPRA
% of monthly salary

reckoning at least 10 years service in the grade

10
Director, Environmental Health and Engineering

Unit
formerly Chief Sanitary Engineer
12.5
23.430 We also recommend that those officers who:

(i)
approval of the appropriate Service Commission (Table II at Chapter
15 of Volume 1) should refund the totality of the Special Professional
(ii)
retiring as per their new compulsory retirement age or on medical ground
23.431 All officers in the Engineering fields who are eligible for the payment of the
Gatekeeper (Health)
23.432 Gatekeepers (Health) have averred that, in addition to their normal schedule of work,
they have since the last few years been entrusted with additional duties such as
planning and making transport arrangement for the conveyance of patients, staff,
specimen and methadone, among others. They have further stated that the fleet of
vehicles under their control has increased considerably and that their work has
become even more complex, particularly when they are required to set priorities as
to which trip the ambulance or other transport should attend to. The veracity of their
averment has been ascertained during the site visit the Bureau has carried out at a
hospital of its choice.
~471~
Pay Review 2016
Civil Service
Change in Appellation
23.433 As spelt out above, a major part of the duties of Gatekeepers (Health) now relate to
transport arrangement. This has prompted the Staff Side to request for a more
appropriate job appellation as they view the present one to be a misnomer. We have
carefully examined the recently written Job Descriptions and on the basis of the site
visit as well, we are supportive of their views. There is indeed a need for the grade
to be restyled to a job title which better reflects the nature of duties performed. We
are recommending accordingly.
Recommendation 118
23.434 We recommend that the grade of Gatekeeper (Health) be restyled Transport
Services Facilitator (Shift).
Allowance for Transport Arrangement
23.435 We have also been given to understand that the Ministry of Health and Quality of Life
is envisaging filling a post to look after all these duties together with other transport
related duties. Pending such time that these posts are filled, we are making provision
for the Transport Services Facilitators (Shift) formerly Gatekeepers (Health) to be
compensated for the additional duties they perform.
Recommendation 119
23.436 We recommend that a monthly adhoc allowance equivalent to one increment at
the point reached in the salary scale be paid to Transport Services Facilitators
(Shift) formerly Gatekeepers (Health) for planning and making transport
arrangement until such time that a dedicated grade takes over these duties.
Allowances to Transport Services Facilitator formerly Gatekeepers (Health) posted at
Poudre DOr Hospital
23.437 Transport Services Facilitators formerly Gatekeepers (Health) posted at Poudre DOr
Hospital are at present entitled to a monthly allowance of Rs 330 for attending to
phone calls in the absence of the Telephonist. We are maintaining the present
arrangement and revising the quantum of this allowance.
Recommendation 120
23.438 We recommend that the ad hoc allowance payable to Transport Services
Facilitators formerly Gatekeepers (Health) posted at Poudre DOr Hospital for
attending to phone calls in the absence of the Telephonist be revised to Rs 355
a month.
23.439 Numerous representations have been received from Transport Services Facilitators
formerly Gatekeepers (Health) for the risk allowance, presently payable to officers in
certain grades of the health sector and to employees of the workmens group who
work in close and constant contact with mental patients, T.B Patients and drug
addicts, to be extended to them. They contend that, as front line service providers,
they also deal with these types of patients.
Pay Review 2016
~472~
Civil Service
23.440 In examining the above representation we have taken note that the Poudre DOr
Hospital, which is a specialized hospital for the treatment of T.B and Chest Patients,
is a highly contagious area in view of the nature of illness of the patients. Besides
working in such an environment, these officers are also required to take possession
of specimen collected from patients and to hand over same to the Driver of
Van/Ambulance who is responsible to convey same to the Medical Laboratory. These
Transport Services Facilitators formerly Gatekeepers (Health) also claim that they are
exposed to relatively higher risks than their colleagues in other hospitals. We are,
accordingly, making recommendation for a Risk Assessment Exercise to be carried
out with a view to determining the extent of risk that these officers are exposed to.
Recommendation 121
23.441 We recommend that a Risk Assessment Exercise should be carried out so as
to determine whether Transport Services Facilitators formerly Gatekeepers
(Health) posted at the Poudre DOr Hospital are exposed to risks which are
greater than those their fellow colleagues of other hospitals are exposed to.
The findings of the exercise should then be submitted to the Bureau through
the MCSAR for subsequent action.
SALARY SCHEDULE
Salary Code
02 054 081
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Programme Officer, National Aids Secretariat
02 055 081
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Administrator
19 095 097
Rs 86000 x 3000 92000

Chief Government Analyst
19 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
Principal Government Analyst
19 056 085
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 62950
Government Analyst/ Senior Government Analyst
~473~
Pay Review 2016
Civil Service
Salary Code
19 056 083

Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525
49950 x 1625 59700
Epidemiologist/Senior Epidemiologist
19 085 095
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

86000
Principal Hospital Physicist
19 055 085
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 62950
Hospital Physicist/Senior Hospital Physicist
formerly Hospital Physicist
19 085 095
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

86000
Head Biochemistry Services
19 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
Principal Clinical Scientist (Biochemistry)
Principal Clinical Scientist (Virology)
19 055 085
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 62950
Clinical Scientist/Senior Clinical Scientist (Biochemistry)
Clinical Scientist/Senior Clinical Scientist (Virology)
19 079 094
Rs 53200 x 1625 62950 x 1850 68500 x 1950 74350 x 2825

80000 x 3000 83000
Chief Nutritionist
19 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
Principal Nutritionist
19 055 085
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 62950
Pay Review 2016
~474~
Civil Service
Salary Code
19 077 091

Rs 49950 x 1625 62950 x 1850 68500 x 1950 74350
Head, Vector Biology and Control Division
19 055 085
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 62950
Scientific Officer/Senior Scientific Officer, Vector Biology and Control
Division
formerly Scientific Officer, Vector Biology and Control Division
19 065 085
Rs 34350 x 925 37125 x 1225 40800 x 1525 49950 x 1625

62950
19 059 085
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 62950
Monitoring and Evaluation Specialist
19 056 072
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525

42325
Principal Pathological Laboratory Assistant
Principal Vector Biology and Control Laboratory Technician
19 050 067
Rs 22575 x 625 23200 x 775 32500 x 925 36200

Senior Vector Biology and Control Laboratory Technician
19 029 062
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 31725
Vector Biology and Control Laboratory Technician
01 075 095
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

74350 x 2825 80000 x 3000 86000
Lead Health Analyst
01 058 085
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 62950
Analyst/Senior Analyst (Health)
~475~
Pay Review 2016
Civil Service
Salary Code
19 067 081

Rs 36200 x 925 37125 x 1225 40800 x 1525 49950 x 1625
56450
Principal Technical Officer (Chemical Laboratory)
19 061 076
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525

48425
Senior Technical Officer (Chemical Laboratory)
19 044 072
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
Technical Officer (Chemical Laboratory)
19 028 031
Rs 14325 x 275 15150

Trainee Technical Officer (Chemical Laboratory)
19 050 067
Rs 22575 x 625 23200 x 775 32500 x 925 36200

Senior Pathological Laboratory Assistant
19 030 062
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 31725
Pathological Laboratory Assistant
19 030 066
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 32500 x 925 35275
Chemical Laboratory Assistant/Senior Chemical Laboratory Assistant
18 075 090
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

72400
Head, Health Engineering Services (New Grade)
18 072 087
Rs 42325 x 1525 49950 x 1625 62950 x 1850 66650

Principal Health Engineering Officer
18 068 083
Rs 37125 x 1225 40800 x 1525 49950 x 1625 59700

Senior Health Engineering Officer
Pay Review 2016
~476~
Civil Service
Salary Code
18 062 080
Rs 31725 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 54825
Health Engineering Officer
18 090 092
Rs 72400 x 1950 74350 x 2825 77175

Director, Public Health and Food Safety
18 068 083
Rs 37125 x 1225 40800 x 1525 49950 x 1625 59700

Deputy Director ,Public Health and Food Safety
18 061 078
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 51575
18 054 074
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 45375

18 044 071
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800
11 077 091
Rs 49950 x 1625 62950 x 1850 68500 x 1950 74350

Chief Hospital Administrator
11 075 090
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

72400
Deputy Chief Hospital Administrator (Personal)
11 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
Deputy Chief Hospital Administrator (Future Holder)
11 070 085
Rs 39575 x 1225 40800 x 1525 49950 x 1625 62950

Chief Hospital Supplies Officer
11 069 085
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Regional Health Services Administrator
~477~
Pay Review 2016
Civil Service
Salary Code
11 054 081

Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525
49950 x 1625 56450
Hospital Administrator
Project Co-ordinator (AIDS)
11 062 081
Rs 31725 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
Catering Manager
11 056 072
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525

42325
Hospital Administrative Assistant
11 057 073
Rs 27850 x 775 32500 x 925 37125 x 1225 40800 x 1525

43850
Superintendent, Central Sterile Supply Department
11 040 069
Rs 18075 x 375 19575 x 475 21950 x 625 23200 x 775 32500

x 925 37125 x 1225 38350
Supervisor, Central Sterile Supply Department
11 061 077
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950
Senior Catering Officer
11 056 072
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525

42325
Catering Officer
Catering Officer (Ex-SPI) (Personal to officers in post as at 31.12.12)
11 048 067
Rs 21475 x 475 21950 x 625 23200 x 775 32500 x 925 36200

Assistant Catering Officer
11 030 060
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 30175
Catering Supervisor
Pay Review 2016
~478~
Civil Service
Salary Code
11 041 066
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 35275
Hospital Executive Assistant (on shift)
11 040 065
Rs 18075 x 375 19575 x 475 21950 x 625 23200 x 775 32500

x 925 34350
Executive Officer (Health Services) (Personal to officers in post as at
30.06.03)
10 069 085
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Chief Health Information, Education and Communication Officer
10 065 081
Rs 34350 x 925 37125 x 1225 40800 x 1525 49950 x 1625 56450

Principal Health Information, Education and Communication Officer
10 058 074
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525

45375
Senior Health Information, Education and Communication Officer
10 035 070
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 37125 x 1225 39575
Health Information, Education and Communication Officer
10 069 085
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Chief Health Promotion and Research Co-ordinator
10 060 081
Rs 30175 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 53200 QB 54825 x 1625 56450
Health Promotion Coordinator
10 044 072
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
Communication Officer, National Aids Secretariat
22 065 085
Rs 34350 x 925 37125 x 1225 40800 x 1525 49950 x 1625 62950

Biomedical Engineer (Health)
~479~
Pay Review 2016
Civil Service
Salary Code
22 053 055

Rs 24750 x 775 26300
Trainee Biomedical Engineer
22 058 072
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 42325

Principal Biomedical Engineering Technician
22 047 069
Rs 21000 x 475 21950 x 625 23200 x 775 32500 x 925 37125

x 1225 38350
Senior Biomedical Engineering Technician
22 030 062
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 31725
Biomedical Engineering Technician
22 024 057
Rs 13270 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 27850
Telephonist (Health) (Shift)
HEALTH STATISTICS UNIT
20 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
Chief Health Statistician
20 069 085
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Senior Health Statistician
20 054 081
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
Health Statistician
DEMOGRAPHIC/EVALUATION UNIT
20 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
Chief Demographer
Pay Review 2016
~480~
Civil Service
Salary Code
20 054 081

Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525
49950 x 1625 56450
Demographer
20 058 073
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525

43850
Principal Statistical Officer
20 050 069
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

20 038 063
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 32500
Statistical Officer
ENVIRONMENTAL HEALTH ENGINEERING UNIT
26 000 100
Rs 101000
Director, Environmental Health Engineering Unit
formerly Chief Sanitary Engineer
26 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
26 059 085
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 62950
OPERATIONS SUPPORT SERVICES
11 067 088
Rs 36200 x 925 37125 x 1225 40800 x 1525 49950 x 1625

62950 x 1850 68500
Senior Manager, Operations Support Services
11 059 085
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 62950
Manager, Operations Support Services
formerly Manager, Hospital Logistics
~481~
Pay Review 2016
Civil Service
Salary Code
26 054 081

Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525
49950 x 1625 56450
Head, Transport, Maintenance and Workshop Services
26 046 076
Rs 20525 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 48425
Coordinator (Operations Support Services)
26 032 065
Rs 15450 x 300 15750 x 325 17700 x 375 19575 x 475 21950 x

625 23200 x 775 32500 x 925 34350
Supervisor, Operations Support Services (Shift) (New Grade)
23 025 060
Rs 13530 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 30175
Welfare Assistant
08 032 059
Rs 15450 x 300 15750 x 325 17700 x 375 19575 x 475 21950

x 625 23200 x 775 29400
Timekeeper (Health)
Timekeeper Transport Division
08 022 056
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 27075
Receptionist (Health Services)
Transport Services Facilitator (Shift)
formerly Gatekeeper (Health)
25 049 063
Rs 21950 x 625 23200 x 775 32500

Workshop Supervisor
25 041 060
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 30175

Chief Mechanic
Foreman
25 025 054
Rs 13530 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 25525
Orthopaedic Appliance Maker (Leather)
Orthopaedic Appliance Maker (Metal)
Orthopaedic Appliance Maker (Wood)
Pay Review 2016
~482~
Civil Service
Salary Code
25 024 053

Rs 13270 x 260 14050 x 275 15150 x 300 15750 x 325 17700
x 375 19575 x 475 21950 x 625 23200 x 775 24750
Orthopaedic Appliance Maker
25 023 052
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 23975
Cabinet Maker
Carpenter
Coach Painter
Electrician
Mason
Motor Mechanic
Painter
Panel Beater
Welder
General Assistant
Tailor
25 019 045
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
Maintenance Handy Worker (Personal)
25 016 042
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18825
Tradesmans Assistant (Seamstress)
24 040 061
Rs 18075 x 375 19575 x 475 21950 x 625 23200 x 775 30950

Senior Health Laboratory Auxiliary
formerly Senior Health Laboratory Attendant
24 023 056
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 27075
Health Laboratory Auxiliary
formerly Laboratory Health Attendant
~483~
Pay Review 2016
Civil Service
Salary Code
24 030 055

Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575
x 475 21950 x 625 23200 x 775 26300
Ambulance Driver (Shift)
24 030 054
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 25525
Driver (Heavy Vehicles above 5 tons)
24 025 054
Rs 13530 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 25525
Driver (on shift)
24 026 053
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 24750
Operator Waste Water Pumping Station (on shift)
24 023 053
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 24750
Ward Assistant (Male and Female)
24 031 053
Rs 15150 x 300 15750 x 325 17700 x 375 19575 x 475 21950

x 625 23200 x 775 24750
Senior Cook
24 027 051
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200
Field Supervisor
24 027 056
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 27075
24 023 052
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 23975
Handy Worker (Skilled) (Health)
Incinerator Operator (Health Services)
Mortuary Attendant (on roster)
Pay Review 2016
~484~
Civil Service
Salary Code
24 023 051

Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700
x 375 19575 x 475 21950 x 625 23200
Attendant (Haemodialysis) (Shift)
CSSD Assistant
Senior Attendant (Hospital Services) (Shift)
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200
Driver (ordinary vehicles up to 5 tons)
24 024 050
Rs 13270 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 22575
Cook (Roster)
24 023 049
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950
Pool Attendant (Hydrotherapy Unit)
24 022 047
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21000
Ambulance Care Attendant (Shift)
Attendant Nursing School (Personal)
Attendant (Hospital Services) (Shift)
24 018 047
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21000
Field Health Worker
24 020 046
Rs 12230 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 20525
Waste Water Pipe Cleaner (Roster)
24 019 045
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 20050
Attendant Nursing School
~485~
Pay Review 2016
Civil Service
Salary Code
24 018 044

Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700
x 375 19575
Laundry Attendant (Roster)
Security Guard (Shift)
24 017 043
Rs 11450 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19200
Handy Worker (General) (Health)
24 016 043
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 19200
Rodent Control Attendant
Stores Attendant
24 015 041
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 18450
Handy Worker
24 015 040
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 18075
Lorry Loader
Sanitary/Cleaning Attendant
formerly Sanitary Attendant
24 001 038
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x

260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker
**********
Pay Review 2016
~486~
Civil Service
24.
MINISTRY OF LOCAL GOVERNMENT
24.1
The Ministry of Local Government has under its aegis the Local Government Division,
the Mauritius Fire and Rescue Service, the Statutory Bodies Family Protection Fund
and 12 Local Authorities which comprise one Municipal City Council, four Municipal
Councils, and seven District Councils together with some 130 village councils.
24.2
The Ministry envisions to achieve inclusive local democracy and local development,
reach the highest standard of cleanliness and sanitation through sustainable solid
and hazardous waste management throughout the island and make the country a
safe place to live in, work and visit at all time.
24.3
The aims of the Ministry, amongst others, are the enforcement of good governance
in the Local Authorities through the establishment of a dedicated good governance
monitoring mechanism; the provision of an enabling work environment and a proper
legal framework to improve service delivery and effectiveness of Local Authorities;
and the improvement of response time for fire emergencies along with enhancement
of rescue and fire fighting capabilities.
24.4
The Permanent Secretary as the Accounting and Responsible Officer is responsible

for the overall management of the Ministry and the Chief Executives posted in
different Local Authorities report to him.
ICT Coordinator
24.5
The Bureau has been apprised that the Ministry has embarked on the E-Governance
Project for the Local Authorities, involving the computerization of key operations of
the Local Authorities. Moreover, with a view to further improving e-services, the
Ministry is additionally investing in the enhancement of the portal and back-end
systems.
24.6
In this context, request has been made for the creation of a grade of ICT Coordinator,
where incumbent would, inter alia, be responsible for the management, administration
and maintenance of the e-Governance Portal of the Local Authorities.
24.7
We wish to highlight that issues regarding IT in the Public Sector are dealt with at the
level of the Ministry of Technology, Communication and Innovation through the
Central Informatics Bureau, Central Information Systems Division and/or National
Computer Board. Since there is already a pool of qualified officers in the Civil Service,
full and judicious use should be made of these resources. Moreover, the Bureau
refrains from creating dedicated IT departmental grades in the Civil Service as very
often these grades are stand alone ones, where prospect for career movement is very
limited.
24.8
In such circumstances, the Ministry may make a request to the Ministry of

Technology, Communication and Innovation for the posting of a qualified officer with
the relevant skills on a full time basis, until such time the project is fully operational.
Alternatively, the Ministry may have recourse to contractual employment.
~487~
Pay Review 2016
Civil Service
24.9
Nevertheless, given that many requests have been made for the creation of dedicated
IT grades/structure from several quarters, the Bureau has provided for another
mechanism to address these issues. We have recommended at paragraph 19.10 of
this Report for the setting up of a Standing Committee which will have the
responsibility of looking into such requests and coming up with a general policy.
MINISTRY OF LOCAL GOVERNMENT
SALARY SCHEDULE
Salary Code
02 000 106

Rs 122000
Permanent Secretary
26 061 076
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525 48425

Chief Inspector
26 056 072
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 42325

Senior Inspector
26 048 067
Rs 21475 x 475 21950 x 625 23200 x 775 32500 x 925 36200

Inspector
26 029 062
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 31725
08 059 069
Rs 29400 x 775 32500 x 925 37125 x 1225 38350

Clerk Valuation Tribunal
08 026 060
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 30175
Local Government Clerk
Pay Review 2016
~488~
Civil Service
Salary Code
25 041 060

Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 30175
Chief Tradesman
Foreman
25 023 052
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 23975
Cabinet Maker
Carpenter
Electrician
Mason
Motor Mechanic
Painter
Welder
General Assistant
24 027 056
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 27075
24 030 054
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 25525
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200
Driver
24 022 047
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21000
24 019 045
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 20050
Local Government Gardener/Nursery Attendant
24 018 044
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575
Security Guard
~489~
Pay Review 2016
Civil Service
Salary Code
25 016 042

Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750
x 325 17700 x 375 18825
Local Government Tradesman's Assistant
Tradesman`s Assistant
24 016 042
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 18825
Local Government Groundsman
Refuse Collector
24 015 041
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 18450
Handy Worker
24 015 040
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 18075
Lorry Loader
24 001 038
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x

260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker
UNIFIED LOCAL GOVERNMENT SERVICE BOARD
02 000 100
Rs 101000
Secretary, Unified Local Government Service Board
*************
Pay Review 2016
~490~
Civil Service
Ministry of Local Government Mauritius Fire and Rescue Service
24.1 MAURITIUS FIRE AND RESCUE SERVICE

24.1.1 The Mauritius Fire and Rescue Service (MFRS), formerly Government Fire Services,
has been renamed following enactment of the Mauritius Fire and Rescue Service Act
2013. Its vision is to have a Republic of Mauritius free from the dangers of fire and
other emergency threats and make it a place safe to live, work and visit anytime and
anywhere.
24.1.2 Further to the change in the legislation, the role of the MFRS has shifted from a
firefighting agency to that of a full-fledged rescue service. It is now responsible for
ensuring that the people of the Republic of Mauritius are supported by and benefit
from effective fire emergency and disaster management services, emergency rescue,
as well as from natural and technological disaster management services. It aims at
taking all necessary steps for the prevention and suppression of fires and the
protection of life, property and the environment in case of an emergency.
24.1.3 The Chief Fire Officer is responsible for the overall functioning and administration of
the MFRS. He is supported by officers of the Firefighter cadre. The activities are
organised under various Divisions/Units: Fire Safety Division; Service Mobilising and
Control Centre; Training Division; Logistics Unit; and Organisational Performance,
Compliance and Good Governance Unit.
24.1.4 In the context of this Report, Management and Unions have submitted that the right
structure and incentives should be provided in view of the changing role of the MFRS.
In arriving at the recommendations made for this essential emergency service, the
Bureau has taken into account the main orientation of this Report to have a public
sector committed to serve the interest of the citizens. In this respect, consideration
has been given to strengthen the existing structure, improve conditions of work with
the introduction of new allowances and consolidation of existing ones. A new concept
of time off and posting on a rotational basis has been provided, coupled with the grant
of a Performance Bonus to operational staff with a view to keeping a motivated and
efficient personnel of the MFRS.
Lead Firefighter
24.1.5 Union Members have highlighted that at times officers in the grade of Firefighter
encounter a problem of leadership and authority when they embark on an emergency
operation where the crew does not consist of an officer of a higher rank to take
command. Moreover, in the absence of a Sub-Officer, Firefighters are called upon to
assume responsibilities of the higher rank without any additional compensation. The
Bureau has carefully examined the issue and strongly views that the elements of rank
and command are very critical in the smooth running of operations in the Disciplined
Forces. In this context, after consultation with Management and Unions, we are
providing for a designate position of Lead Firefighter to address these issues which
are impeding service delivery.
~491~
Pay Review 2016
Civil Service
Recommendation 1
(i)
Firefighters should be departmentally known as Lead Firefighter on

completing 15 years of service in the grade subject to being favourably
reported on their performance, conduct and attendance. The Lead
Firefighter should be given the authority of leading and taking charge of
a team of Firefighters, whenever the situation requires; and
(ii)
the Lead Firefighter, should be paid a monthly allowance equivalent to

two increments at the point reached in the salary scale.
24.1.7 We further recommend that Management should strongly consider the

advisability of increasing the establishment size of the grade of Firefighter.
Performance Bonus
Recommendation 2
24.1.9 We recommend that officers in the grade of Firefighter up to Senior Station
Officer should be paid a one-off performance bonus equivalent to twelve times
the value of one increment at the point reached in their respective salary scale
provided that they have:
(i)

two years; and
(ii)
Recommendation 3
01 January 2018.
Pay Review 2016
~492~
Civil Service
Time Off
24.1.12 Senior Officers i.e Senior Station Officers and above as well as Junior Officers
working as Daymen are required to be on call after normal working hours on a roster
basis and have to attend duty in case of emergencies. In this perspective,
Management and Unions have strongly requested for the payment of an on-call
allowance as well as an in-attendance allowance for the disruption caused in their
social life.
24.1.13 The Bureau wishes to point out that Disciplined Forces operate differently from other
organisations in the Civil Service. The pattern of work, the duties performed, the
fundamental elements of rank and file, command, discipline and authority, the nature
of services provided, the national importance of these organisations, among others,
all contribute in classifying the Disciplined Forces as a special category, distinct from
the others. The specificity of the disciplined forces is the presence of officers and
their readiness for action at all times, particularly in cases of emergencies,
irrespective of the fact that the officer is off duty. These elements in the disciplined
forces have been considered by the Bureau whilst determining salaries. We are
therefore strongly convinced that on-call and in-attendance allowances should not
prevail in the disciplined forces.
24.1.14 Nevertheless, we do acknowledge the disturbance and hardship caused to the officer
whilst being on call and attending duty after normal working hours. Against this
background, we are providing some sort of compensation to these officers.
Recommendation 4
24.1.15 We recommend that officers of the Firefighter cadre, from the rank of Firefighter
to Assistant Chief Fire Officer who do not form part of the Bank of Fire Officers
Scheme and are required to attend their site of work to cater for normal
interventions whilst being on leave or off duty, should be granted equivalent
time off for the number of hours put in. In the event time off cannot be granted
within a period of four months, the officer should be paid an allowance based
on his normal hourly rate for every hour put in, subject to a maximum of four
hours per day.
24.1.16 The above recommendation should, however, not apply in cases of natural
disasters, major emergencies and in times of crisis.
Trainers Allowance
24.1.17 Officers posted in the Training Unit are required to dispense training both theoretical
and practical, to new recruits or serving officers. These officers are selected to act
as Trainer based on specific skills and competencies held. Request has, therefore,
been made for these officers to be compensated for the specific skills and
competencies held and which are used by the MFRS, to which we are agreeable.
~493~
Pay Review 2016
Civil Service
Recommendation 5
24.1.18 We recommend that officers possessing the Trainers Certification Course of
the MITD and who are posted in the Training Unit to act as Trainer, should be
paid an allowance equivalent to one increment at the point reached in their
Special Duty Allowance
24.1.19 Management has apprised that in line with the organisations revised mandate and
the new challenges faced by the service, many specialised units namely Fire Safety
Division, Management Support Unit, Control and Mobilising Centre and Aerial
Firefighting and Rescue Unit, have been created. Officers posted in these units are
called upon to perform duties which require additional competencies, skills and
knowledge in specific fields such as architectural engineering, high angle rescue,
laws regulating buildings, analytical analysis/tendering advice in crisis/panic.
Management has, therefore, strongly made a case to the Bureau for these officers to
be financially incentivised in view to motivating them for continued deliverables in
these units. We have examined the submission and are making provision for the
payment of a Special Duty Allowance.
Recommendation 6
24.1.20 We recommend that officers in the Firefighter cadre who are posted in the
Specialised Units be paid a monthly Special Duty Allowance equivalent to one
increment for performing specific duties of a specialised nature.
Risk Allowance
24.1.21 At present, Firefighters, Sub Officers and Station Officers performing operations
duties are paid a Risk Allowance. It has been submitted that in cases of emergencies
and major fires, all officers, including senior officers irrespective of their posting, are
required to participate in these interventions along with the operational staff. In view
thereof, request has been made to extend the payment of risk allowance to these
senior officers.
24.1.22 The Bureau has carefully examined this request and considers that as the nature of
interventions has evolved and given that the participation of senior officers is also
solicited on site during emergencies, there is need to extend the payment of risk
allowance to them. We are, therefore, reviewing the recommendation regarding Risk
Allowance.
Recommendation 7
24.1.23 We recommend that a monthly Risk Allowance should be paid to officers of the
Firefighter Cadre, up to Assistant Chief Fire Officer equivalent to 1
increments at the initial point of their respective salary scales, subject to a
maximum of Rs900.
Pay Review 2016
~494~
Civil Service
Pregnant Firefighters
is endured by female officers of the Disciplined Forces as they are required to work
on night shift and perform duties necessitating continuous standing. The Bureau has
carefully examined the issue and views that a specific recommendation should be
made for female officers of the MFRS who are in this state.
Recommendation 8
not requiring, as far as possible, pregnant female Firefighters to perform extra
hours or night shift or duties involving continuous standing for at least three
months before their confinement.
Bank of Fire Officers Scheme
24.1.26 Presently, there is a Bank of Fire Officers Scheme under which the MFRS avails the
services of Firefighters, Sub Officers and Station Officers who are on leave or off duty,
whenever additional staff are required for fire prevention duties on private premises
or to palliate any shortage of staff. These officers are then paid an allowance of
Rs 610 for working up to three hours and on a pro-rata basis for all hours of work put
in beyond the specified number of hours. It is of note that the quantum payable is
inclusive of travelling time involved in reaching the site concerned.
24.1.27 The Bureau has been informed that having recourse to officers from the Bank to
palliate any shortage of staff has enhanced service delivery as minimal disturbance
is caused to the smooth running of operations. We are, therefore, maintaining the
Bank of Fire Officers Scheme whilst revising the quantum payable.
Recommendation 9
24.1.28 We recommend that officers in the grade of Firefighter, Sub Officer and Station
Officer who form part of the Bank of Fire Officers Scheme and who are recalled
for duty whilst on leave or off duty to perform duties of a Firefighter in
emergencies or at private premises regarding fire prevention or to palliate any
shortage of staff, should be paid an allowance of Rs 640 per hour.
24.1.29 Management has apprised that the Fire Services has devised another mechanism,
with the concurrence of the MCSAR, to pay officers who are retained on duty to
perform extra hours beyond their scheduled shift. The latter are paid an allowance
(Returning Leave) at a lower rate than that payable to officers in Bank, for every extra
hour of work put in. Given that this rate is lower than that in force in the Bank Scheme,
these officers are not willing to perform beyond their scheduled shift. In this context
the Bureau has been requested to bring some form of harmonisation between these
two rates.
~495~
Pay Review 2016
Civil Service
24.1.30 We have studied the issue in depth and have come to the conclusion that as the
payment for the Returning Leave is an administrative arrangement, any review
regarding its mode/rate of payment should be dealt administratively. Moreover, we
strongly view that the Fire and Rescue Service should consider increasing its
establishment size with a view to addressing the problem of shortage of staff.
Physical Training Instructors Allowance
24.1.31 At present, officers of the MFRS who have successfully followed the Physical Training
Instructors Certificate Course of the MIE and who act as Physical Training Instructor
are paid an allowance. We are maintaining this provision.
Recommendation 10
24.1.32 We recommend that eligible officers should continue to be paid a monthly
Physical Training Instructors Allowance equivalent to one increment at the
point reached in their respective salary scales.
Maintenance and Repair Allowance
Recommendation 11
24.1.33 We recommend that the monthly allowance payable to officers of the Firefighter
cadre who perform maintenance and repair duties in respect of radio telephone
equipment and breathing apparatus be revised to Rs 385.
Allowance to drive heavy specialized vehicles
Recommendation 12
24.1.34 We recommend that officers possessing the Heavy Vehicle Drivers Licence
and who are designated to drive heavy specialized vehicles should continue to
be paid an allowance equivalent to one increment at the initial of their
Rent Allowance
Recommendation 13
24.1.35 Officers of the MFRS who do not occupy government quarters should continue
to be paid Rent Allowance per month as hereunder:
Grade
Pay Review 2016
Amount (Rs)
Firefighter
735
Sub-Officer
790
Station Officer
815
Senior Station Officer
915
Divisional Officer
1010
Assistant Chief Fire Officer
1180
1180
Chief Fire Officer
1930
~496~
Civil Service

Recommendation 14
24.1.36 We recommend that a Night Duty Allowance equivalent to 25% of the normal
rate per hour for hours between 2300 hours and 0500 hours should be paid to
officers of the Firefighter cadre who effectively perform night shift.
24.1.37 An early retirement scheme exists for officers of the Firefighter cadre. Officers who
have been appointed as from 01 July 2008 may be:
(a)
allowed to retire on a proportionate pension after completing 28 years of

service; and
(b)
eligible to earn pension at an enhanced rate of 1/414th of pensionable

emoluments for each additional month of service to enable them to qualify for
full pension after completing 34 years of service.
24.1.38 As regards officers in post as at 30 June 2008, they benefit from the early retirement
scheme applicable as at that date.
24.1.39 We are maintaining the Early Retirement Scheme as per paragraphs 24.1.37 and
24.1.38 above.
Medical Examination
Recommendation 15
24.1.40 We recommend that Management should continue to make necessary
arrangements for officers of the Firefighter Cadre to undergo a medical
examination to ensure their fitness for the job:
(i)
(ii)
once every two years; and

every year for officers who have reached the age of 60.
Posting of Officers on a rotational basis

24.1.41 The Bureau has been apprised that a few officers are posted in specific units to
perform specialised duties, and where the shift system is not applicable. The Bureau
views that officers should as far as possible be polyvalent and be given opportunities
to perform in various areas to expand their knowledge and develop their
competencies. In this respect, the Bureau strongly considers that officers of the
MFRS should be provided with appropriate training and posted on a rotational basis
to different operational units in the Service.
~497~
Pay Review 2016
Civil Service
MAURITIUS FIRE AND RESCUE SERVICE

SALARY SCHEDULE
Salary Code
07 000 100
Rs 101000
Chief Fire Officer
07 079 094
Rs 53200 x 1625 62950 x 1850 68500 x 1950 74350 x 2825

80000 x 3000 83000
07 066 081
Rs 35275 x 925 37125 x 1225 40800 x 1525 49950 x 1625

56450
Assistant Chief Fire Officer
07 058 074
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525

45375
Divisional Officer
07 054 071
Rs 25525 x 775 32500 x 925 37125 x 1225 40800

07 048 068
Rs 21475 x 475 21950 x 625 23200 x 775 32500 x 925 37125

Station Officer
07 046 065
Rs 20525 x 475 21950 x 625 23200 x 775 32500 x 925 34350

Sub-Officer
07 033 062
Rs 15750 x 325 17700 x 375 19575 QB 20050 x 475 21950 x

625 23200 x 775 31725
Firefighter
25 049 063
Rs 21950 x 625 23200 x 775 32500

Workshop Supervisor
25 041 060
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 30175

Foreman
Pay Review 2016
~498~
Civil Service
Salary Code
25 023 052

Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700
x 375 19575 x 475 21950 x 625 23200 x 775 23975
General Assistant
Mason
Motor Mechanic
Panel Beater
Welder
24 015 041
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 18450
Handy Worker
24 001 038
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x

260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker
*************
~499~
Pay Review 2016
Civil Service
Pay Review 2016
~500~
Civil Service
Ministry of Social Integration and Economic Empowerment
25.
MINISTRY OF SOCIAL INTEGRATION AND

ECONOMIC EMPOWERMENT
25.1
The eradication of extreme and chronic poverty is the concern of all nations across
the world. So, all governments attempt to create an inclusive and more equitable
society. The Ministry of Social Integration and Economic Empowerment was set up
in May 2010 from the same perspective.
25.2
The Ministry formulates policies and national action plans for the social integration of
vulnerable groups. It provides basic shelter to homeless and vulnerable families and
assists needy children in deprived regions through the provision of educational
support as well as school materials. It is also responsible, among others, to provide
continued support to empower vulnerable families and to improve the living conditions
of those families in deprived regions.
25.3
While the Ministry formulates policies and crafts strategies to attain its objectives, the
implementation of all the programmes related thereto rests with the National
Empowerment Foundation (NEF) which is a government owned private company,
operating under the Ministry. The NEF also coordinates the activities of the National
Committee on Corporate Social Responsibility, which activities, are oriented towards
the above objectives.
25.4
A Permanent Secretary is at the helm of the Ministry and is assisted by officers of the
administrative cadre and other support staff.
25.5
During consultation with the official side, it has been submitted that in view of the new
orientation for poverty eradication as advocated in the new Government Programme,
the Ministry has to be in the forefront to generate the appropriate synergy and right
conditions for public service delivery as per its mandate. In this context and to show
tangible achievements, representations have been made to create a Technical Unit
comprising the grades of Coordinator, Research Analyst, Psychologist and
Monitoring and Evaluation Officer.
25.6
We are therefore recommending accordingly.
Recommendation 1
25.7
We recommend the creation of the grades of Coordinator, Research Analyst,

Psychologist, and Monitoring and Evaluation Officer on the establishment of
the Ministry of Social Integration and Economic Empowerment.
Coordinator (New Grade)

25.8
Appointment to the grade of Coordinator should be made by selection from

among candidates possessing a Masters Degree in Social Development or
Social Work or Sociology or Psychology or in any other related subject from a
recognised institution or an equivalent qualification acceptable to the Public
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Service Commission and reckoning at least five years experience in

community/poverty alleviation services.
25.9
Incumbent would, among others, be responsible for: the day to day management of
the Technical Unit; preparation of short, medium and long term plans of action in
areas of poverty, community development and advise on policies concerning these
areas; implementation, monitoring and evaluation of programmes, projects and
schemes aimed at achieving the objectives of plan of action; preparation and
implementation of sensitisation programmes for the community through mass media
and other means including publications; and the coordination of statistical research
projects and programmes.
Research Analyst (New Grade)

25.10
The Research Analyst should be recruited from among candidates possessing

a Degree in Finance or Economics or Statistics or an equivalent qualification
acceptable to the Public Service Commission and reckoning at least three
years post qualification experience in the relevant field.
25.11
Appointees would, inter alia, be called upon to: collect and analyse economic, social,
environmental, financial, fiscal and other relevant information and/or data required for
the attainment of the objectives of the Ministry and/or the reform programme of
Government; assist in the preparation of the Ministrys sectoral and/or national
development programmes, policies, plans, Budget and/or international engagements
and monitor, report and evaluate progress in the implementation of the Government
Programme, as well as national, sectoral and international engagements, Ministry
plans and/or Budget measures and/or indicators.
Psychologist (New Grade)

25.12
Appointment to the grade of Psychologist should be by selection from among

candidates possessing a Masters Degree in Clinical Psychology or
Counselling Psychology or Psychology from a recognised institution or an
equivalent qualification acceptable to the Public Service Commission.
25.13
Incumbent would be required, among others, to: assess therapeutic needs of

vulnerable families and their members and effecting site visits, if required; provide
psychological assessment and treatment services for children and their families;
provide psychotherapy and counselling to vulnerable children and their families as
well as attending to children placed in institutions/places of safety and conducting
counselling and psychotherapy with parents/families of such children.
Monitoring and Evaluation Officer (New Grade)

25.14
Recruitment to the grade of Monitoring and Evaluation Officer should be made

by selection from among candidates possessing a Degree in Finance or
Economics or Statistics or an equivalent qualification acceptable to the Public
Service Commission and reckoning at least two years post qualification in
monitoring and evaluation of projects, programmes and activities related to
poverty alleviation.
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25.15
Candidates would, inter alia, be called upon to: provide technical support in the
monitoring and evaluation of poverty alleviation programmes; provide technical
support in designing, monitoring and reviewing the Ministrys plans and monitor all
project activities, expenditures and progress towards achieving project output; build
capacity and support the Ministry regarding planning, monitoring and evaluation.
MINISTRY OF SOCIAL INTEGRATION AND ECONOMIC EMPOWERMENT
SALARY SCHEDULE
Salary Code
02 000 106

Rs 122000
Permanent Secretary
02 059 085
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x

1525 49950 x 1625 62950
Coordinator (New Grade)
19 059 081
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x

1525 49950 x 1625 56450
02 054 081
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x

1525 49950 x 1625 56450
Research Analyst (New Grade)
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325

17700 x 375 19575 x 475 21950 x 625 23200
Driver
24 001 038
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250

11450 x 260 14050 x 275 15150 x 300 15750 x 325
17375
General Worker
*************
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26.
Ministry of Foreign Affairs, Regional Integration and

International Trade
MINISTRY OF FOREIGN AFFAIRS, REGIONAL INTEGRATION AND

INTERNATIONAL TRADE
26.1
The Ministry of Foreign Affairs, Regional Integration and International Trade has the
overall responsibility of the implementation of the foreign and trade policies and
promotion of foreign relations of the Republic of Mauritius with other countries. Its
core function is to advise and assist Government in response to unfolding
international situations and events. Its role relates, among others, to: upholding,
promoting and protecting sovereignty, territorial integrity and interests of the Republic
of Mauritius; monitoring and analysing developments in the international arena;
promoting Mauritian exports, tourism potential, attracting foreign investment for
Mauritius and enhancing scientific, technological and cultural links between Mauritius
and other countries; providing consular service and assisting Mauritian citizens
abroad; and assisting other Ministries and Departments in their international dealings.
26.2
In so doing, the Ministry envisions creating a prosperous and sustainable Mauritius

fully integrated into a peaceful, globalised and equitable world. Its activities are
carried out through three Divisions namely Foreign Affairs, Regional Integration and
International Trade.
26.3
As Accounting and Responsible Officer of the Ministry, the Secretary for Foreign
Affairs advises the Minister on all issues related to policies, positions, roles and policy
direction that should be undertaken to ensure that the interests of the country are
always protected and promoted. She is supported in the performance of her duties
by a Permanent Secretary, officers belonging to the Diplomatic, Administrative,
Technical, general services cadre and other occupational categories.
26.4
It has been reported during consultation that the Ministry is presently being manned
by limited number of officers of the Diplomatic cadre, both at local and international
levels. To address the concern of both Management and staff side, we recommend
that the Ministry should conduct a Human Resource Planning exercise to
identify the need for additional HR requirements and to prompt appropriate
remedial measures.
FOREIGN AFFAIRS DIVISION
26.5
The Foreign Affairs Division, being the major area of activity of the Ministry, is split
into six Directorates namely Bilateral I, Bilateral II, Bilateral III, Multilateral Political,
Multilateral Economic and Protocol.
Each Directorate is headed by an
Ambassador/High Commissioner or a Minister-Counsellor or a senior diplomatic
officer. The Division also comprises 18 Diplomatic Missions and one Consulate.
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26.6
For this Review, the submissions pertained mainly to: alignment and upgrading of
salaries as well as review of certain specific conditions of service. During meetings,
both Management and staff side were apprised that alignment/upgrading of salaries
would be looked into taking into consideration, among others, the level of
responsibility, scope of activities and complexity of work in line with the Bureaus
general framework for pay determination. As regards the specific conditions of
service, these are dealt with in Volume I of this Report.
26.7
After a thorough examination of the submissions, we are maintaining the present

structure and other benefits while revising the existing allowances.
Accumulated excess hours of work

26.8
At present there is flexibility for officers posted in the Protocol Directorate who have
not been able to take time off to carry over the excess hours of work accumulated in
a given year into the following year. It has been represented that these officers are
unable to take their excess hours of work accumulated in view of the exigencies of
service as the number of extra hours accumulated is substantial and if time off is
granted, it would disturb the smooth running of the Directorate. The Bureau has
examined the representations and considers that special effort should be made by
Management through appropriate planning to make the existing arrangement work
which we are maintaining hereunder:
Recommendation 1
26.9
We recommend that:
(i)
officers posted in the Protocol Directorate, who have not been allowed to
offset their accumulated excess hours against time off in the year it fell
due, may be allowed by the Responsible Officer to carry over the excess
hours of work accumulated into the following year provided that a written
application to offset the extra hours of work accumulated against time off
has been made by the officer concerned in the year it was due and such
time off has not been approved due to the exigencies of the service; and
(ii)
the excess hours accumulated that have been carried forward should
lapse if not taken as time off in the year that they have been carried over.
26.10
The Secretary for Foreign Affairs and Ambassadors are presently paid a monthly
entertainment allowance of Rs 6875 and Rs 4950 respectively for receiving and
entertaining representatives of foreign countries and for reciprocating invitations
received when posted at the Head Office. We are maintaining this provision and
revising the quantum.
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Recommendation 2
26.11
We recommend that the Secretary for Foreign Affairs and Ambassadors should
be paid a revised monthly entertainment allowance of Rs 10500 and Rs 7500
respectively.
Second Secretary
26.12
As per existing provision, Second Secretaries are allowed to proceed incrementally

in the master salary scale up to salary point Rs 58775 subject to certain condition.
We are maintaining this provision and revising the salary point.
Recommendation 3
26.13
We recommend that Second Secretaries be allowed to proceed incrementally

up to the revised salary point Rs 62950 in the master salary scale through the
grant of one increment every year provided they have:
(i)
drawn their top salary for a year, and
(ii)

preceding years; and
(iii)
Duty Exemption to Ambassadors

26.14
At present, Ambassadors returning to their home country, after a tour of service in

our mission abroad, are allowed, subject to the approval of the High Powered
Committee, to benefit, only once, from duty exemption on the car purchased by them
in the country of posting. Such eligibility is governed by provisions as at paragraph
18.2.126 of Volume 1 of this Report. These are being maintained.
26.15
Appropriate recommendation in respect of Foreign Service Allowance and other

allowances which are payable to officers of the Diplomatic cadre, have been made at
Chapter 18 of Volume 1 of this Report.
REGIONAL INTEGRATION DIVISION
26.16
The role of the Regional Integration Division is to advise on the development of the
various sectors of the economy in line with the national objectives through enhanced
co-operation with regional partners and to implement projects relating to regional
integration. Its portfolio includes issues relating to bilateral cooperation and African
Continental integration which has a regional perspective. The Division prepares for
meetings and monitors activities relating to the regional organisations to which
Mauritius belongs namely the Southern African Development Community (SADC),
Common Market for Eastern and Southern Africa (COMESA), Indian Ocean
Commission (IOC) and the Indian Ocean Rim Association for Regional Cooperation
(IOR-ARC). It also takes on board decisions of the Tripartite SADC-COMESA-EAC
Summit.
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26.17
The structure of the Regional Integration Division comprises a Director, Cooperation

as Head, a Deputy Director, Cooperation and officers of the Analyst (Cooperation)
cadre.
26.18
In the context of this Review, representations have been made for

upgrading/alignment of salaries, increasing number of posts, grant of 70% duty free
facilities to the grade of Analyst (Cooperation), provision of entertainment allowance
and other benefits. During consultation, Management was apprised that the request
for upgrading/alignment of salaries would be dealt with taking into consideration all
the compensable factors in line with the Bureaus general framework of pay
determination. As regards increasing the number of posts, Management was
sounded that the onus rests with the Ministry and would be subject to the findings of
the Human Resource Planning exercise. On the issue of duty free facilities, they
were apprised of the criteria adopted by the Bureau. Concerning general conditions
of service/benefits, parties were informed that these would be finalised after
discussion with all stakeholders concerned whereas for specific ones, the Bureau
would examine their justification.
26.19
As the present structure is appropriate, we are not bringing any change thereto.
INTERNATIONAL TRADE DIVISION
26.20
The main functions of the International Trade Division relates to: negotiating trade
deals for Mauritius at the multilateral level as well as in the context of regional and bilateral trade relations; ensuring that international trade rules are shaped in a manner
as to create better trading opportunities for Mauritian exporters on international,
regional and individual markets; following up on implementation of Trade
Agreements; and preparing for the Trade Policy Review of Mauritius.
26.21
The work of the Division is conducted through the Trade Policy Unit, the Industrial
Property Office and the Industrial Property Tribunal.
26.22
At the apex of the Division, the Director, Trade Policy is the Head who is responsible
to formulate trade policies with a view to integrating the global trading system and to
promote, defend and safeguard the socio-economic interests of Mauritius at bilateral,
regional and multilateral levels. He is assisted in his tasks by the Deputy Director,
Trade Policy and officers of the Trade Policy Analyst cadre.
26.23
Both Management and staff side have made representations for: alignment of
salaries; increasing the number of posts of Principal Trade Analyst; provision of 70%
duty free facilities and other benefits. During meetings, parties were informed that
the proposal for alignment of salaries would be examined taking into consideration
several compensable factors. On the issue of additional posts they were explained
that the onus rested upon Management. As regards provision of 70% duty free
facilities, they were apprised of the existing criteria for eligibility. In respect of general
conditions of service/benefits, they were informed that these would be finalised
following consultations with all stakeholders.
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26.24

International Trade
After examination, the Bureau is of the view that the present structure should be
maintained.
INDUSTRIAL PROPERTY OFFICE
26.25
Established under Section 3 of the Patents, Industrial Designs and Trademarks Act
2002, the main services of the Industrial Property Office (IPO) are the registration of
trademarks, industrial designs and the grant of patents, and the proper maintenance
of the Industrial Property Rights during their terms.
26.26
To safeguard individual ownership and industrial property rights, IPO enforces the
following legislations: The Patents, Industrial Designs and Trademarks Act 2002; the
Protection against Unfair Practices (Industrial Property Rights) Act 2002; the Layout
Designs (Topographics) of Integrated Circuits Act 2002 and the Geographical
Indications Act 2002. It envisions a modern and well enforced intellectual property
system to be recognised as an important commercial and driving force as well as a
crucial factor for national, social, economic and technological development.
26.27
The establishment of the IPO comprises the Controller, Industrial Property Office who
is responsible for the effective operation and management of the IPO and by a core
staff consisting of officers of the Industrial Property Officers Cadre and those of the
General Services. At present, the post of Controller, Industrial Property Service is
vacant and the Principal Industrial Property Officer has been assigned the
responsibility to look after the affairs of the IPO in respect of administration and
technicality of task.
26.28
In the context of this Review, both staff and Management have made the following
submissions: to enlarge the qualification requirement for the grade of Controller,
Industrial Property Office; upgrading of qualification requirement at the level of
Industrial Property Officer and reviewing its salary scale in light of what has been
granted to the grade of Office Management Assistant; merging of the grade of
Industrial Property Officer and Senior Industrial Property Officer; and granting 70%
duty remission for the purchase of a car to officers of the Industrial Property Officers
Cadre.
26.29
During consultations both parties were apprised that upgrading or reviewing of

qualifications requirement normally rests upon Management but is considered by the
Bureau when the job content has evolved in complexity requiring new competencies
and skills to match the responsibilities shouldered. It was also highlighted that the
salary scale of the grades is aligned taking into consideration, among others,
comparability of hierarchical positions, responsibilities and scope of activities. With
regard to the upgrading of salary, they were informed that the Bureau would reassess
all grades in the Cadre through job evaluation exercises. On the issue of merger of
the two grades of Industrial Property Officer and Senior Industrial Property Officer,
both Management and staff side were apprised that such a request could have been
considered if there were considerable overlapping of duties between the two grades,
limited supervision, no team-leading functions and consensus among all those
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concerned. Parties were also apprised of the criteria to qualify for 70% duty remission
to purchase a car.
26.30
After a thorough analysis of the submissions, the Bureau holds the view that the
organisation structure should be maintained and the qualification requirement of the
grade of Controller, Industrial Property Office be enlarged to enable recruitment from
a broader pool of qualified serving officers.
Controller, Industrial Property Office

26.31
At present, recruitment to the grade of Controller, Industrial Property Office is made

by selection from among candidates possessing a Degree in Law and either a
Masters Degree in Law or a postgraduate Diploma in Intellectual Property or in a
related field and reckoning at least five years experience in legal matters.
26.32
It has been submitted that the post of Controller, Industrial Property Office has
remained vacant for a long time and attempts made by the Public Service
Commission to fill in the vacancy has been unsuccessful as no qualified candidates
responded to the advertisement. Management has therefore acceded to the proposal
of the union to enlarge the field of academic qualification in the scheme of service of
the grade to enable recruitment from a larger pool of qualified serving officers.
Recommendation 4
26.33
We recommend that, in future, recruitment to the grade of Controller, Industrial

Property Office be made by selection from among serving officers possessing
either:
(i)
a Degree in Law or Management or Economics or Marketing or Business

Management or Statistics or any other related fields and reckoning at
least eight years post qualification experience at managerial level; or
(ii)
a Masters Degree in the specified fields or a post graduate Diploma in

Intellectual Property or an equivalent acceptable qualification and
reckoning at least five years post qualification at managerial level.
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MINISTRY OF FOREIGN AFFAIRS, REGIONAL INTEGRATION AND

INTERNATIONALTRADE
SALARY SCHEDULE
Salary Code
02 000 109

Rs 164000
Secretary for Foreign Affairs
02 000 106
Rs 122000
Ambassador
High Commissioner
Permanent Representative
Permanent Secretary
02 000 102
Rs 110000
Minister Counsellor/Deputy High Commissioner
02 086 095
Rs 64800 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

86000
First Secretary
26 069 085
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Project Manager, Foreign Affairs
02 055 081
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Second Secretary
08 056 080
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 54825
Attach (Administration) (Personal)
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200
Driver
24 016 043
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 19200
Stores Attendant
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Salary Code

REGIONAL INTEGRATION
02 000 102
Rs 110000
Director, Cooperation
02 085 095
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

86000
Deputy Director, Cooperation
02 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
Principal Analyst (Cooperation)
02 069 085
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Senior Analyst (Cooperation)
02 054 081
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Analyst (Cooperation)
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200
Driver
INTERNATIONAL TRADE DIVISION
02 000 102
Rs 110000
Director, Trade Policy
02 095 097
Rs 86000 x 3000 92000

Deputy Director, Trade Policy (Personal)
02 085 095
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

86000
Deputy Director, Trade Policy
02 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
Principal Trade Policy Analyst
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Salary Code
02 069 085

Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950
Senior Trade Policy Analyst
02 054 081
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
Trade Policy Analyst
18 085 095
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

86000
Controller, Industrial Property Office
18 065 079
Rs 34350 x 925 37125 x 1225 40800 x 1525 49950 x 1625

53200
Principal Industrial Property Officer
18 058 073
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525

43850
Senior Industrial Property Officer
18 050 068
Rs 22575 x 625 23200 x 775 32500 x 925 37125

Industrial Property Officer
08 038 063
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 32500
Trade Policy Information Officer
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200
Driver
*************
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27.
ATTORNEY-GENERALS OFFICE
27.1
The Attorney-Generals Office provides legal and legislative drafting services to the
Government and is the only institution that interacts with the three constitutional
powers, namely, the Legislature (National Assembly), the Judiciary (Courts) and the
Executive (Government/Ministries). The Office also provides assistance to the Courts
in its capacity as Ministre Publique in addition to a number of other statutory powers
vested upon it.
27.2
While envisioning to develop itself into a centre of excellence for Legal and Legislative
Drafting Services, the Attorney-Generals Office aims at providing, without fear or
favour, hatred or ill-will, to the Government of the day, sound and independent legal
advice and representation as well as contributing in the development of a fair and just
legal system that promotes the rule of the law, in the best interest of the State and
the people.
27.3
The Attorney-General who should be a Barrister, is the principal legal adviser to the
Government of Mauritius and holds the Office of a Minister.
STRUCTURE OF THE ATTORNEY-GENERALS OFFICE
27.4
The Office of the Director of Public Prosecutions was made to operate as a separate
office distinct from the Attorney-Generals Office after 01 July 2009. However in
February 2015, the Cabinet approved that the Attorney-Generals Office would be
restructured such that:
(i)
the Office of the Director of Public Prosecutions would, henceforth, function

as a distinct department of the Attorney-Generals Office, as was the case until
2009, but with the Director of Public Prosecutions as Responsible Officer;
(ii)
the Office of the Parliamentary Council would, henceforth, function as a

distinct department within the Attorney-Generals Office, as recommended by
Lord Mackay in his Report in 2006 and with the Parliamentary Counsel as
Responsible Officer;
(iii)
the Solicitor-General would be the Supervising Officer, and the Chief Legal
Secretary would be the Accounting Officer of the whole of the AttorneyGenerals Office, comprising three departments, (the Office of the Director of
Public Prosecutions, the Office of the Parliamentary Council, and the Civil
Advisory and Litigation Department); and
(iv)
the Enforcement Authority under the Asset Recovery Act would be the
Financial Intelligence Unit pending the setting up of the Financial Crime
Commission, in order to allow officers of the Office of Director of Public
Prosecutions to focus on the prosecutorial duties and other duties within the
Attorney-Generals Office.
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27.5
The activities of the Attorney-Generals Office are, now being carried out through the
Office of the Solicitor-General, the Office of the Director of Public Prosecutions and
the Office of the Parliamentary Counsel.
OFFICE OF THE SOLICITOR-GENERAL
27.6
The Solicitor-General is a non-political and the highest ranking public officer

appointed by the Judicial and Legal Service Commission. He is the administrative
head of the Attorney-Generals Office and is, after the Principal Legal Adviser to
Government, namely the Attorney-General, the next senior most Legal Adviser to the
Attorney-General. He tenders advice to Government departments and Ministries in
an independent and impartial manner and handles all civil matters in which the State,
its agencies, or officers, is a party. He also defends the interest of the State in the
Superior Courts including the Privy Council.
OFFICE OF THE PARLIAMENTARY COUNSEL
27.7
27.8
The Office of the Parliamentary Counsel, under the overall supervision of the
Solicitor-General, contributes to Parliamentary democracy under the rule of law by
supporting Parliament and the Executive in their law-making roles and contributing to
the Governments objectives by ensuring that:
-
Legislation that is necessary to change the law to implement Government policies

is effective, clear, and consistent with other legislation, the general law, and
international law; and
Legislation including Bills and Acts, and regulations are published with official,
authoritative status.
The Parliamentary Counsel is mainly responsible for law drafting, preparation of Bills
and review of the existing legislation. All Government Bills and Regulations are vetted
by the Parliamentary Counsel. The Parliamentary Counsel does not make policy
decisions but drafts legislation as per the instructions received, and also advises the
Executive as to how its policy objectives can best be achieved within the ambit of
what is legally sound and or/possible. He also assesses the legal implications of the
ratification of Treaties and advises the Government on the international legal
obligations that bind the State.
OFFICE OF THE DIRECTOR OF PUBLIC PROSECUTIONS
27.9
At present, the Office of the Director of Public Prosecutions operates as a distinct

department of the Attorney-Generals Office with the Director of Public Prosecutions
being the Responsible Officer.
27.10
The Office of the Director of Public Prosecutions is mainly responsible at the national
level for offering prosecution services. Its main aim is to bring offenders promptly to
justice while at the same time ensuring that their rights are safeguarded.
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27.11
The Office of the Director of Public Prosecutions envisions to be recognised as a high

calibre Prosecution Office capable of meeting and exceeding the expectations of
society for a fair, efficient and innovative legal system. It aims at providing
prosecution services, legal advice and litigation support of high standard, without fear
or favour.
27.12
The Director of Public Prosecutions (DPP) has the powers, in any case in which he
considers it desirable to do so, to institute and undertake criminal proceedings that
may have been instituted by any other person or authority; discontinue at any state
before judgement is delivered any such criminal proceedings instituted by himself or
any other person or authority. The DPP exercises its functions in full independence
and is not subject to the direction or control of any other person or authority, and is
constitutionally responsible for all criminal matters.
27.13
At present, the organisational structure of all the three divisions of the AttorneyGenerals Office, i.e. the Solicitor-Generals Office, the Office of the Parliamentary
Counsel and the Office of the Director of Public Prosecutions are manned, at the
professional level by officers in the State Counsel cadre, State Attorney cadre, Legal
Secretary cadre and at the technical level by officers in the Legal Assistant cadre.
27.14
In the context of the present review exercise, we are strengthening the structure of
the Office of the DPP through the creation of additional levels, restyling certain other
grades to more appropriate job appellations commensurate with the nature of duties
performed such that the organisation is adequately structured to meet its mandate.
We are also maintaining the payment of certain allowances as an incentive to retain
the services of high calibre officers at the professional levels, while also extending
same for other professionals at the Attorney-Generals Office.
Recruitment and Retention Problems in the Attorney-Generals Office

27.15
At present, a negotiable salary point has been recommended for new entrants in the
grades of State Counsel and State Attorney at the Attorney-Generals Office and the
Office of the DPP, subject to the concurrence of the High Powered Committee and
approval of the Ministry of Civil Service and Administrative Reforms, with a view to
induce such officers to join the service and also as an incentive for retaining
experienced officers. We are maintaining the present arrangement.
Recommendation 1
27.16

may, subject to the concurrence of the High Powered Committee, continue to
approve the higher salary point for new entrants in the grades of State Counsel
and State Attorney, both at the Attorney Generals Office and the Office of the
Director of Public Prosecutions, based on the qualification and experience of
the recruits, and such adjustments in salary as may be required for officers in
post.
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Special Legal Service Allowance

27.17
With a view to curtailing the high turn-over rate and retaining the services of Judicial
and Legal Officers who tend to leave the service after acquiring some years of
experience at the Attorney-Generals Office and the Office of the Director of Public
Prosecutions, the Bureau in the last Report maintained the payment of a monthly
Special Legal Service Allowance set at different percentage rates to concerned
officers.
27.18
The payment of this allowance was first introduced in the 2008 PRB Report and its
continued payment is generally subject to findings of the survey on Recruitment and
Retention carried out by the Bureau.
27.19
In the context of this review exercise, the survey has revealed beyond reasonable
doubt that the Attorney-Generals Office and the Office of the DPP are still facing
problem of recruitment of new officers and retention of experienced Judicial and Legal
Officers at the different levels in the respective hierarchy. We have, in this Report,
reassessed the situation and consider that the measures taken to ease the problem
of retention should be maintained. We are recommending accordingly.
Recommendation 2
27.20
We recommend, with effect from 01 January 2016 and up to the next Overall
Review of Pay and Grading Structures and Conditions of Service in the Public
Sector, the continued payment of a monthly Special Legal Service Allowance
to Legal Officers as specified in the table below:
Grades Attorney-Generals Office
Office of the DPP
State Counsels, State Attorneys and

Curator of Vacant Estates reckoning at
least 10 years service in their respective
grades and Senior State Counsel, Senior
State Attorney and Assistant Legal
Secretary
Principal State Counsels, Principal State
Attorneys, Legal Secretary, Assistant
DPP, Assistant Parliamentary Counsel,
Assistant Solicitor General, Deputy Chief
State Attorney, Chief State Attorney,
Chief Legal Secretary and Senior
Assistant DPP.
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Special Legal Service

Allowance
10
Civil Service
Grades Attorney-Generals Office

Office of the DPP
Special Legal Service

Allowance
Deputy
Solicitor-General,
Deputy
Director
of
Public
Prosecutions,
Parliamentary Counsel, Director of
Public Prosecutions, and SolicitorGeneral reckoning lessthan 10 years
service in the respective grades.
27.21
15
Solicitor-General and Director of Public

Prosecutions reckoning more than 10
years service in the respective grades
but less than 30 years service
20
Solicitor-General and Director of Public

Prosecutions reckoning more than 30
years service
30
The above recommendation is made on the understanding that no additional

remuneration, over and above the recommended packages will be considered
until the next overall Review of Pay and Grading Structures and Conditions of
Service in the Public Sector.

27.22
As per current practice, Judicial and Legal Officers of the Attorney-Generals Office
and the Office of the Director of Public Prosecutions are entitled to the payment of a
yearly Judicial and Legal Allowance as an assistance towards meeting the cost for
certain items related to the exercise of the profession. At present, the allowance is
as follows: Rs 36850 for the Solicitor-General, the Director of Public Prosecutions,
the Parliamentary Counsel, the Deputy Solicitor-General, and the Deputy Director of
Public Prosecutions; and Rs 22,000 to State Law Officers, Chief State Attorney,
Senior Assistant DPP, Assistant DPP, Deputy Chief State Attorney, Legal Secretary,
Principal State Counsel, Principal State Attorney, Senior State Counsel, Senior State
Attorney, State Counsel, State Attorney and Curator of Vacant Estates.
27.23
Recommendation 3
27.24
We recommend that Judicial and Legal Officers of the Attorney-Generals

Office and the Office of the Director of Public Prosecutions should continue to
be paid the Judicial and Legal Allowance as per the existing arrangement.
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Allowance to the Solicitor-General

27.25
The actual Solicitor-General is granted a monthly pensionable allowance, on a

personal basis, to bring his salary at par with the Senior Puisne Judge while at the
same time also benefitting from the retirement benefits accruing to Judges.
27.26
The Director of Public Prosecutions is also entitled, on a personal basis, to the

retirement benefits accruing to Judges. We are maintaining the present arrangement.
Recommendation 4
27.27
We again recommend that the present Solicitor-General continues to be paid,

on a personal basis, a monthly pensionable allowance to bring his salary at par
with the Senior Puisne Judge.
27.28
We further recommend that both the Solicitor-General and the Director of

Public Prosecutions should continue to be eligible to the retirement benefits
accruing to Judges, on a personal basis.
Housing Allowance
27.29
At present, both the Solicitor-General and the Director of Public Prosecutions are
entitled, on a personal basis, to a monthly pensionable Housing Allowance of Rs
11000 which is meant to cover both the extra expenses for housing facilities and
security measures, along similar lines as those recommended for the Senior Puisne
Judge and the Puisne Judges of the Supreme Court.
27.30
Recommendation 5
27.31
We recommend that the Housing Allowance payable to the Solicitor-General

and the Director of Public Prosecutions be maintained at Rs 11000 monthly and
that the said allowance continues to be wholly reckoned for pension purposes,
(notwithstanding the provisions of this Report on Pensionable Value of Rent
Allowance.
Senior Officers of the Attorney-Generals Office and the Office of the Director of Public
Prosecutions.
27.32
Presently, a Barrister of the State Law Office and the Office of the DPP, who on being
offered appointment as a Puisne Judge cannot be released or who opts to continue
to serve the State Law Office or the Office of the DPP with the approval of the relevant
authorities, is granted the retirement benefits accruing to a Member of the Judiciary,
subject to the concurrence of the High Powered Committee. In this Report, we are
maintaining the present provision.
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Recommendation 6
27.33
We recommend that a Barrister of the State Law Office or the Office of the
Director of Public Prosecutions, who on being offered appointment as a Puisne
Judge cannot be released or who opts to continue to serve the State Law Office
or the Office of the Director of Public Prosecutions with the approval of the
relevant authorities, be granted the retirement benefits accruing to a member
of the Judiciary, subject to the concurrence of the High Powered Committee.
27.34
We further recommend that the Deputy Solicitor-General, the Parliamentary

Counsel, or the Deputy Director of Public Prosecutions who, on being offered
appointment as a Puisne Judge, cannot be released or who opts to continue to
serve the State Law Office or the Office of the Director of Public Prosecutions
with the approval of the relevant authorities, be granted (i) a monthly
pensionable allowance to bring the salary at the level of a Puisne Judge, and
(ii) the retirement benefits accruing to a member of the Judiciary, subject to the
concurrence of the High Powered Committee.

27.35
At present, officers of the Legal Assistant cadre who are required by the rules of the
Court to appear in black jacket and tie are paid an allowance of Rs 4800 yearly. We
are maintaining the payment of the allowance.
Recommendation 7
27.36
We recommend that officers of the Legal Assistant cadre at the AttorneyGenerals Office and the Office of the DPP, who are required by the rules of the
Court to appear in black jacket and tie be paid a black jacket allowance of
Rs 4800 yearly.
Specific Allowances for the Office of the DPP

Bail and Remand Court and week-end Court
27.37
With the implementation of the new system of operations of the Bail and Remand
Court, at present, a Supervising Officer designated by the Director of Public
Prosecutions, State Counsels, and other officers of the Legal Assistant cadre are
required to work over and above their normal working hours, during weekends and
public holidays for the grant of release on bail to persons arrested during weekends
and public holidays.
27.38
In view of the above, they have been granted a monthly allowance as follows:
Supervising Officer designated by the DPP, Rs 25,000; State Counsels, Rs 23,000;
and officer of the Legal Assistant cadre, Rs 9,700. In this Report, we are maintaining
the payment of the allowance along with the set quantum.
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Recommendation 8
27.39
We recommend that the Supervising Officer designated by the DPP, the State
Counsel and the officer of the Legal Assistant cadre, who are effectively
required to work over and above their normal working hours, during weekends
and public holidays for the grant of release on bail to persons arrested during
weekends and public holidays, should continue to be paid the above allowance
at the same amount as set above, up to the next overall Review of Pay and
Grading Structure and Conditions of Service in the Public Sector.
Allowance in connection with work performed in Specialised Units.

27.40
At present, Legal Officers posted in Specialised Units of the Office of the DPP namely:
Asset Recovery Unit, Piracy Unit, Victims and Witness Support Unit, Serious Fraud
and Tax Evasion Unit, and International Cooperation and Mutual Legal Assistance
and Extradition Unit, who have undergone specialised training and acquired specialist
skills which are essential to conduct cases in these areas, are entitled to the payment
of a monthly allowance as follows: Rs 5000 to designated officers posted in the above
units and a monthly allowance of Rs 10000 to the officer in charge of the respective
unit.
27.41
We are maintaining the payment of the allowance along with the set amount.
Recommendation 9
27.42
We recommend that the designated officers posted in the above specialised

units and the officer in charge of the respective units of the Office of the DPP
should continue to be paid a monthly allowance of Rs 5000 and Rs 10000,
respectively.
Specific Recommendations for the Office of the DPP

27.43
The Director of Public Prosecutions apprised the Bureau that officers of the Legal
Assistant cadre who perform duties in the DPPs registry are on temporary transfer
from the Attorney-Generals Office. To enable the smooth running of the Office of the
DPP, grades in the Legal Assistant cadre were created on the establishment of the
DPP along similar lines as their counterparts at the Attorney-Generals Office.
27.44
It was submitted that the schemes of service for the grades of Trainee Legal
Assistant, Legal Assistant, Senior Legal Assistant and Principal Legal Assistant have
already been prescribed but the posts have not yet been filled. At present, two Senior
Legal Assistants and two Legal Assistants from the Attorney-Generals Office are still
serving on temporary transfer to the Office of the DPP. However, the Office of the
DPP is in the process of re-engineering its registry system and is also redesigning
the structure of the Legal Assistant cadre.
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27.45
As such, the Office of the DPP has proposed that a new structure be provided to allow
competent staff to perform paralegal duties. With a view to delayering and
professionalising the cadre, servicing the registry of the Office of the DPP, a three
level structure has, therefore, been proposed which would cater for more dynamism
and career orientation as opposed to the present structure. Taking into consideration
that an effective and judicious use of paralegal services in a comprehensive manner
would bring better quality service and efficiency of legal services, the Bureau is
Legal Support Cadre

Legal Support Officer/Senior Legal Support Officer (New Grade)
Principal Legal Support Officer (New Grade)
Chief Legal Support Officer (New Grade)
Recommendation 10
27.46
We recommend the creation of a Legal Support Officer cadre which would

comprise the grades of Legal Support Officer/Senior Legal Support Officer,
Principal Legal Support Officer and Chief Legal Support Officer on the
establishment of the Office of the Director of Public Prosecutions.
Appointment to the grade of Legal Support Officer/Senior Legal Support Officer
would be made from among holders of a Diploma in Legal Studies or a Diploma
in Legal Studies and Court Administration or an equivalent qualification
acceptable to the Public Service Commission.
27.47
Incumbent would be responsible for the Management of case files; and among others,
be required to assist officers in the State Counsel and the State Attorneys cadre in
the delivery of Legal Services; open, organise case files and maintain documents and
process ongoing information, update files, and monitor the registration of documents
for production in courts, including affidavits used in court process; scan and file court
documents electronically and maintain electronic filling databases and process case
file on line; maintain Counsel/Attorney calendar for court appearance; arrange for the
swearing of affidavits by members of the Police Force before the Chief Registrar; and
process applications for bails and authority to assist prosecution.
27.48
Promotion to the grade of Principal Legal Support Officer should be from

officers in the grade of Legal Support Officer/Senior Legal Support Officer who
reckon at least three years service in a substantive capacity in the grade.
27.49
Incumbent would, among others, be required to assist the Chief Legal Support Officer
in the performance of his duties; prepare briefs for cases before the Supreme Court,
and brief for Assizes cases and cases before the Judicial Committee of the Privy
Council; monitor overall case management for cases before the Supreme Court;
attend court with State Counsel and ensure smooth on line case management
including submission of documents arising during court proceedings; prepare draft
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affidavits of documents and maintain documents files; co-ordinate support activities

for State Counsel/State Attorneys and determine work priorities; and prepare returns
for case monitoring to submit regularly to the Director of Public Prosecutions.
27.50
Appointment to the grade of Chief Legal Support Officer should be made by

selection from among officers in the grade of Principal Legal Support Officer
reckoning at least two years service in a substantive capacity in the grade and
possessing a Degree in Law or Law and Management or a Degree, the major
part of which should be Law from a recognised institutions or an equivalent
qualification acceptable to the Public Service Commission.
27.51
Incumbent would, inter alia, be required to organise, plan, prioritise and co-ordinate
the work of staff within the registry and have an overall supervision on the work of the
subordinate staff; devise appropriate training courses and give practical training to
officers of the Legal Support cadre; liaise with the Director of Public Prosecutions;
Deputy Director of Public Prosecutions, State Counsels and transmit objectives,
assignments and follow-up on the status of assignments; attend court with State
Counsel; and prepare records for court cases, including appeals to Supreme Court
or Judicial Committee.
27.52
With the creation of the new structure for the Legal Support cadre, the grades in the
Legal Assistant cadre at the Office of the DPP would no longer be required.
Recommendation 11
27.53
We recommend that the grades of Trainee Legal Assistant, Legal Assistant,

Senior Legal Assistant, Principal Legal Assistant, Chief Legal Assistant and
Registrar, (Legal Assistant cadre) on the establishment of the Office of the
Director of Public Prosecutions be abolished.
Specific Allowances for the Attorney-Generals Office

27.54
The Solicitor-General has submitted that the EOAC Report 2013 has recommended
the payment of specific allowances to officers of the Judiciary and officers of the Office
of the Director of Public Prosecutions, for working beyond normal working hours,
during weekends and public holidays for the grant of release on bail to persons
arrested during such days.
27.55
An allowance has also been granted to designated officers of the Office of the DPP
for working in Specialised Units.
27.56
These allowances have, however, not been extended to the officers of the AttorneyGenerals Office who are equally required to attend the Bail and Remand Court
outside normal working hours, during weekends and public holidays, as well as
undertaking specialised tasks in the Specialised Units of the Attorney-Generals
Office.
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27.57
As such, the Solicitor-General has requested that such an allowance should also be
granted to officers of the Attorney-Generals Office who have to remain on duty in the
Legislative Drafting Unit, beyond working hours on more frequent basis to meet the
tight legislative deadlines to implement Government policy in a timely manner.
27.58
We have analysed the request and find that in a spirit of equity and fairness, same is
justified. We are recommending accordingly.
Recommendation 12
27.59
We recommend that the officers designated by the Solicitor-General, State

Counsels and officers of the Legal Assistant cadre, who are effectively required
to work over and above their normal working hours, during weekends and
public holidays for the grant of release on bails to persons arrested during
weekends and public holidays be paid a monthly allowance as follows: Senior
State Counsel (team leader) Rs 25,000; State Counsel, Rs 23,000; and officer of
the Legal Assistant cadre, Rs 9,700, up to the next overall Review of Pay and
Grading Structures and Conditions of Service in the Public Sector.
Recommendation 13
27.60
We also recommend that designated officers posted in particular, in the

Legislative Drafting Unit and the officer in charge of the Unit who are invariably
called upon to work long hours to finalise urgent bills at short notice after
Cabinet meetings, be paid a monthly allowance of Rs 5,000 and Rs 10,000
respectively.
Communication/Liaison Officer (New Grade)

27.61
The grade of Public Relations/Press Officer was created in the EOAC Report 2013.
During consultations with Management, the Bureau was apprised that this post no
longer meets the functional needs of the Office of the DPP. On this basis,
submissions were made for the creation of a grade of Communication/Liaison Officer
against abolition of the post of Public Relations/Press Officer. We are agreeable to
the request and recommend accordingly.
Recommendation 14
27.62
We recommend the creation of a grade of Communication/Liaison Officer.

Appointment thereto, should be made by selection from among candidates who
possess a Diploma in Communication studies with specialisation in Journalism
from a recognised institution or an equivalent qualification and reckon at least
two years proven experience in the reporting of legal matters.
27.63
Incumbent would be required to, inter alia, develop, coordinate and implement public
relations, information and education activities; maintain positive, effective operating
relationships with a variety of stakeholders including public officials and public agency
representatives, special interest groups and the public; direct and implement the
development and implementation of a comprehensive public information plan; serve
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as liaison between the Office of the DPP, Supreme Court, administrative Office of the
Courts and other judicial entities; and assist in the development, planning and
communication regarding new legislations.
27.64
We also recommend that the post of Public Relations/Press Officer be

abolished.
ATTORNEY-GENERALS OFFICE
SALARY SCHEDULE
Salary Code
12 000 109

Rs 164000
Solicitor-General
12 000 107
Rs 140000
Deputy Solicitor-General
Parliamentary Counsel
12 000 105
Rs 119000
Assistant Solicitor-General
Chief Legal Secretary
Chief State Attorney
12 000 102
Rs 110000
Assistant Parliamentary Counsel
Deputy Chief State Attorney
12 082 095
Rs 58075 x 1625 62950 x 1850 68500 x 1950 74350 x 2825

80000 x 3000 86000
Legal Secretary
Principal Legislative & Litigation Counsel
12 065 085
Rs 34350 x 925 37125 x 1225 40800 x 1525 49950 x 1625

62950
Legal Research Officer (Personal to officers in post as at 31.12.15)
12 082 095
Rs 58075 x 1625 62950 x 1850 68500 x 1950 74350 x 2825

80000 x 3000 86000
Principal State Attorney
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Civil Service
Salary Code
12 075 090

Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950
72400
Assistant Legal Secretary
Senior Legislative and Litigation Counsel
Senior State Attorney
12 065 085
Rs 34350 x 925 37125 x 1225 40800 x 1525 49950 x 1625

62950
Legislative and Litigation Counsel
Curator of Vacant Estates
State Counsel
State Attorney
12 054 081
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
Legal Research Officer (Future Holder)
12 069 085
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Registrar (Legal Assistant Cadre)
12 063 079
Rs 32500 x 925 37125 x 1225 40800 x 1525 49950 x 1625

53200
Chief Legal Assistant
12 058 074
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 45375

Principal Legal Assistant
12 050 070
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 39575

Senior Legal Assistant
12 035 066
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 32500 x 925 35275
Legal Assistant
12 028 030
Rs 14325 x 275 14875

Trainee Legal Assistant
~527~
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Civil Service
Salary Code

Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700
x 375 19575 x 475 21950 x 625 23200
24 022 051
Driver
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750
x 325 17700 x 375 18450
24 015 041
Handy Worker
OFFICE OF THE DIRECTOR OF PUBLIC PROSECUTIONS

SALARY SCHEDULE
Salary Code
12 000 109

Rs 164000
Director of Public Prosecutions
12 000 107
Rs 140000
Deputy Director of Public Prosecutions
12 000 105
Rs 119000
Chief State Attorney
Senior Assistant Director of Public Prosecutions
12 000 102
Rs 110000
Assistant Director of Public Prosecutions
Deputy Chief State Attorney
12 082 095
Rs 58075 x 1625 62950 x 1850 68500 x 1950 74350 x 2825

80000 x 3000 86000
Legal Administrator
Principal State Attorney
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~528~
Civil Service
Salary Code
12 075 090

Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950
72400
Senior State Attorney
12 065 085
Rs 34350 x 925 37125 x 1225 40800 x 1525 49950 x 1625

62950
State Attorney
State Counsel
Legal Research Officer
12 055 081
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
Disclosure Officer (Personal to officers in post as at 31.12.15)
12 054 081
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
Enforcement Manager
12 035 070
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 37125 x 1225 39575
Disclosure Officer (Future Holder)
12 054 081
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
Chief Legal Support Officer (New Grade)
12 050 076
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 40800

x 1525 48425
Principal Legal Support Officer (New Grade)
12 035 070
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 37125 x 1225 40800 x 1525 42325
Legal Support Officer/Senior Legal Support Officer (New Grade)
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Salary Code

OTHER GRADES
01 058 081
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Forensic Accountant
20 055 081
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Crime Analyst
04 055 081
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Computer Mobile Expert
14 055 081
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Investigator
10 044 070
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 39575
Communication/Liaison Officer (New Grade)
22 021 054
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 25525
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200
Driver
24 015 041
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18450
Handy Worker
*************
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28.
Ministry of Agro Industry and Food Security
MINISTRY OF AGRO-INDUSTRY AND FOOD SECURITY
28.1
The Ministry of Agro-Industry and Food Security is mainly responsible for improving
agricultural productivity to ensure food security and contribute to the growth of the
national economy while also focussing on the competiveness of the sugar cane
sector, development of non-sugar sector, livestock production and development,
forestry resources and native terrestrial biodiversity and conservation.
28.2
The priority objectives of the Ministry are to promote agro-industrial development,

forestry and biodiversity; formulate policies required for a sustainable and diversified
agriculture; and monitor the functioning of parastatal organisations under its purview
while also providing support to small and medium enterprises in agro-industry.
28.3
Faced with the challenges on the regional and international fronts, the Ministry has
embarked on the restructuring of the Agricultural Services with a view to attaining
higher operational efficiency and better service delivery. To this end, the Ministry
aims to give a new boost to the agricultural sector through the development of new
business avenues, new era of agri-technology and bio fuel and providing new
opportunities to the planting community while promoting a Green Economy in line
with Government Vision of 2030 and achieving a sustainable food and agricultural
sector.
28.4
The overall supervision of the Ministry is under the responsibility of the Permanent
Secretary who is assisted on the administrative side by Deputy Permanent
Secretaries and Assistant Permanent Secretaries. On the technical side, assistance
is provided by heads of three main Divisions namely, Agricultural Services, Forestry
Services and National Parks and Conservation Service as well as by officers of the
Agricultural Planning Officer cadre.
28.5
In the context of this Report, Management and Staff Associations have, among
others, made proposals for the restyling of grades to more appropriate job
appellations; amendment of schemes of service to allow appointment of qualified
serving officers; merging/creation of grades; and payment of allowances.
28.6
Whilst studying the various submissions, the Bureau has taken into account the major
reforms being brought in the Ministry to further the development of agriculture and
the sugar cane sector as well as the re-engineering of its activities/services. In this
perspective, only those proposals deem meritorious and which would enable the
Ministry to better deliver on its mandate and contribute in enhancing service delivery,
have been considered favourably. As a result, we are reviewing the job titles of
certain grades; creating a few levels to improve service delivery; reviewing the mode
of appointment of promotional grades while upgrading their qualification
requirements. We are also providing a form of compensation to officers in areas
where promotion prospects are quite limited.
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AGRICULTURAL SERVICES
28.7
The Agricultural Services is headed by a Chief Agricultural Officer who is supported

in his duties by a Deputy Chief Agricultural Officer and officers in the professional and
technical cadres. Support services are provided by officers in the General Services
cadre and Workmens Group.
28.8
Further to recommendations made by the Food and Agriculture Organisation (FAO),

the Ministry is in the process of restructuring the Agricultural Services with the
objective to attain higher operational efficiency, better service delivery and reduction
in operational cost. These structural changes are meant to enhance national food
and nutritional security and safety, increase productivity of the food crop and livestock
sectors and provide an enabling environment for the intensification and sustainable
development of the agricultural sector.
28.9
The Ministry has apprised that one of the major components of the reorganisation
exercise consists in the transfer of all research and extension activities of the
Agricultural Services to the Food and Agricultural Research and Extension Institute
(FAREI) whilst all commercial and production-type activities would gradually phase
out. Consequently, the Agricultural Services would compose of only three Divisions
namely: Crop; Food and Agricultural Technology; and Livestock and Veterinary as
well as three stand alone specialised units including an Economic, Agro-Industry,
Policy and Programme Development Section; a National Agricultural Products
Regulatory Office and a Capacity Development Unit. Management has further
informed that in the context of this restructuring exercise, consultative meetings were
held with all unions concerned and their views taken on board.
28.10
While being mindful of the structural changes, the Bureau has ensured that a fit for
purpose structure is provided. We have refrained from bringing drastic changes to
the existing set up and limited a proliferation of grades. In light of representations
made by Staff Associations and taking heed of Managements proposals for a
revamped structure, we are reviewing the appellation of grades at top managerial
level; revisiting the mode of appointment to the grade of Scientific Officer; and
creating the grade of Livestock Officer. In addition, we are merging the grades of
Agricultural Support Officer and Senior Agricultural Support Officer while upgrading
its qualification requirements; providing a form of compensation to officers with limited
career prospects and maintaining existing allowances as well as the provision for
movement beyond top salary to concerned grades, keeping in view the significance
of the Agricultural Services in the future economic landscape of the country, in line
with the Government Vision 2030.
Restyling of grades
28.11
In view of the reorganisation of the Agricultural Services, Management has requested

that grades at managerial and professional levels be restyled to more appropriate job
appellations to reflect the responsibilities devolving upon incumbents. We are,
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Recommendation 1
28.12
We recommend that the job appellations of the following grades of the

Agricultural Services be restyled as hereunder to reflect the level of
responsibilities shouldered by incumbents:
From
To
Chief Agricultural Officer
Director, Agricultural Services
Deputy Chief Agricultural Officer
Deputy Director, Agricultural

Services
Principal Agricultural Officer
Assistant Director, Agricultural

Services
Divisional Scientific Officer
Principal Scientific Officer
Chief Agricultural Planning Officer
Chief Agricultural Policy and

Programme Development Officer
Senior Agricultural Planning Officer
Senior Agricultural Policy and

Programme Development Officer
Agricultural Planning Officer
Agricultural Policy and Programme

Development Officer
Scientific Officer
28.13
At present, appointment to the grade of Scientific Officer is made by selection from

among officers holding a substantive appointment in the grades of Senior Technical
Officer and Technical Officer (Personal) possessing a Cambridge Higher School
Certificate and a degree in the relevant field depending on the specificity of the
Divisions. In the absence of qualified serving officers, appointment is made from
outside candidates possessing a degree in the relevant field.
28.14
Management and Staff Associations have submitted that in view of the restructuring
exercise and limited scope of promotion, the grade of Scientific Officer may also be
opened to Agricultural Superintendents possessing a degree in the required domain,
taking into consideration their wide experience in the agricultural field.
28.15
We consider that there is merit in the case, the moreso the experience reckoned by
Agricultural Superintendents and other technical officers as well, may be used
effectively. We are, therefore, widening the scope of recruitment in the grade of
Scientific Officer to enable qualified and experienced officers of the technical grades
to join the professional cadre with a view to facilitate their career progression and
above all, to motivate these officers for enhanced service delivery.
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Recommendation 2
28.16
We recommend that, in future, appointment to the grade of Scientific Officer

should be made by selection from among officers holding a substantive
appointment in the grades of Agricultural Superintendent, Senior Technical
Officer and Technical Officer (Personal) possessing the prescribed
qualifications for appointment to the grade of Scientific Officer. In the absence
of qualified serving officers, appointment should be made by selection from
among candidates possessing the required qualification.
Technical Officer Cadre

28.17
The Bureau wishes to highlight that though the duties of Technical Officer (Personal)
and Senior Technical Officer are also being performed by officers in the grades of
Agricultural Support Officers and Senior Agricultural Support Officers, the grades of
Senior Technical Officer, Agricultural Superintendents and Senior Agricultural
Superintendents are being maintained so as to provide a promotional route to
Technical Officers. We are also allowing the latter to continue moving in the salary
scale of the grade of Senior Technical Officer.
Recommendation 3
28.18
We recommend that:
(i)
Technical Officers (Personal), who have drawn their top salary for a year,
should continue to proceed incrementally in the salary scale of the grade
of Senior Technical Officer provided they:
(a)

preceding year; and
(b)
This recommendation should, however, not preclude Technical Officers

(Personal) from being promoted to the grade of Senior Technical Officer
before they have reached the top of their salary scale or on vacancy
arising in the latter grade;
(ii)
incumbents in the grade of Technical Officer (Personal) should perform

the duties and assume the responsibilities of the grade of Senior
Technical Officer upon moving in the higher salary scale; and
(iii)
the grades of Senior Technical Officer, Agricultural Superintendent and

Senior Agricultural Superintendent be maintained as an avenue of
promotion for Technical Officers (Personal).
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Senior Agricultural Support Officer

Agricultural Support Officer
28.19
At present, recruitment to the grade of Agricultural Support Officer is made by

selection from among candidates possessing a Cambridge School Certificate with
credit in at least five subjects including English Language, French and Biology or
Chemistry or Physics and a Cambridge Higher School Certificate with passes in at
least two subjects including Biology or Chemistry or Physics.
28.20
Staff Associations have made representations that with the phasing out of the grade
of Technical Officer, Agricultural Support Officers and Senior Agricultural Support
Officers are required to perform technical duties that were previously devolving on
the Technical Officers and Senior Technical Officers. In view of the fact that these
officers are now performing duties of a higher nature and which require improved
technical skills and knowledge, request has been made to upgrade the qualification
requirements of the grade of Agricultural Support Officer to a Diploma. Moreover, the
Bureau has equally been apprised that there is a major overlapping of duties between
the grades of Agricultural Support Officer and Senior Agricultural Support Officer
where the element of supervision has become almost superfluous. During
consultations, Management has informed that it was in favour of the proposals. In
this perspective, request has been made for a merger of these two grades.
28.21
We have examined the request and consider that there is merit in the case. We are
Recommendation 4
28.22
We recommend that:
(i)
the grades of Agricultural Support Officer and Senior Agricultural

Support Officer be merged and restyled Agricultural Support Officer/
Senior Agricultural Support Officer;
(ii)
in future, appointment to the grade of Agricultural Support Officer/Senior

Agricultural Support Officer be made by selection from among
candidates possessing a diploma in Agriculture or an equivalent
qualification;
(iii)
officers in the grade of Agricultural Support Officer/ Senior Agricultural

Support Officer possessing a diploma in Agriculture or an equivalent
qualification should be allowed to move beyond the Qualification Bar
(QB) inserted in the revised salary scale;
(iv)
newly recruited Agricultural Support Officers/Senior Agricultural

Support Officers possessing a diploma in the required field should join
the recommended salary scale at salary point of Rs 19575; and
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(v)
the duties devolving upon officers of the grades of Technical Officer

(Personal) and Senior Technical Officer should also be incorporated in
the new scheme of service of the merged grade of Agricultural Support
Officer/ Senior Agricultural Support Officer.
All these elements have been taken into consideration in the salary
recommended for the merged grade of Agricultural Support Officer/Senior
Agricultural Support Officer.
Senior Technical Assistant (ex-SPI) (Personal)
Technical Assistant (ex-SPI) (Personal)
28.23
Representations have been obtained from Staff Associations to merge the grades of
Technical Assistant (Ex SPI) (Personal) and Senior Technical Assistant (Ex SPI)
(Personal) as incumbents in the grades have been redeployed to the Ministry of AgroIndustry and Food Security following the sugar reform, without any career prospect.
28.24
Whilst studying the request, we have observed that officers in the grades of Technical
Assistant (Ex SPI) (Personal) and Senior Technical Assistant (Ex SPI) (Personal)
perform different duties so that a merger of the grades would not be appropriate.
However, in line with the general philosophy favouring career earnings, we are
providing a form of compensation to officers in the grades of Technical Assistant
(Ex SPI) (Personal).
Recommendation 5
28.25
28.26
We recommend that officers in the grade of Technical Assistant (Ex SPI)

(Personal) who have drawn their top salary for a year should be allowed to
proceed incrementally in the salary scale of the grade of Senior Technical
Assistant (Ex SPI) (Personal) provided they:
(i)

preceding year; and
(ii)
We further recommend that Technical Assistants (Ex-SPI) (Personal) should

perform the duties and assume the responsibilities of the grade of Senior
Technical Assistant (Ex-SPI) (Personal) upon moving in the higher salary scale.
Field Assistant (Personal)

28.27
At present, Field Assistants (Personal) are allowed to proceed incrementally in the

salary scale of the grade of Senior Field Assistant (Personal) subject to satisfying
certain conditions. We are maintaining this provision.
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Recommendation 6
28.28
We recommend that officers in the grade of Field Assistant (Personal) who have
drawn their top salary for a year should continue to be allowed to proceed
incrementally in the salary scale of the grade of Senior Field Assistant
(Personal) provided they:
(i)
(ii)
28.29

preceding year; and
We further recommend that Field Assistants (Personal) should perform the

duties and assume the responsibilities of the grade of Senior Field Assistant
(Personal) upon moving in the higher salary scale.
Redeployment of Staff
28.30
In the 2009 Errors Omisssions and Clarifications Report we recommended that in

respect of Ex-TDA, Tea Fac and Tea Board employees who have been redeployed in the Civil Service by virtue of a decision of government, the
aggregate number of years of service should be taken into consideration for
implementing the recommendations made at paragraphs 23.6(vii) to (ix) of
Volume l of the 2008 PRB Report irrespective of their grades and the duties
they have been performing. This recommendation was not applicable to
officers, if any, qualifying for additional increment by virtue of provisions made
at paragraphs 10.52, 10.53 and 10.54 of Volume l of the 2008 PRB Report.
This recommendation was reproduced under the chapter on Ministry of Agro- Industry
and Food Security in the 2013 PRB Report which was published in October 2012.
28.31
The Ministry of Agro Industry started effecting payment of Long Service Increment
(LSI) to employees who qualified by virtue of this recommendation.
28.32
However, on 15 April 2014, the Ministry of Agro-Industry and Food Security informed
the Union and on 04 June 2014 wrote to the individual employees who have
benefitted from LSI in pursuance of the above recommendation that there was need
to readjust downwards the salary of the employees and to deal with the overpayment
administratively.
28.33
Feeling aggrieved by the stand of the Ministry of Agro-Industry and Food Security the
group of employees referred to at para 3 above moved from the Supreme Court for
an ORDER for LEAVE to apply for a JUDICIAL REVIEW of the decision and decision
making process of the Ministry of Agro-Industry (Respondent) which held that the
applicants were not eligible for LSI as per the 2009 Errors and Omisions Report.
28.34
Afterwards, Counsel for applicants moved to withdraw the application on the

understanding that the present PRB Report was underway and that the terms and
conditions of service of applicants will be given due consideration. Counsels for
Respondents and Co-Respondents did not object and the motion was granted.
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28.35
The whole case rests on the question of interpretation given to the recommendation
of the 2009 EOC Report i.e whether the applicants qualify for LSI by virtue of the said
recommendation. The provisions for LSI at para 23.6 (vii) to (ix) of the 2008 PRB
Report caters for all employees across the public sector. However, the fact that para
25.33 appears under the chapter of Ministry of Agro-industry and Food Security, it
implies that the recommendation is meant for some specific application. The
wordings of the recommendation go in the same direction. The recommendation
refers to Ex- TDA Teafac and Tea Board employees who have been redeployed in
the civil service. The second part of the recommendation refers to the main
recommendation at para 23.6 (vii) to (ix) of volume 1 while the third part refers to
......irrespective of their grades and the duties they have been performing.
28.36
It appears that the crux of the litigation resides in the interpretation of the third part.
The interpretation to be lent to this part should be based on the meaning of the words
as described by the English Dictionary. Therefore, the third part is not a criteria which
should be satisfied for eligibility to LSI. In fact, eligibility should be determined on the
basis of parts 1 and 2. Furthermore, had it been the intention of the PRB to mean
that this recommendation should be applied in the same general manner as the
recommendation at para 23.6 (vii) to (ix) of Volume 1, then there would have been no
reason for duplication. Hence, this implies that in interpreting the recommendation,
the specificity provided for under part 3 of the recommendation should be given due
consideration so as not to debar employees for whom this special provision has been
made.
28.37
In the circumstances there is need for the Ministry of Agro Industry to review its stand.
We are hereunder reproducing the recommendation.
Recommendation 7
28.38
We recommend that in respect of Ex-TDA, Tea Fac and Tea Board employees
who have been re-deployed in the Civil Service by virtue of a decision of
government, the aggregate number of years of service should be taken into
consideration for implementing the recommendations made at paragraphs
21.24(i) of Volume l of the 2016 PRB Report irrespective of their grades and the
duties they have been performing. This recommendation is not applicable to
officers, if any, qualifying for additional increments by virtue of provisions
made at paragraph 10.39 of Volume 1 of the 2016 PRB Report.
Allowance for Acreditation and ISO Certification

28.39
Management has submitted that in order to meet national and international

obligations for quality service delivery, the Divisions and Laboratories of the
Agricultural Services are required to be accredited and ISO certified. In this respect,
request has been made for the creation of a grade of Quality Manager to perform
duties related to ISO certification and accreditation.
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28.40
We have analysed the request and opine that acceding to same would result into the
creation of a dead end post with no possibility for career progression. We are,
however, providing for another mechanism in view of improving service delivery in
terms of ISO certification and accreditation.
Recommendation 8
28.41
We recommend that an officer of the Scientific Officer cadre should be

designated on a rotational basis to perform duties related to ISO certification
and accreditation.
28.42
We further recommend that the designated officer should be paid a monthly

Allowances
28.43
Presently allowances are paid to Technical Officers (Personal) and Senior Technical
Officers at the Plant Pathology Section of the National Plant Protection Office who
are required to cover arrival and departure of ships and planes and perform work
connected with the White Grub Protocol as well as to Agricultural Support Officers
and Senior Agricultural Support Officers residing on stations and shouldering higher
responsibilities outside normal working hours and working on roster. We are
Recommendation 9
28.44
We recommend that eligible officers of the technical cadre should continue to

be paid allowances as specified hereunder:
(a)
(b)
(c)
Technical Officers (Personal) and Senior Technical

Officers posted at the Plant Pathology Section of the
National Plant Protection Office
(i) for covering arrival and departure of ships and
planes
(ii) for performing work connected with White Grub
Protocol
Agricultural Support Officer/Senior Agricultural
Support Officer formerly Agricultural Support
Officer and Senior Agricultural Support Officer
residing on stations for shouldering higher
responsibilities outside normal working hours
Officers working on a roster basis at outstations as
follows:
Agricultural Support Officer/Senior Agricultural
Support Officer
formerly Agricultural Support Officer
~539~
Rs 1185 monthly
Rs 235 per day
Rs 240 monthly
Rs 475 monthly
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Civil Service
Risk Allowance for Monkey Trapping

28.45
Management has submitted that officers posted at the Animal Health Laboratory are
called upon to trap stray monkeys in connection with the Monkey Trapping
Programme. Being given that these duties do not form part of their respective scheme
of service and that same comprise a high degree of risk of being attacked by
monkeys, request has been made for the payment of a risk allowance to the
incumbents.
28.46
The Bureau has carried out an in-depth study on the request and considers that the
element of risk may be reduced through the use of protective equipment. However,
given that we cannot pronounce on the degree of risk associated with this task, we
are making an appropriate recommendation to address this issue.
Recommendation 10
28.47
We recommend that Management should make necessary arrangements for the

of Volume 1 of this Report.
Training Scheme for Engineering

28.48
At present, graduates in Engineering who undergo a pre-registration practical training

through the training scheme to be registered in accordance with legislation in force
are paid a monthly allowance of Rs 22175. We are revising the quantum.
28.49
Trainee Agricultural Engineers have represented that there is no provision for refund
of mileage or bus fares when they are travelling for official purpose. Given that such
a provision exists for similar grades in other Ministries/Departments, we are extending
same for the Trainee Agricultural Engineers.
Recommendation 11
28.50
We recommend that the monthly allowance payable to Trainees in Engineering

be revised to Rs 23975 monthly.
28.51
We also recommend that Trainee Agricultural Engineers who use their car for
official travelling in the discharge of their duties should be refunded travelling
expenses based on the distance travelled at the rate of Rs 6.50 per km or should
be refunded bus fares.
28.52
Unions have requested to restyle the grade of Transport Officer. The present
appellation does not reflect the nature of the duties being performed as incumbent is
responsible for the management and supervision of the Transport Division. We are
agreeable for the restyling of the grade.
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Recommendation 12
28.53
We recommend that the grade of Transport Officer be restyled Transport

Superintendent.
Livestock Section
Livestock Officer (New Grade)
28.54
With the reorganisation of the Agricultural Services, the Livestock Section is to

operate within the Livestock and Veterinary Division. To ensure that the section is
able to meet its objectives, Management has requested for the creation of a dedicated
grade of Livestock Officer, to which the Bureau subscribes. We are, therefore,
making an appropriate recommendation to that end.
Recommendation 13
28.55
We recommend the creation of the grade of Livestock Officer. Appointment

thereto, should be made by selection from among officers in the grades of
Agricultural Superintendent, Senior Technical Officer and Technical Officer
(Personal) possessing a degree in Agriculture or Veterinary Science or an
equivalent qualification.
In the absence of qualified serving officers,
appointment should be made by selection from among outside candidates
possessing the required qualifications.
28.56
Incumbent would be required, inter-alia, to: maintain an up-to-date database on

animal health statistics; provide technical assistance in the prevention, control and
eradication of animal diseases; and assist in implementing Government Programmes
in respect of livestock development.
Veterinary Services
28.57
The Veterinary Services is responsible for the overall management of animal health
and related livestock matters. It is presently headed by a Principal Agricultural Officer
(Veterinary Services) and is assisted by officers in the grades of Divisional Veterinary
Officer, Senior Veterinary Officer and Veterinary Officer. Management has informed
that in the context of the restructuring of the Agricultural Services, the Veterinary
Services would form part of the Livestock and Veterinary Division.
28.58
The Bureau has been apprised that the Livestock and Veterinary Services would be
headed by an Assistant Director. To this effect and in line with what is obtainable for
similar positions in the Agricultural Services, we are restyling the grade of Principal
Agricultural Officer (Veterinary Services) and Divisional Veterinary Officer to more
appropriate job appellations.
Recommendation 14
28.59
We recommend that the grades of Principal Agricultural Officer (Veterinary

Services) and Divisional Veterinary Officer be restyled Assistant Director,
Livestock and Veterinary, and Principal Veterinary Officer respectively.
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Veterinary Officer
28.60
The findings of the Survey on Recruitment and Retention problems in the public
Sector carried out in the context of this Report revealed that the field of Veterinary
Science is still considered as a scarcity area. In this respect, we are maintaining
recommendations meant to ease recruitment and allow for some flexibility in the
remuneration system for this category of scarce professionals.
Recommendation 15
28.61
We again recommend that:

(i)
Management should, as has been the case after each major review, readvertise vacancies in the grade of Veterinary Officer on the basis of the
new remuneration package inclusive of fringe benefits;
(ii)
the Ministry of Civil Service and Administrative Reforms may, subject to

the approval of the High Powered Committee, continue to approve
granting a higher salary point for new entrants in the grade of Veterinary
Officer based on the qualification and experience held by the new
recruits, and such adjustments in salary as may be required for officers
in post;
(iii)
Veterinary Officers having reached the top of their salary scale should
continue to be allowed to move in the salary scale of the grade of Senior
Veterinary Officer provided they:
(a) have drawn their top salary for a year;
(b) have been efficient and effective in their performance during the
preceding year; and
(c) are not under report.
This recommendation should, however, not preclude Veterinary Officers
from being promoted to the grade of Senior Veterinary Officer before
they have reached the top of their salary scale or on vacancy arising in
the latter grade; and
(iv)
Veterinary Officers should perform the duties and assume the

responsibilities of the grade of Senior Veterinary Officer upon moving in
the higher salary scale.

28.62
retention problems in the fields of Engineering/ Architecture/Quantity Surveying and
the Veterinary Services which were considered as scarcity areas.
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28.63
28.64
retention problems in the Engineering/Architecture/Quantity Surveying fields except
in the Veterinary Science field.
28.65
professionals.
28.66
Recommendation 16
28.67
We recommend that officers in the Veterinary Officer cadre eligible for the
Grades
SPRA
(% of Monthly
Salary)
Veterinary
Officer
reckoning
10 years service in the grade
least
Senior Veterinary Officer and Principal Veterinary

Officer formerly Divisional Veterinary Officer
~543~
at
Pay Review 2016
Civil Service
28.68

(i)
(ii)
28.69
All officers in the Veterinary Science field who are eligible for the payment of
Meat Inspection
28.70
At present a daily commuted allowance of Rs 800 is paid to the Veterinary Officer

who is required to carry out meat inspection at the Mauritius Meat Authority at odd
hours during weekdays and Saturdays. We are maintaining the payment of the
allowance and revising its quantum.
Recommendation 17
28.71
We recommend that the daily commuted allowance payable to the Veterinary

Officer who is required to carry out meat inspection at the Mauritius Meat
Authority at odd hours during weekdays and Saturdays be revised to Rs 840.
On-Call Allowance and In-Attendance Allowance

28.72
Veterinary Officers provide a 24-hour service to the breeding community. In this

respect, they are paid On-Call and In-Attendance Allowances for being on call beyond
their normal working hours and for attending duty whilst on call. We are maintaining
this provision.
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Recommendation 18
28.73
28.74
We recommend that the following allowances be paid to Veterinary Officers

who are required to be on-call after working hours in relation with the
24-hour service provided to the breeding community:
Weekdays
1530 hours to 0900 hours the next day
Rs 425
Saturdays
Noon to 1800 hours
Rs 200
Rs 330

Rs 275
Rs 375
We further recommend that Veterinary Officers be paid an allowance of

Rs 200 per hour when attending work while on call, subject to the following
maxima:
Weekdays
Rs 1030
Saturdays
Rs 1240
Rs 1650
Office Clerk
28.75
Provision has been made in the EOAC 2013 Report for the MCSAR in collaboration
master salary scale up to salary point Rs 25925 that is by two increments. It is to be
noted that the objective of the course is to equip the Office Clerks with relevant skills
to effectively perform clerical duties which are being assigned to them.
28.76
The Office Clerks have drawn our attention to the high level set for the course which
issue.
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Recommendation 19
28.77
We recommend that:
(i) the Ministry of Civil Service and Administrative Reforms should continue,
in collaboration with the relevant authorities, to organise work oriented
(ii) Office Clerks who have successfully completed the course be allowed to
move incrementally in the master salary scale up to salary point Rs 28625.
(iii) Office Clerks who have successfully completed the Award Course and who
have attained compulsory retirement age before reaching the top salary of
the scale should be granted an additional increment at the point reached
for the computation of their pensionable emoluments.
(iii) the MCSAR should ensure that the level of the course set should also take
Clerks.
FORESTRY SERVICE
28.78
The Forestry Service of the Ministry of Agro-Industry and Food Security is mandated
to carry out surveillance of state forest lands consisting of forest plantations, native
forests, inland and islets nature reserves, Pas Geometriques and mountain, river and
road reserves. It is mainly responsible to carry out forestry operations and
management of forest biological resources in state owned forest within which all
silvicultural, conservation, recreational and leisure activities are carried out.
28.79
In line with the National Forest Policy, the priorities of the Forestry Sector are being
revisited. In addition, following various changes in the environmental and economic
landscapes of the country, the role of the Forestry Service is gradually shifting from
traditional timber exploitation activities to other activities which would be more
remunerative in the long run including ecotourism, provision of leisure and recreation,
medicinal plants and sustainable exploitation of non-timber products.
28.80
One of the main function of the Forestry Service is the enforcement of the Forest and
Reserves Act which provides for the protection of state forest lands and privately
owned mountain, river and road reserves. It is equally actively involved in increasing
public awareness of the productive and protective functions of the forests for the
benefit of the present and future generations.
28.81
The Forestry Service is headed by the Conservator of Forests who is assisted in his
duties by the Deputy Conservator of Forests and two Assistant Conservator of
Forests. The enforcement arm comprises a Divisional Forest Officer and officers in
the Forest Conservation and Enforcement cadre.
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28.82
During consultations, Management and Staff Associations have, among others, made
proposals to upgrade the professional and enforcement cadres in view of the
specificity of the Forestry Service in terms of biodiversity and conservation of forests;
review upward the entry qualification requirements of the grade of Forest
Conservation and Enforcement Officer to HSC level; provide a diploma course to
officers of the enforcement cadre; and review the mode of appointment to the grade
of Principal Forest Conservation and Enforcement Officer.
28.83
We have analysed the proposals and considered those deem justified, which would
enable the organisation to better deliver on its mandate and enhance service delivery.
28.84
We are, in this Report, maintaining the present structure and as a social policy equally
maintaining the mode of appointment to the grade of Forest Conservation and
Enforcement Officer. We are, however, making provision for the mounting of a
diploma course in Forestry; making it a requirement for appointment to the grade of
Principal Forest Conservation and Enforcement Officer and reviewing the mode of
appointment to the grade. We are also providing a form of compensation to officers
in the grades of Forest Conservation and Enforcement Officer and Senior Forest
Conservation and Enforcement Officer on obtention of a diploma in Forestry and
introducing the payment of a Bad Road Allowance to eligible officers while
maintaining existing allowances.
Principal Forest Conservation and Enforcement Officer

28.85
At present, appointment to the grade of Principal Forest Conservation and

Enforcement Officer is made by selection from among officers in the grade of Senior
Forest Conservation and Enforcement Officer reckoning at least four years service
in a substantive capacity in the grade.
28.86
The Bureau has been apprised that the Forestry Service has re-oriented its strategic
plan of work heading towards more technical and scientific objectives. In view thereof
and given that all officers of the Forest Conservation and Enforcement Officer already
possess a Certificate in Forestry from the University of Mauritius, request has been
made for incumbents to be given the opportunity to upgrade their qualification to a
diploma. Management and Staff Associations have equally requested for the mode
of appointment to the grade of Principal Forest Conservation and Enforcement Officer
to be amended so that the post is filled by promotion of officers in the grade of Senior
Forest Conservation and Enforcement Officer, instead of by selection, so as to be in
line with what obtains in similar cadres.
28.87
The Bureau has carefully examined the proposals taking into consideration the new
responsibilities devolving on the Forest Conservation and Enforcement Officer cadre,
the new challenges that incumbents are confronted to in this field and most
importantly all stakeholders are agreeable to the proposals. In view thereof, we are
amending the qualification requirements of the grade of Principal Forest Conservation
and Enforcement Officer and providing for officers of the cadre to be given the
opportunity to upgrade their qualifications.
We are making appropriate
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Recommendation 20
28.88
We recommend that:
(i)
as from the year 2018 appointment to the grade of Principal Forest

Conservation and Enforcement Officer should be made by promotion,
on the basis of experience and merit, of Senior Forest Conservation and
Enforcement Officers possessing a diploma in Forestry and reckoning
at least four years service in a substantive capacity in the grade;
(ii)
Management should make necessary arrangements with the University

of Mauritius or any other recognised institution, for the mounting of a
Diploma Course in Forestry, and sponsor officers in the grades of Forest
Conservation and Enforcement cadre to follow the diploma course;
(iii)
officers in the grades of Principal Forest Conservation and Enforcement

Officer, possessing a diploma in Forestry should be allowed to proceed
beyond the Qualification Bar (QB) inserted in their salary scale; and
(iv)
officers in the grades of Forest Conservation and Enforcement Officer

and Senior Forest Conservation and Enforcement Officer possessing a
Diploma in Forestry and who have drawn their top salary for a year
should be allowed to move incrementally in the master salary scale by
two increments provided that they:
(a)

preceding year; and
(b)
Allowances
28.89
Presently, officers of the Forestry Services are paid an all-inclusive daily allowance,
in lieu of overtime, for participating in expeditions to islets. We are maintaining this
provision.
Recommendation 21
28.90
We recommend that officers of the Forestry Services be paid a daily allinclusive allowance, in lieu of overtime, for participating in expeditions to islets
and on mountain tops as follows:
Daily All-Inclusive Allowance
(Including Meal Allowance)
Amount (Rs)
Grade
Pay Review 2016
Conservator of Forests
3660
Deputy Conservator of Forests
3660
3660
~548~
Civil Service

Amount (Rs)
Grade
2930
Chief Forest Conservation and

Enforcement Officer
2200

Enforcement Officer
1900

Enforcement Officer
1465

Officer
1320
General Worker
825
Walking Allowance
28.91
At present, the Divisional Forest Officers and officers of the Forest Conservation and
Enforcement cadre are paid a monthly Walking Allowance. We are maintaining the
continued payment of this allowance.
Recommendation 22
28.92
We recommend the payment of a Walking Allowance of Rs 275 monthly to

Forest Conservation and Enforcement Officers, Senior Forest Conservation
and Enforcement Officers, Principal Forest Conservation and Enforcement
Officer, Chief Forest Conservation and Enforcement Officers and Divisional
Forest Officers.
Rent Allowance
28.93
At present, eligible officers of the Forestry Services not occupying government

quarters are paid a Rent Allowance. We are maintaining this provision as well as the
quantum of the allowance.
Recommendation 23
28.94
We recommend that eligible officers of the Forestry Service not occupying

government quarters should continue to be paid the following Rent
Allowances:
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Grades
Amount (Rs)

Officer
645

Enforcement Officer
695

Enforcement Officer
895
Chief Forest Conservation and Enforcement

Officer
985
1065
Bad Road Allowance

28.95
Officers of the Forest Conservation and Enforcement cadre are required to effect
regular patrols and checks to detect irregularities and offences committed as per
provisions made in the Forests and Reserves Act of 1983. Staff Associations have
represented that the officers use their private cars to perform these duties and whilst
doing so, they have to travel on damaged, sloppy, muddy and uneven roads/tracks
which in turn increases the vehicles cost of maintenance and repairs.
28.96
After examining the request, we consider that there is merit in the case. We are, in
this respect, providing for some compensation to the officers concerned.
Recommendation 24
28.97
We recommend that officers of the Forest Conservation and Enforcement cadre

who regularly use their cars on bad roads be paid a Bad Road Allowance of
Rs 835 monthly.
NATIONAL PARKS AND CONSERVATION SERVICE
28.98
The National Parks and Conservation Service (NPCS) operates under the aegis of
the Ministry of Agro Industry and Food Security as an independent organisation. Its
main objectives are to establish and maintain protected areas from depredation and
invasion by alien species; and manage key components of biodiversity including
restoration and conservation.
28.99
The NPCS is the national focal point for biodiversity protection and responsible for
the management of endemic biological resources in the Black River Gorges National
Park. It also provides advice on all matters relating to conservation of native terrestrial
biodiversity. The main activities carried out consist in the protection, management
and rehabilitation of endemic fauna and flora species; creation of public awareness
and dissemination of conservation education.
Pay Review 2016
~550~
Civil Service
28.100 A Director heads the NPCS and is assisted in his administrative and technical duties
by a Deputy Director. Officers in the professional and technical grades provide
support services whilst enforcement duties are carried out by officers of the Park
Ranger cadre.
28.101 In the context of this Report, various representations were made by both
Management and Staff Associations. The main ones consisted in an upgrading of
salaries, merging of grades at professional level, payment of Risk Allowance to
certain grades, granting loan facilities and payment of a Special Retention Allowance.
28.102 We have duly examined all the representations made. Only those deem meritorious
have been retained. We are, in this Report maintaining the present organisation
structure of the NPCS, providing for some form of compensation to qualified and able
serving officers of the technical cadre; maintaining existing allowances and
introducing the payment of a Bad Road Allowance to certain officers.
Technical Officer/Senior Technical Officer (Conservation)
28.103 During consultations, the Bureau has been apprised that many Technical
Officer/Senior Technical Officers (Conservation) possessing higher qualifications
contribute in bringing an enhanced service delivery through their additional
knowledge and competencies. In certain cases, a few have been entrusted additional
responsibilities and are required to assist the Scientific Officers (Conservation) in their
daily duties. In this connection, request has been made for these officers to be
additionally compensated.
28.104 Whilst studying the request, we have taken into account that the organisation is
making judicious use of the skills and knowledge of these officers. In this perspective,
we view that some form of compensation may be provided, as a recognition of their
contribution.
Recommendation 25
28.105 We recommend that officers in the grade of Technical Officer/Senior Technical
Officer (Conservation) possessing a degree in either Agriculture or Biology or
Zoology or Botany or Ecology or an equivalent qualification on reaching the
top of their salary scale should be allowed to move incrementally in the master
salary scale by two increments provided they:
(i)
(ii)

preceding year; and
~551~
Pay Review 2016
Civil Service
Bad Road Allowance

28.106 Staff Associations have made representations that officers of the Park Ranger cadre
are regularly required during the execution of their duties to drive their
4 x 4 vehicles on rugged, mountainous and steep terrains to conduct field work. This
practice in turn causes rapid wear and tear of the vehicles thus involving additional
expenses.
28.107 Moreover, we have been informed that costs of running such types of vehicles are
much higher compared to those of a private car. We have examined the
representation which we consider justified. We therefore view that these officers
should be granted an additional remuneration to meet the extra costs. We are
recommending for the payment of a Bad Road Allowance.
Recommendation 26
28.108 We recommend that a monthly Bad Road Allowance of Rs 1250 should be paid
to officers of the Park Ranger cadre for using a 4 x 4 or 2 x 4 vehicle regularly
in the performance of their duties.
Allowances
28.109 Presently, officers posted at the National Parks and Conservation Service are paid
an all-inclusive daily allowance, in lieu of overtime, for participating in expeditions to
islets. We are maintaining this provision.
Recommendation 27
28.110 We recommend that officers posted at the National Parks and Conservation
Service should continue to be paid a daily all-inclusive allowance, in lieu of
overtime, for participating in expeditions to islets, as follows:
Amount (Rs)
Grade
Director (NPCS)
3660
Deputy Director (NPCS)
3660
3660
2930

(Conservation)
2350
Technical Officer
2200
Senior Park Ranger
2200
Pay Review 2016
~552~
Civil Service

Amount (Rs)
Grade
Park Ranger
1900
1465

Enforcement Officer
1465

Officer
1320
1080
1025
1025
Mason
1025
880
General Worker
825
Walking Allowance
28.111 Officers of the Park Ranger cadre are presently paid a monthly Walking Allowance
as they are required to walk long distance in areas accessible only on foot. We are
maintaining the continued payment of this allowance.
Recommendation 28
28.112 We recommend the payment of a Walking Allowance of Rs 275 monthly to
Assistant Park Rangers, Park Rangers and Senior Park Rangers of the National
Parks and Conservation Service.
Rent Allowance
28.113 Presently, officers of the Park Ranger cadre not occupying government quarters are
paid a monthly Rent Allowance. We are maintaining this provision.
~553~
Pay Review 2016
Civil Service
Recommendation 29
28.114 We recommend that officers of the Park Ranger cadre who do not occupy
government quarters should continue to be paid exceptionally a monthly rent
allowance on a personal basis as specified below:
Grade
Amount (Rs)
695
Park Ranger
895
Senior Park Ranger
985
Park Ranger Cadre

28.115 With an expansion of protected areas, the duties of officers of the Park Ranger cadre
have significantly increased in both volume and complexity as incumbents are fully
involved in restoring native biodiversity. To this effect, Staff Associations have
represented for the creation of additional posts in the grade of Senior Park Ranger to
oversee the proper functioning of the different ranges.
28.116 The Bureau wishes to highlight that issues regarding the establishment size or
posting of officers would best be considered and addressed in the context of
the Human Resource Planning exercise which every organisation would be
mandatorily required to carry out as per provision made at Chapter 11 of
MINISTRY OF AGRO INDUSTRY AND FOOD SECURITY
(AGRO INDUSTRY DIVISION)
SALARY SCHEDULE
Salary Code
02 000 108

Rs 152000
02 000 106
Rs 122000
Permanent Secretary
02 077 091
Rs 49950 x 1625 62950 x 1850 68500 x 1950 74350

Chief Agricultural Policy and Programme Development Officer
formerly Chief Agricultural Planning Officer
Pay Review 2016
~554~
Civil Service
Salary Code
02 069 085

Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950
Senior Agricultural Policy and Programme Development Officer
formerly Senior Agricultural Planning Officer
02 054 081
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Agricultural Policy and Programme Development Officer
formerly Agricultural Planning Officer
01 069 085
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Senior Agricultural Analyst
08 058 074
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 45375

Agricultural Executive Assistant (Personal)
formerly in GSE10
08 056 072
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 42325

formerly in GSE 14
08 046 069
Rs 20525 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 38350
formerly in GSE 5
08 038 063
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
Agricultural Clerk (Personal)
formerly in GSC 10
formerly in GSE 2
08 026 060
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 30175
formerly in GSC 9
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200
Driver (Ordinary vehicles up to 5 tons)
~555~
Pay Review 2016
Civil Service
Salary Code

AGRICULTURAL SERVICES
19 000 102
Rs 110000
Director, Agricultural Services
formerly Chief Agricultural Officer
19 096 098
Rs 89000 x 3000 95000

Deputy Director, Agricultural Services
formerly Deputy Chief Agricultural Officer
Officer-in-Charge, National Agricultural Products Regulatory Office
(Personal)
19 085 095
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000 86000

Assistant Director, Agricultural Services
formerly Principal Agricultural Officer
Assistant Director, Livestock and Veterinary
formerly Principal Agricultural Officer (Veterinary Services)
19 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950 70450

Principal Scientific Officer
formerly Divisional Scientific Officer
Principal Veterinary Officer
formerly Divisional Veterinary Officer
19 069 085
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Senior Veterinary Officer
19 065 081
Rs 34350 x 925 37125 x 1225 40800 x 1525 49950 x 1625 56450

Veterinary Officer
19 055 081
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Livestock Officer (New Grade)
Scientific Officer
19 055 085
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 62950
Herbarium Officer (ex-SPI) (Personal)
Pay Review 2016
~556~
Civil Service
Salary Code
19 078 088

Rs 51575 x 1625 62950 x 1850 68500
Agricultural Technician (Personal)
formerly Administrative and Personnel Manager (Teafac)
19 054 081
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
formerly Assistant Factory Manager (Teafac) (Personal)
Economist (Personal)
Project Officer (Tea Board) (Personal)
Statistics & Marketing Officer (Teafac) (Personal)
Tea Officer (Graduate scale) (Personal)
19 046 076
Rs 20525 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 48425
formerly Tea Officer
19 072 087
Rs 42325 x 1525 49950 x 1625 62950 x 1850 66650

Senior Agricultural Superintendent
19 067 081
Rs 36200 x 925 37125 x 1225 40800 x 1525 49950 x 1625

56450
Senior Laboratory Technologist (Personal)
19 061 076
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525 48425

Laboratory Technologist (Personal)
Senior Laboratory Technologist
Senior Technical Officer(Ex Tobacco Board) (Personal)
19 044 072
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
Apicultural Officer
Laboratory Technologist
Technical Officer (Personal)
Technical Officer(Ex Tea Board) (Personal)
26 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
~557~
Pay Review 2016
Civil Service
Salary Code
26 069 085

Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950
Senior Agricultural Engineer
26 059 081
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Agricultural Engineer
Agricultural Engineer (ex SPI) (Personal)
26 056 072
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 42325

26 038 066
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 35275
26 028 030
Rs 14325 x 275 14875

19 046 065
Rs 20525 x 475 21950 x 625 23200 x 775 32500 x 925 34350

Senior Field Assistant (Personal)
19 028 058
Rs 14325 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 28625
19 029 076
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 32500 x 925 36200 QB 37125 x
1225 40800 x 1525 48425
Agricultural Support Officer/Senior Agricultural Support Officer
19 050 067
Rs 22575 x 625 23200 x 775 32500 x 925 36200

Senior Technical Assistant (ex-SPI)(Personal)
19 029 062
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 31725
Animal Control Officer
Technical Assistant (ex-SPI)(Personal)
Pay Review 2016
~558~
Civil Service
Salary Code
19 050 067

Rs 22575 x 625 23200 x 775 32500 x 925 36200
Agricultural Supervisor
26 046 076
Rs 20525 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 48425
08 058 074
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 45375

formerly in GSE 10
08 056 072
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 42325

formerly in GSE 14
08 050 072
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 40800 x

1525 42325
formerly Technical Officer (Tea Board)
08 050 069
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

formerly Accounts Officer, Tea Board
Public Relations/Welfare Officer, Tea Board
08 046 069
Rs 20525 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 38350
formerly in GSE 5
08 043 069
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 37125 x 1225 38350
Agricultural Confidential Secretary (Personal)
formerly in GSS 3
08 050 065
Rs 22575 x 625 23200 x 775 32500 x 925 34350

formerly in GSE 3
~559~
Pay Review 2016
Civil Service
Salary Code
08 038 063

Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x
775 32500
formerly in GSC 10
Agricultural Executive Assistant
08 026 060
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 30175
formerly in GSC 9
08 023 057
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 27850
Tickets/Sales Officer
08 022 056
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 27075
Office Clerk
25 049 063
Rs 21950 x 625 23200 x 775 32500

Workshop Supervisor
25 029 062
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 31725
Supervisor of Works
10 029 062
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 31725
Audio Visual Production Officer
Visual Artist (Graphics)
10 023 058
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 28625
Publicity Assistant
16 025 062
Rs 13530 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 25525 QB 26300 x
775 31725
Pay Review 2016
~560~
Civil Service
Salary Code
24 018 051

Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x
375 19575 x 475 21950 x 625 23200
Survey Field Worker/Senior Survey Field Worker (ex-SPI) (Personal)
24 040 061
Rs 18075 x 375 19575 x 475 21950 x 625 23200 x 775 30950

24 023 056
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 27075
Laboratory Auxiliary (Ex-SPI) (Personal)
formerly Laboratory Attendant (Ex-SPI) (Personal)
25 041 060
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 30175

Chief Blacksmith
Chief Cabinet Maker
Chief Carpenter
Chief Mason
Chief Mechanic (Ex-Tobacco Board)
Chief Motor Mechanic
Chief Motor Mechanic (Ex Tobacco Board)
Chief Panel Beater
Chief Welder
Foreman
Foreman (Ex-Tobacco Board)
24 037 058
Rs 17050 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 28625
Head Survey Field Worker
24 036 056
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 27075
24 030 054
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 25525
Driver (Mechanical Unit) (ex-SPI) (Personal)
24 019 045
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
Office Attendant (Ex-Tobacco Board) (Personal)
~561~
Pay Review 2016
Civil Service
Salary Code
24 027 052

Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x
475 21950 x 625 23200 x 775 23975
Senior/Head Office Attendant (Ex-Tobacco Board) (Personal)
24 025 054
Rs 13530 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 25525
Agricultural Implement Operator
Driver (Shift)
24 024 053
Rs 13270 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 24750
Forklift Driver
24 023 052
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 23975
Incinerator Operator
Vulcaniser
24 036 052
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 23975
Head Gardener/ Nursery Attendant
25 023 052
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 23975
Blacksmith
Cabinet Maker
Carpenter
Coach Painter
Fitter
General Assistant
General Development Handy Worker
formerly General Development Handyman
Mason
Motor Mechanic
Painter
Panel Beater
Sailmaker
Tinsmith
Upholsterer
Welder
Welder (ex-SPI) (Personal)
Pay Review 2016
~562~
Civil Service
Salary Code
24 027 051

Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x
475 21950 x 625 23200
Field Supervisor
Hatchery Operator (Personal to officers in post at 30.06.2003)
Leading Hand
Senior Stockman
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200
Driver (Ordinary vehicles up to 5 tons) (ex-SPI) (Personal)
Driver (Ordinary vehicles up to 5 tons) (Personal)
formerly Driver/Office Attendant ( Ex Tobacco Board)
Office Attendant/Driver (Ex Tea Board)
General Development Worker (Personal)
formerly Gangman (TDA) or Driver (TDA)
24 019 051
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200
formerly Telephone Operator (TDA)
Telephone Operator (Tea Board)
24 024 049
Rs 13270 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950
Factory Operative (Roster) (Personal)
formerly Leaf Weigher (TDA)
24 022 047
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21000
Factory Operative
24 020 046
Rs 12230 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20525
Barnman (On Shift)
Factory Operative Assistant (Roster) (Personal)
Irrigation Operator (On Roster)
~563~
Pay Review 2016
Civil Service
Salary Code
25 019 045

Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x
375 19575 x 475 20050
Maintenance Handy Worker (Personal)
24 019 045
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
Factory Operative Assistant
formerly Office Attendant (TDA/TEAFAC)
Office Attendant, Tea Board
General Worker/Gardener (Ex-SPI) (Personal)
Hatchery Operator
Household Attendant
Office Attendant (Ex-SPI) (Personal)
Operator Pumping Station
Stockman (Roster)
Toolskeeper
24 016 043
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 19200
Stores Attendant
24 016 042
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18825
Stone Breaker
25 016 042
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18825
24 018 044
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575
formerly Watchman (TDA)
Security Guard
Security Guard (ex-SPI) (Personal)
Security Guard (ex-Tobacco Board) (Personal)
Pay Review 2016
~564~
Civil Service
Salary Code
24 018 045

Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x
375 19575 x 475 20050
General Development Worker
formerly Senior Warehouse Operative (Ex-Tobacco Board)
(Personal)
24 015 040
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18075
formerly Motor Mechanic, Boiler and Turbine Operator, Supervisor
(TDA/Teafac)
formerly Warehouse Operative (Ex-Tobacco Board) (Personal)
Lorry Loader
Sanitary Attendant
Tobacco Grader
24 001 038
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
formerly Agricultural Development Assistant
General Worker
General Worker (ex-SPI) (Personal)
11 050 069
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

Factory Supervisor
21 022 060
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 30175
Sales Officer/Senior Sales Officer, Agricultural Extension Shop,
formerly Sales Officer, Agricultural Extension Shop
Senior Sales Officer, Agricultural Extension Shop
24 001 041
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17700 x 375 18450
formerly Warehouse Worker (Ex-Tobacco Board) (Personal)
24 016 042
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18825
formerly Tobacco Grader (Ex-Tobacco Board) (Personal)
~565~
Pay Review 2016
Civil Service
Salary Code

FORESTRY SERVICES
19 000 100
Rs 101000
Conservator of Forests
19 079 092
Rs 53200 x 1625 62950 x 1850 68500 x 1950 74350 x 2825 77175

Deputy Conservator of Forests
19 055 082
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 58075
19 066 081
Rs 35275 x 925 37125 x 1225 40800 x 1525 49950 x 1625

56450
19 057 074
Rs 27850 x 775 32500 x 925 37125 x 1225 40800 x 1525 45375

Chief Forest Conservation and Enforcement Officer
19 050 069
Rs 22575 x 625 23200 x 775 32500 x 925 37125 QB 38350

19 043 063
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500

Senior Forest Conservation and Enforcement Officer
19 027 060
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 30175
26 038 066
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 35275
08 038 063
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
formerly in GSC 10
formerly in GSE 2
Pay Review 2016
~566~
Civil Service
Salary Code
08 026 060

Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x
375 19575 x 475 21950 x 625 23200 x 775 30175
formerly in GSC 9
25 041 060
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 30175

Chief Mason
24 036 056
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 27075
24 030 054
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 25525
Driver (Mechanical Unit) (Ex-SPI) (Personal)
24 036 052
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 23975
24 022 047
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21000
25 023 052
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 23975
Blacksmith
Carpenter
Mason
Motor Mechanic
Painter
24 027 051
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200
Field Supervisor
~567~
Pay Review 2016
Civil Service
Salary Code
24 027 056

Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x
475 21950 x 625 23200 x 775 27075
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200
Driver (Ordinary Vehicles up to 5 tons)
Driver (Personal) (Ex-SPI)
formerly Gangman (TDA) and Driver (TDA)
24 037 058
Rs 17050 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 28625
Head, Survey Field Worker
24 019 045
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
24 018 051
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200
Survey Field Worker/Senior Survey Field Worker (Ex-SPI) (Personal)
24 024 049
Rs 13270 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950
formerly Leaf Weigher & Telephone Operator (TDA)
24 019 045
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
formerly Office Attendant(TDA/Teafac)
Woodcutter
Pay Review 2016
~568~
Civil Service
Salary Code
24 018 044

Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x
375 19575
Security Guard
Security Guard (Ex-SPI) (Personal)
25 016 042
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18825
24 015 040
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18075
(TDA/Teafac)
Lorry Loader
Sanitary Attendant
24 001 038
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
NATIONAL PARKS AND CONSERVATION SERVICE
19 096 098
Rs 89000 x 3000 95000

Director, National Parks and Conservation Service
19 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
Deputy Director, National Parks and Conservation Service
19 069 085
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

19 056 081
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
~569~
Pay Review 2016
Civil Service
Salary Code
19 046 076

Rs 20525 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x
1225 40800 x 1525 48425
Technical Officer/Senior Technical Officer (Conservation)
19 057 073
Rs 27850 x 775 32500 x 925 37125 x 1225 40800 x 1525 43850

Senior Park Ranger
19 044 072
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
Technical Officer
19 050 067
Rs 22575 x 625 23200 x 775 32500 x 925 36200

Park Ranger
19 043 063
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500

19 027 060
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 30175
19 029 076
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 32500 x 925 36200 QB 37125 x
1225 40800 x 1525 48425
Agricultural Support Officer/Senior Agricultural Support Officer
19 028 058
Rs 14325 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 28625
08 038 063
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
formerly in GSC 10
Pay Review 2016
~570~
Civil Service
Salary Code
08 026 060

Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x
375 19575 x 475 21950 x 625 23200 x 775 30175
formerly in GSC 9
08 023 057
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 27850
Tickets/Sales Officer
25 023 052
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 23975
Carpenter
Mason
24 027 051
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200
Field Supervisor
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200
formerly Gangman (TDA) and Driver (TDA)
24 024 049
Rs 13270 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950
formerly Leaf Weigher & Telephone Operator (TDA)
24 022 047
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21000
24 019 045
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
formerly Office Attendant (TDA/Teafac)
Stockman (Roster)
~571~
Pay Review 2016
Civil Service
Salary Code
24 018 044

Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x
375 19575
Security Guard
25 016 042
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18825
24 015 040
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18075
(TDA/Teafac)
Lorry Loader
Sanitary Attendant
24 001 038
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
24 016 043
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 19200
Stores Attendant
Salary Code

Ex - CANE PLANTERS AND MILLERS ARBITRATION
AND CONTROL BOARD
All salaries are personal to holders of the post
19 067 081
Rs 36200 x 925 37125 x 1225 40800 x 1525 49950 x 1625

56450
Area Superintendent (Personal)
Pay Review 2016
~572~
Civil Service
Salary Code
19 061 076

Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525 48425
Senior Technical Officer (Personal)
19 044 072
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
19 056 072
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 42325

Principal Test Chemist (Personal)
19 050 067
Rs 22575 x 625 23200 x 775 32500 x 925 36200

Senior Test Chemist
formerly Assistant Mechanical Officer (Personal)
Senior Test Chemist (Personal)
08 038 063
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
formerly in GSC 10
08 026 060
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 30175
formerly in GSC 9
24 023 056
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 27075
Laboratory Auxiliary (Personal)
formerly Laboratory Attendant (Personal)
24 022 058
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 24750
Office Assistant
formerly Sampler (Personal)
24 030 054
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 25525
Driver (Mechanical Unit) (Personal)
**********
~573~
Pay Review 2016
Civil Service
Pay Review 2016
~574~
Civil Service
29.
MINISTRY OF ARTS AND CULTURE
29.1
The Ministry of Arts and Culture is responsible to foster a balanced and harmonious
Mauritian society through consolidation of existing pluralism, promotion of creativity
and the celebration of cultural values. Its objectives are, among others, to preserve
and foster cultural values both at individual and collective levels; promote cultural
interaction among different cultural components within the country and abroad for
mutual understanding and enrichment; organise cultural activities for the public at
large; and encourage the development of a dynamic arts and culture sector.
29.2
A Director heads the technical arm of the Ministry and is assisted in his day-to-day
activities by officers of the Culture Officer and Arts Officer cadres. The Film
Classification Board and the National Archives Department fall under the aegis of the
Ministry.
29.3
In the context of this Report, Unions have requested for amendments in schemes of
service, adequate training facilities, filling of vacant posts, restyling of grades,
enhancement of the duty exemption scheme, and risk allowance. Management, on
the other hand, has submitted that the grades of Culture Officer and Senior Culture
Officer be merged, the qualification requirements for the grade of Library and
Animation Officer/Senior Library and Animation Officer be upgraded and certain
existing allowances be extended to other grades.
29.4
All requests related to conditions of service will be addressed in general. However,

it is to be highlighted that for this Report the Bureau is making a firm recommendation
on the HR Audit exercise to address problems such as filling of vacant posts.
29.5
After careful analysis of the submissions, we are maintaining the present structure
and extending certain allowances to the grade of Theatre Manager.
Arts Officer
29.6
Officers in the grade of Arts Officer possessing a Diploma are presently allowed to
move incrementally up to salary point Rs 36575. We are maintaining this provision.
Recommendation 1
29.7
We recommend that Arts Officers possessing a Diploma in any one of the

areas of Arts (Music, Dance, Dramatic Arts, Cinema) be allowed to move
incrementally up to salary point Rs 39575 in the master salary scale provided
they:
(i)
(ii)

preceding year; and
~575~
Pay Review 2016
Civil Service
Time Off Facilities

29.8
At present, officers of the Arts Officer and Culture Officer cadres as well as the
Theatre Superintendent are required to work regularly outside normal office hours to
organise artistic and cultural activities. These officers are compensated by way of
time off and whenever time off may not be granted due to exigencies of service, they
are paid at normal hourly rate for extra hours put in. We are, in this Report, improving
the existing provision.
Recommendation 2
29.9
We recommend that officers of the Arts Officer and Culture Officer cadres as
well as the Theatre Superintendent, who are required on a regular basis to put
in additional hours of work to cope with the demands of their job, should as far
as possible be granted, on application, equivalent time off within the current
month for the extra hours put in. However, where it has not been possible for
management to grant time off within a period of four consecutive months, the
officers should be compensated at the normal hourly rate, subject to their
having put in a minimum of 15 extra hours in a month.
Height Allowance
29.10
Technicians (Light/Sound) and Electricians are presently paid a Height Allowance to

climb scaffolding at a height ranging from 20 to 30 feet for rigging and focusing
projectors in the course of their work. The Height Allowance is computed at the rate
of 80% of the normal hourly rate for each hour of such work. We are maintaining
the payment of this allowance.

29.11
For this Report, representations have been received for extending the payment of
On-Call and In-Attendance allowances to the Theatre Manager for attending events
which are hosted after normal office hours. These allowances are currently paid to
the Theatre Superintendent only. Given that the presence of Theatre Manager is
mandatory when rehearsals are being held or when events are being hosted at the
theatres, we are agreeable to the request.
Recommendation 3
29.12
We recommend that an On-Call allowance of Rs 110 daily should be paid to

the Theatre Manager and Theatre Superintendent.
When attending to
rehearsals and events, they should also be paid an In-Attendance allowance
at the normal hourly rate for each hour of attendance outside normal working
hours.
Roster and Staggered Hours

29.13
Officers in grades provided in the table below are categorised as those working at
staggered hours or on roster. This element has been taken into consideration in
determining the recommended salary for these grades.
Pay Review 2016
~576~
Civil Service
Staggered Hours
Roster
All grades of the Culture Officer and

Arts Officer cadres
Library and Animation Officer/Senior
Library and Animation Officer
Theatre Superintendent
Driver (Roster)
Theatre Manager
Public Address Operator
Driver (Roster-Day and Night)

(Roster Day and Night)
Technician (Light/Sound)
Centres de Formation Artistique

29.14
Short term courses in the fields of photography, sound and light techniques, classical
Indian dance, paintings and tabla are presently run in the Centres de Formation
Artistique. Academically qualified instructors are paid on a sessional basis of 1
hours duration at the rate of Rs 330 per session whereas non-qualified
instructors/resource persons are paid for the same duration at the rate of Rs 300 per
session. We are maintaining the rate of payment per session.
Recommendation 4
29.15
We recommend that the rate of payment per session for dispensing courses at
the Centres de Formation Artistique should be Rs 330 for qualified
instructors and Rs 300 for non-qualified instructors/resource persons.
Centre de Lecture Publique et dAnimation Culturelle (CELPAC)

29.16
Operating under the Ministry of Arts and Culture, the CELPAC is the administrative
unit which enables the Centre de Lecture et dAnimation Culturelle to aim at
encouraging and promoting reading through artistic, cultural and educational
activities; make reading materials easily accessible to the public; and promote artistic,
cultural and educational activities. Recently, an evaluator of the Organisation
Internationale de la Francophonie has revealed that the CELPAC Unit of Mauritius is
the leader in terms of quality of service and over the years the average number of
users has reached 800 per month.
29.17
The CELPAC Unit is manned by officers in the grades of Coordinator, CELPAC;

Assistant Coordinator, CELPAC; and the merged grade of Library and Animation
Officer/Senior Library and Animation Officer, among others.
29.18
Management has submitted that the qualification requirements for the grade Library
and Animation Officer/Senior Library and Animation Officer be upgraded to a diploma.
We are, at this stage, maintaining the qualification requirements for the grade
of Library and Animation Officer/Senior Library and Animation Officer as well
as the present structure which we consider adequate to enable the CELPAC Unit to
carry out its mandate efficiently and effectively.
~577~
Pay Review 2016
Civil Service
Allowance to Word Processing Operator (Oriental Language)

29.19
Besides performing typing duties in the relevant oriental language, Word Processing
Operators (Oriental Language) are called upon to type in other languages such as
English/French/Kreol for which they are entitled to a monthly allowance of Rs 250.
We are revising the quantum of this allowance.
Recommendation 5
29.20
We recommend that the adhoc allowance payable to Word Processing

Operators (Oriental Language) for typing work in other languages such as
English/French/Kreol be revised to Rs 265 monthly.
SALARY SCHEDULE
Salary Code
02 000 106

Rs 122000
Permanent Secretary
05 000 099
Rs 98000
Director of Culture
05 085 095
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

86000
Deputy Director of Culture
05 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
Principal Culture Officer
05 069 085
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

05 054 081
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Culture Officer
05 066 081
Rs 35275 x 925 37125 x 1225 40800 x 1525 49950 x 1625

56450
Chief Arts Officer
Pay Review 2016
~578~
Civil Service
Salary Code
05 063 076

Rs 32500 x 925 37125 x 1225 40800 x 1525 48425
Principal Arts Officer
05 051 072
Rs 23200 x 775 32500 x 925 37125 x 1225 40800 x 1525 42325

Senior Arts Officer
05 034 069
Rs 16075 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 32500 x 925 37125 x 1225 38350
Arts Officer
05 059 081
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Coordinator, CELPAC
05 056 076
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 48425

Assistant Coordinator, CELPAC
05 054 081
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Theatre Manager
05 034 070
Rs 16075 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 32500 x 925 37125 x 1225 39575
Theatre Superintendent
05 044 066
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 35275

Senior Library and Animation Officer (Personal to officers in post as at
31.12.12)
05 028 064
Rs 14325 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 32500 x 925 33425
Library and Animation Officer/ Senior Library and Animation Officer
22 040 069
Rs 18075 x 375 19575 x 475 21950 x 625 23200 x 775 32500

x 925 37125 x 1225 38350
Technician (Light/Sound) (Roster)
~579~
Pay Review 2016
Civil Service
Salary Code
08 038 063
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 32500
Executive Assistant (Arts and Culture)
08 026 059
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 29400
06 026 060
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 30175
Percussionist
10 023 058
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 28625
Public Address Operator (Roster)
10 022 057
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 27850
Public Address Operator (Personal to holder in post as at 30.06.08)
25 023 052
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 23975
Carpenter
Electrician
24 032 056
Rs 15450 x 300 15750 x 325 17700 x 375 19575 x 475 21950

x 625 23200 x 775 27075
Driver (Heavy Vehicles above 5 tons) (Roster - Day and Night)
24 024 053
Rs 13270 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 24750
Driver (Roster Day and Night)
24 023 052
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 23975
Driver (Roster) (Personal to employees in post as at 30.06.08)
Pay Review 2016
~580~
Civil Service
Salary Code
24 027 056
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 27075
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200
Driver
24 019 048
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21475
Attendant/Senior Attendant (Arts and Culture)
24 019 045
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 20050
24 016 043
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 19200
Stores Attendant
24 015 041
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 18450
Handy Worker
24 001 038
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x

260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker
~581~
Pay Review 2016
Civil Service
FILM CLASSIFICATION BOARD

29.21
The Film Classification Board (FCB) functions in a regulatory capacity under the
Ministry of Arts and Culture, in accordance with the provisions of the Films Act 2002.
It controls the importation of films and the classification thereof as well as publicity
materials meant for public exhibition.
29.22
Registration of film importers, issue of permits for importations of films, classification

of films and posters based on set criteria and approval and issue of certificates of
exhibition for any film or publicity material prior to their display constitute the core
functions of the FCB. It is also responsible for prohibiting and recalling of films, which
it believes, are not suitable for public exhibition. By so doing, the FCB protects
viewers of films from unsolicited materials, protects children from harmful materials
and assists viewers to make informed choice about films.
29.23
As provided in the Act, the Secretary of the Film Classification Board is at the head
of the Board. He is assisted by a Senior Projectionist, an Executive Assistant and
other supporting staff. The Bureau been apprised that the Ministry would be
addressing the issues and recommendations made in the Report of the Office of the
Public Sector Governance, the terms of reference of which was to investigate into the
administrative systems and work processes at the FCB. One of its recommendations
is to fill in vacant posts to improve organisational efficiency.
29.24
For this Report, we are maintaining the existing arrangement as the present structure
is meeting the needs of the organisation and the moreso as no proposal has been
submitted to that effect. We are, however, amending the scheme of service of the
grade of Projectionist to facilitate recruitment.
Projectionist
29.25
Appointment to the post of Projectionist is presently made by selection from

among candidates possessing a Cambridge School Certificate with credit in
English, Physics and Mathematics or Principles of Accounts obtained at not more
than two sittings and the National Trade Certificate (NTC) level two in the field of
Communications Electronics awarded by the Mauritius Institute of Training and
Development.
29.26
During consultations, Management has apprised the Bureau that the NTC level
two is no longer run by the MITD and has been replaced by the National Certificate
level four. There is, therefore, need to bring appropriate amendment to the
scheme of service. We are making appropriate provision to this effect.
Pay Review 2016
~582~
Civil Service
Recommendation 6
29.27
We recommend that the scheme of service for the post of Projectionist be

amended such that appointment to the grade should, henceforth, be made
by selection from among candidates possessing a Cambridge School
Certificate with passes in Physics and Mathematics or Principles of
Accounts and EITHER the National Trade Certificate level Two in
Communications Electronics OR the National Certificate Level Four in
Communications Electronics awarded by the Mauritius Institute for Training
and Development.
Allowance in connection with Film Censorship

29.28
Officers in the grades of Secretary, Film Classification Board, Assistant Secretary,

Film Classification Board, Executive Assistant, Senior Projectionist and Projectionist,
when called upon to perform duties related to censorship of films beyond their normal
working hours, are paid an allowance on a sessional basis, for sessions of at least
two hours. This allowance is being revised.
Recommendation 7
29.29
We recommend that the sessional allowance payable for sessions of at least

two hours to officers in the grades of Secretary, Film Classification Board,
Assistant Secretary, Film Classification Board, Executive Assistant, Senior
Projectionist and Projectionist for performing duties related to censorship after
normal working hours should be revised as follows:
Grade
Allowance per
session
(Rs)
500
Assistant Secretary, Film Classification Board
430
Executive Assistant
360
Senior Projectionist
360
Projectionist
360
FILM CLASSIFICATION BOARD

SALARY SCHEDULE
Salary Code
08 065 081

Rs 34350 x 925 37125 x 1225 40800 x 1525 49950 x 1625
56450
~583~
Pay Review 2016
Civil Service
Salary Code
08 046 069

Rs 20525 x 475 21950 x 625 23200 x 775 32500 x 925 37125
x 1225 38350
Assistant Secretary, Film Classification Board
10 048 067
Rs 21475 x 475 21950 x 625 23200 x 775 32500 x 925 36200

Senior Projectionist
10 029 062
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 31725
Projectionist
18 033 062
Rs 15750 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 31725
Enforcement Officer (Personal to officer in post as at 31.12.12)
08 038 063
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 32500
Executive Assistant (Arts & Culture)
Pay Review 2016
~584~
Civil Service
29.1 NATIONAL ARCHIVES DEPARTMENT

29.1.1 The National Archives Department, which was established under the National
Archives Act No 22 of 1999, houses the collective memory of the nations history. In
its store, there is an array of rich and diverse records which are of significant interest
to one and all. Its main functions are that it sees to it that an efficient and economical
management of the records of the Government of Mauritius is carried out; and it also
caters for the preservation of these public records of archival value for current and
future use by the Government, citizens of Mauritius and international users.
29.1.2 Presently, the National Archives Department is headed by a Director who is assisted
by professionals and technical staff.
29.1.3 It has been represented by Unions to demerge the grade of Archives Officer/Senior
Archives Officer, increase the number of posts for the professional grades, enhance
the duty exemption scheme, amend the scheme of service for the grade of Deputy
Director, and to provide appropriate training to officers of the Department. Over and
above the requests made by Unions, Management has submitted to make provision
for a retention allowance for all the professional and technical grades.
29.1.4 Given that the grade of Archives Officer/Senior Archives Officer was merged in the
2013 PRB Report and that EOAC 2013 Report has provided for a supervisory level
with the creation of the grade of Senior Archives Officer (Personal to officers in post
as at 31.12.12), the merged grade of Archives Officer/Senior Archives Officer is being
maintained. As regards the scheme of service for the grade of Deputy Director,
National Archives, approval of the High Powered Committee has already been
obtained to amend the scheme of service such that appointment to the grade is by
selection from among officers of the National Archives in the grades of Archivist,
Records Manager, Conservator and Chief Archives Officer possessing a Degree in
the field of Archives or a Degree and a Certificate in Archival Science. During the
consultative meeting with Management, the latter was apprised that the survey
carried out by the Bureau on recruitment and retention problems in the public sector
has revealed that there is no such problem at the National Archives Department.
29.1.5 In this review, the Bureau is making a firm recommendation for an HR Audit exercise
to be mandatorily carried out in each organisation to ensure that there is adequate
number of people at all levels to enable the organisation to deliver on its mandate
efficiently and effectively. Since the existing structure is fit-for-purpose, we are
maintaining same. However, we are making provision for career path for officers in
the grade of Senior Archives Officer (Personal to officers in post as at 31.12.12) and
for protective clothing/equipment.
Principal Archives Officer
29.1.6 As highlighted above, the grade of Senior Archives Officer (Personal to officers in
post as at 31.12.12) was created by EOAC 2013 Report without any provision for
promotion to the upper level in the hierarchy. We are making an appropriate
recommendation to address this issue.
~585~
Pay Review 2016
Civil Service
Recommendation 1
29.1.7 We recommend that, in future, appointment to the grade of Principal Archives
Officer should be made by promotion, on the basis of experience and merit, of
officers in the grade of Senior Archives Officer (Personal to officers in post as
at 31.12.12) reckoning at least four years service in a substantive capacity in
the grade.
29.1.8 We further recommend that on complete phasing out of the grade of Senior
Archives Officer (Personal to officers in post as at 31.12.12), appointment to the
grade of Principal Archives Officer should thereafter be made by promotion, on
the basis of experience and merit, of officers in the grade of Archives
Officer/Senior Archives Officer reckoning an aggregate of six years service in
a substantive capacity in the grades of Archives Officer and Archives
Officer/Senior Archives Officer.
Health Surveillance and Protective Clothing/Equipment
29.1.9 The existing provision for health surveillance for all employees of the National
Archives Department, who are regularly exposed to dust and other noxious
substances through daily handling of manuscripts and old documents, is being
maintained. In addition, we are in this Report making an additional recommendation
for protective clothing/equipment.
Recommendation 2
29.1.10 We recommend that the National Archives Department should:
(i)
continue to arrange for health surveillance for all its employees free of
charge at intervals as may be advised by the Health Authorities; and
(ii)
make necessary arrangements for the issue of items of protective

clothing/equipment to officers concerned.
Pay Review 2016
~586~
Civil Service
NATIONAL ARCHIVES DEPARTMENT

SALARY SCHEDULE
Salary Code
05 095 097

Rs 86000 x 3000 92000
Director, National Archives
formerly Director
05 068 089
Rs 37125 x 1225 40800 x 1525 49950 x 1625 62950 x 1850

68500 x 1950 70450
Deputy Director, National Archives
formerly Deputy Director
05 055 081
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Conservator
05 054 081
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Archivist
Record Manager
05 059 075
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 46900

Chief Archives Officer
05 052 069
Rs 23975 x 775 32500 x 925 37125 x 1225 38350

Principal Archives Officer
05 043 063
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500

Senior Archives Officer (Personal to officers in post as at 31.12.12)
05 027 062
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 31725
Archives Officer/Senior Archives Officer
05 027 060
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 30175
Conservation Assistant
~587~
Pay Review 2016
Civil Service
Salary Code
10 029 062
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 31725
Audio Visual Technician (Operations)
26 023 061
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 30950
Reprographic Operator (Archives)
16 025 062
Rs 13530 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 25525 QB 26300
x 775 31725
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200
Driver
24 018 044
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575
Security Guard
24 015 041
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 18450
Handy Worker
24 001 038
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
**********
Pay Review 2016
~588~
Civil Service
Ministry of Industry, Commerce and Consumer Protection
30.
MINISTRY OF INDUSTRY, COMMERCE AND

CONSUMER PROTECTION
30.1
The role of the Ministry of Industry, Commerce and Consumer Protection is to act as
a facilitator and catalyst by formulating and implementing appropriate policies,
programmes and strategies to foster the structural transformation of the industrial
sector and create a conducive business and trade environment for sustained growth
of the Mauritian economy. Its mission is, among others, to: promote globally
competitive industries; enhance market access through internationally recognised
standards; facilitate trade of goods and services; and promote and safeguard the
interests and rights of the consumers.
30.2
In so doing, the Ministry envisions to bring about an innovation-led industrial sector,

a conducive commercial environment and an effective protection of consumers.
30.3
Activities of the Ministry are organised under the Industry Division, Commerce
Division and Consumer Affairs Unit. These Divisions/Units are administratively
controlled by a Permanent Secretary who is also the Accounting and Responsible
officer. He is assisted in his duties by officers of the administrative, professional and
technical cadres. Other grades on the establishment of the Ministry belong to general
services and other occupational categories.
INDUSTRY DIVISION
30.4
The objectives of the Industry Division are, among others, to: provide effective and
efficient support services to the industrial sector; facilitate the integration of the
industrial sector in the global economy; and stimulate exports in traditional and niche
markets at regional and international level. Its activities are conducted through six
sections namely: Monitoring Section; Research and Planning Section; Projects and
Programmes Unit; Business Information Unit; Mauritius Accreditation Service; and
Assay Office.
30.5
The Director of Industry is responsible for the daily administrative manning of the
Division and for the promotion of industrial development, including such key functions
as formulation, implementation and monitoring of strategies and policies. He is
assisted in the performance of his tasks by officers of the Analyst (Industry) cadre
and those belonging to the professional and technical grades.
30.6
The following representations have been made by staff side during consultative
meetings: upgrading of salary; merging of grades; and provision of parking facilities.
Stakeholders were explained that the request for upgrading of salary would be
examined taking into consideration different job factors. They were also informed of
the philosophy behind merging of grades and circumstance where the Bureau is not
granting mergers. As regards administrative issues such as provision of parking
facilities, they were advised to take up the matter with their Management.
~589~
Pay Review 2016
Civil Service
30.7
After examining each submission, the Bureau considers that the present structure is
appropriate and should be maintained.
Analyst (Industry)
30.8
As per existing provision, Analysts (Industry) are allowed to proceed incrementally in

the master salary scale up to salary point Rs 57275 subject to certain conditions. We
are maintaining this provision and revising the salary point.
Recommendation 1
30.9
We recommend that Analysts (Industry) be allowed to proceed incrementally

up to the revised salary point of Rs 61325 in the master salary scale through
the grant of one increment every year provided that they:
(i)
(ii)

preceding year; and
(iii)
ASSAY OFFICE
30.10
The Assay Office has a regulatory function in ensuring compliance with the Jewellery
Act regarding manufacture, sale, import and display of jewellery made of gold, silver
and platinum and their alloys. It is equally responsible for the verification of precious
and semi-precious stones. It operates two main laboratories namely Assay and
Gemmology. The Assay Laboratory offers assaying services for both gold and silver
jewellery and their alloys using internationally recognised test methods. On the other
hand, the Gemmology Laboratory is responsible for identification of gemstones and
diamond grading.
30.11
A Director is at the apex of the Office and is assisted in his administrative functions
by an Assistant Director. Officers in the grades of Scientific Officer (Assay and
Gemmology), Gemmologist and Technical Officer/Senior Technical Officer (Assay
Office) provide professional/technical support services.
30.12
In the context of this Report, Management and Staff Associations have among others,
made representations to review the salary scale of the grade of Gemmologist,
upgrade the entry qualification requirements of the technical cadre to degree level
and restyle grades to more appropriate job appellations. We have examined the
proposals made and considered only those deem meritorious and which would
enhance service delivery.
30.13
We consider that the present organisation structure of the Assay Office is appropriate
to enable it to deliver on its mandate and is, therefore, being maintained. We are,
however, reviewing the salary recommended for the grade of Gemmologist.
Pay Review 2016
~590~
Civil Service
Gemmologist
30.14
At present, appointment to the grade of Gemmologist is made by selection from

among Technical Officer/Senior Technical Officers (Assay Office) possessing a
diploma in Gemmology and reckoning at least four years service in a substantive
30.15
During consultations, both Management and Staff Associations have proposed for a
review of the salary of the grade of Gemmologist, which is promotional for Technical
Officer/Senior Technical Officers (Assay Office). After careful analysis, the Bureau
considers that the representation made is justified and that the salaries of the two
grades concerned should be demarcated. We have, therefore, reviewed the salary
scale of the grade of Gemmologist.
Technical Officer/Senior Technical Officer (Assay Office)

30.16
The Bureau has received persistent representation from the union to raise the
qualification requirements of the grade of Technical Officer/Senior Technical Officer
(Assay Office) from a diploma to a degree in the relevant field. The main arguments
put forward were that incumbents are all degree holders and that the nature of duties
performed require a higher qualification, coupled with the fact that the University of
Mauritius no longer offers a diploma course in the relevant fields.
30.17
We wish to highlight that after examining the duties/responsibilities devolving upon

incumbents, it has been observed that the duties being performed do not warrant an
upgrading in the qualification requirements, as per our framework. However, in the
event officers consider that they are performing additional duties of a higher level,
they may make a case to the Ministry of Civil Service and Administrative Reforms for
the payment of an adhoc allowance.
30.18
At present, there is a Proficiency Bar (PB) in the salary scale of the grade of Technical
Officer/Senior Technical Officer (Assay Office). We consider that the PB is no longer
relevant and are waiving same from the salary scale.
MAURITIUS ACCREDITATION SERVICE (MAURITAS)
30.19
The Mauritius Accreditation Service (MAURITAS) is the sole national accreditation

body which offers a national unified service of accreditation to all conformity
assessment bodies. It is the apex body of the National Quality Infrastructure in
Mauritius and represents the national authority for granting accreditation.
30.20
The main objects of the MAURITAS are to assess the competence of conformity
assessment bodies such as testing, calibration laboratories, certification bodies and
inspection bodies, and officially accrediting them to ensure the competitiveness of
goods and services on the regional and international market. It also ensures that all
policies and procedures of the organisation comply with the requirements of the
existing and applicable international standards.
~591~
Pay Review 2016
Civil Service
30.21
The Director, MAURITAS heads the organisation and is assisted by officers in the
grades of Accreditation Manager, Assistant Accreditation Manager and Accreditation
Officer. Support services are provided by officers in the General Services grades
from the Ministry.
30.22
During consultations, both Management and Staff Associations have among others
made proposals for the creation of a level of Deputy Director to assist the Director in
his day-to-day activities and creation of additional posts in existing grades.
Management equally requested the restyling of the grade of Assistant Accreditation
Manager to a proper job appellation which would reflect the specific duties performed
by incumbents in the different laboratories and certification bodies.
30.23
We have carefully examined the proposals made and are of the view that creation of
a level of Deputy Director is not warranted at this stage based on the organisations
size and span of activities as well as the staff strength at lower levels which is quite
meagre. As regards the proposed restyling of the grade of Assistant Accreditation
Manager to a specific appellation, we consider that this would lead to the unwanted
outcome of incumbents operating in silos depriving them of acquiring experience and
developing competencies in various fields which are much needed at the higher levels
in the hierarchy. We also wish to point out that Senior Officers should as far as
possible be versatile and polyvalent in the relevant domains, namely inspection and
certification.
30.24
We, therefore, consider that the present structure is fit-for-purpose and appropriate
in enabling the organisation to attain its objectives.
Assistant Accreditation Manager

Accreditation Officer
30.25
The Bureau has been apprised that MAURITAS is in the process of developing new
programmes of accreditation and is working towards achieving international
recognition. In this context, Management and Staff Associations have submitted that
there is an essential need to increase the establishment size of the organisation.
30.26
Taking into account the critical role of the MAURITAS as an accreditation body, we
believe that the right staff strength should prevail to enable the service to deliver on
its mandate, whilst enhancing service delivery. We, therefore, consider that
Management should ensure that the grades of Assistant Accreditation Manager
and Accreditation Officer be provided with the adequate number of posts.
Pay Review 2016
~592~
Civil Service
MINISTRY OF INDUSTRY, COMMERCE AND CONSUMER PROTECTION

INDUSTRY DIVISION
SALARY SCHEDULE
Salary Code
02 000 106

Rs 122000
Permanent Secretary
02 094 096
Rs 83000 x 3000 89000

Director of Industry
02 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
Principal Analyst (Industry)
02 069 085
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Senior Analyst (Industry)
02 054 081
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Analyst (Industry)
02 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
Head Business Information Unit
02 069 085
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Assistant to Head Business Information Unit
22 021 054
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 25525
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200
Driver
~593~
Pay Review 2016
Civil Service
Salary Code
24 018 044
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575
Security Guard
24 001 038
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x

260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker
ASSAY OFFICE
19 094 096
Rs 83000 x 3000 89000

Director, Assay Office
19 069 089
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850

68500 x 1950 70450
Assistant Director, Assay Office
19 055 081
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Scientific Officer (Assay and Gemmology)
19 061 078
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 51575
Gemmologist
19 044 076
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125

x 1225 40800 x 1525 48425
Technical Officer/Senior Technical Officer (Assay Office)
24 023 056
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 27075
Assay Laboratory Auxilliary
formerly Assay Laboratory Attendant
Pay Review 2016
~594~
Civil Service
Salary Code

MAURITAS
19 094 096
Rs 83000 x 3000 89000

Director, MAURITAS
19 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
Accreditation Manager
19 069 085
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Assistant Accreditation Manager
19 055 081
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
COMMERCE DIVISION
30.27
The Commerce Division formulates, implements and reviews policies and strategies
to facilitate trade while safeguarding the interests and rights of consumers. It also
ensures a regular supply of essential commodities at reasonable prices.
30.28
The work of the Commerce Division is carried out through three main Units namely:
Trade Division (Import and Export Units), Legal Metrology Division, and the Price
Control and Fixing Unit.
TRADE DIVISION
30.29
The Trade Division, comprising of the Import and Export Units, has the responsibility
for the control of imports of controlled items and issue of licences to authorised
dealers in the importation and sale of second-hand motor vehicles; implementation
of Kimberley Process Certification Scheme on rough diamonds and the registration
of TradeNet Users to the TradeNet Phase 5 System; and for processing, approval
and issue of clearances.
30.30
The Director of Trade, being at the apex of the Division, is responsible for the
management and development of trade in conformity with international trade laws
and practices. He is assisted by officers of the Analyst (Trade) cadre, Commercial
Officer cadre as well as other staff of the operational level.
~595~
Pay Review 2016
Civil Service
30.31
For this Review, representation has been made for an uplifting of the salary of the
grade of Director of Trade as well as for the grant of a self-driven government official
car; and duty free facilities for the grade of Analyst (Trade). Additionally, request was
made for the merging of two grades belonging to different Cadres and their restyling
into a single appellation.
30.32
During consultation, Management was informed that upgrading of salary would be

dealt with taking into consideration the Bureaus general framework on pay
determination.
As regards the grant of self-driven government official car,
Management was apprised of the existing provisions that govern this condition of
service and was equally made aware that eligibility or otherwise for duty free facilities
would depend on the findings of the Survey on Travelling by car. It was also made
clear that restyling of grade may be considered when the appellation reflects its new
core functions and is not in conflict with other existing grades. Similarly, the criteria
for the merger of grades were explained.
30.33
For want of corroborating information, we are maintaining the present structure.

LEGAL METROLOGY SERVICES
30.34
The Legal Metrology Services (LMS) is mandated to enforce the provisions of the
Legal Metrology Act of 1985 with respect to the assizing of instruments, weights and
measures and the protection of the consumer and the public at large in all
transactions. It is responsible for the calibration and maintenance of measurement
standards which are traceable to International Standards; control of weighing and
measuring equipment used in trade to ensure that the instruments are accurate and
used correctly; and control of goods to ensure that they are properly labelled and are
in conformity with the Legal Metrology Act.
30.35
A Director has the overall responsibility to manage and oversee activities at the LMS.
She is assisted by a Deputy Director in her administrative and technical duties.
Officers in the grades of Legal Metrologist, Legal Metrology Officer, Senior Technical
Officer (Legal Metrology) and Technical Officer (Legal Metrology) (Personal) provide
professional and technical support to the LMS while ensuring a proper service
delivery.
30.36
In the context of this Report, proposals made by Management and Staff Associations
were mainly geared towards the alignment of salaries of top levels with those of their
counterparts, granting duty remission facilities, payment of risk allowance, reviewing
qualification requirements of certain grades and maintaining the grade of Senior
Technical Officer (Legal Metrology). After duly examining all the representations, we
consider that the organisation structure of the Legal Metrology Services as well as
present conditions are appropriate to enable it achieve its objectives. We are,
nevertheless, providing a means of compensation to experienced officers in the
technical cadre who have reached their career plateau.
Pay Review 2016
~596~
Civil Service
Legal Metrology Officer

30.37
Union members made strong representations to review the qualification requirements

of the grade of Legal Metrology Officer so that appointment thereto be made from
serving officers of the technical cadre who possess a degree in the relevant field. In
the absence of serving qualified officers, appointment be made from outside
candidates.
30.38
At present, appointment is made through the limited and open competition modes.
Union members have informed that though being qualified, only outside candidates
are selected. The Bureau views that as per existing conditions at the LMS, it would
not be appropriate at this stage to amend the mode of appointment. Such a step may
only be contemplated in the event the staff strength of the Technical cadre is
significantly increased.

30.39
The technical cadre of the Legal Metrology Services comprises the grades of
Technical Officer (Legal Metrology) (Personal) and Senior Technical Officer (Legal
Metrology). During consultations, union members have represented that Technical
Officers (Legal Metrology) (Personal) though reckoning more than 30 years of
experience, are confronted to a serious problem of lack of promotion prospect as
there are only a few posts of Senior Technical Officer (Legal Metrology). This
absence of career movement in turn causes much frustration and demotivation
among the concerned officers, hence impacting on service delivery.
30.40
We have examined the request and consider that in line with the general philosophy
favouring career earnings and with a view to enabling the organisation to gainfully
utilise the expertise of the experienced officers, the latter may be provided a form of
compensation against assuming higher responsibilities. To this effect, we are
providing for a mechanism which will allow the officers to move further in a higher
salary scale.
Recommendation 2
30.41
We recommend that Technical Officers (Legal Metrology) (Personal) who have

drawn their top salary for a year, should be allowed to proceed incrementally
in the salary scale of the grade of Senior Technical Officer (Legal Metrology) up
to the salary point of Rs 46900 provided they:
(i)

preceding year; and
(ii)
This recommendation should, however, not preclude Technical Officers (Legal

Metrology) (Personal) from being promoted to the grade of Senior Technical
Officer (Legal Metrology) before they have reached the top of their salary scale
or on vacancy arising in the latter grade.
~597~
Pay Review 2016
Civil Service
30.42
We further recommend that Technical Officers (Legal Metrology) (Personal)

should perform the duties and assume the responsibilities of the grade of
Senior Technical Officer (Legal Metrology) upon moving in the higher salary
scale.
CONSUMER AFFAIRS UNIT

30.43
The objectives of the Consumer Affairs Unit (CAU) are, among others, to: protect
consumers by ensuring compliance with consumer laws and checks in trade
premises; educate consumers of their rights and responsibilities through
talks/sensitization programmes on all aspect of related legislations, publication of
booklets, flyers, posters and projection of video clips, and settle disputes between
traders and consumers by mutual agreement or through a court of justice. CAU
envisions to create an environment of trust, reliability and responsibility between
traders and consumers for promoting better trade practices.
30.44
The Unit comprises the following grades: Head, Consumer Affairs Unit, Principal
Consumer Affairs Officer, Senior Consumer Affairs Officer and Consumer Affairs
Officer. The post of Head, Consumer Affairs Unit is vacant and a Principal Consumer
Affairs Officer has been assigned to perform the duties of the grade.
30.45
In the context of this review, representatives of the CAU submitted the following
proposals: upgrading of qualification requirement at source level for future entrants;
redesigning the Consumer Affairs Unit with a Director at its apex; revising existing
allowances; decentralisation of offices for proximity to consumers; wear and tear
allowance for extensive use of car; parking allowance and grant of 100% duty
remission to its officers. Management supported some of the requests and informed
that the Consumer Affairs Unit would be reorganised, once the Consumer Protection
Act is amended and promulgated.
30.46
During consultation, both management and staff sides were apprised that request
pertaining to upgrading of qualification of a particular grade may be considered in the
light of job evolution and increasing complexity of tasks. Parties were also informed
of the eligibility criteria for the determination and granting duty free vehicles. As
regards the issue of decentralisation, parties were informed that this should be
addressed administratively whereas demands pertaining to general conditions would
be looked at holistically by the Bureau. Members of the Union were requested to
submit anew their claim for parking allowance to the MCSAR through the parent
Ministry for reconsideration.
30.47
After a thorough examination of the requests and pending the promulgation of the
amended Consumer Protection Act, the organisation structure is being maintained.
However, we are reviewing the qualification requirement of Head, Consumer Affairs
Unit to facilitate vertical mobility in the cadre and revising the existing allowance.
Pay Review 2016
~598~
Civil Service

30.48
The grade of Head, Consumer Affairs Unit is an open position for serving officers who
possess a relevant degree and administrative experience. In view of a proposed
reorganisation of the Consumer Affairs Unit which is yet to concretize, the post has
remained vacant for years. Meanwhile, the seniormost officer has been assigned the
duties of the Head, Consumer Affairs Unit. As a consequence, vacant posts were not
filled in the upper echelon of the hierarchy. Officers of the cadre have thus argued
that their legal aspiration of a career progression has been thwarted, the moreso as
they have stagnated for years on top of their respective salary scale. They have
therefore requested that appointment to the grade of Head, Consumer Affairs Unit
should be made from among qualified officers of the Consumer Affairs Cadre as their
expertise and knowledge could be gainfully utilised by the organisation/Ministry.
30.49
We are recommending accordingly to motivate employees of the cadre and for the
wider interest of the consumers.
Recommendation 3
30.50
We recommend that:
(i)
in future, appointment to the grade of Head, Consumer Affairs Unit be

made by selection from among officers of the Consumer Affairs cadre
possessing a degree in Economics or Commerce or Sociology or
Management or Law or a joint degree in either two of the
abovementioned subjects, from a recognised institution or an equivalent
qualification and reckoning a minimum of twelve years experience in
the Consumer Affairs cadre inclusive of at least two years at supervisory
level; and
(ii)
Management should, in the interest of the service, proceed at the earliest

with the filling of the post of Head, Consumer Affairs Unit.
Allowance to Officers of the Consumer Affairs Cadre

30.51
At present, officers of the Consumer Affairs Cadre possessing specific

communication skills and who are called upon to conduct and coordinate consumer
education programmes campaign as well as delivery talks through the media are paid
an allowance of the Rs 250 per session.
30.52
We are maintaining the present arrangement and revising the quantum of allowance.
Recommendation 4
30.53
We recommend that the allowance payable to officers of the Consumer Affairs

Cadre possessing specific communication skills and who would be called upon
to conduct and coordinate consumer education programmes/campaign as well
and deliver talks though the media be revised to Rs 265 per session.
~599~
Pay Review 2016
Civil Service
Hours of Work
30.54
As per the existing schemes of service of all grades in the Consumer Affairs Cadre,
Officers may, in the performance of the duties be called upon to work outside normal
working hours, including Sundays and Public Holidays. The element has been
taken into consideration in determining the salary of the grades.
COMMERCE DIVISION
SALARY SCHEDULE
Salary Code
02 000 106

Rs 122000
Permanent Secretary
02 094 096
Rs 83000 x 3000 89000

Director of Trade
02 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
Principal Analyst (Trade)
02 069 085
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Senior Analyst (Trade)
02 054 081
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Analyst (Trade)
18 061 077
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

Senior Commercial Officer
18 050 071
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 40800

Commercial Officer (Personal to officers in post as at 30.06.2008)
18 050 069
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

Commercial Officer
Pay Review 2016
~600~
Civil Service
Salary Code
18 038 063
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 32500
Assistant Commercial Officer
08 038 063
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 32500
Trade Information Officer
24 023 056
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325

17700 x 375 19575 x 475 21950 x 625 23200 x 775 27075
24 030 054
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 25525
Heavy Vehicle/Mechanical Driver
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200
Driver
24 018 044
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575
Security Guard
24 015 040
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 18075
Helper
24 001 038
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x

260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker
~601~
Pay Review 2016
Civil Service
Salary Code

LEGAL METROLOGY SERVICES
19 094 096
Rs 83000 x 3000 89000

Director, Legal Metrology Services
19 080 094
Rs 54825 x 1625 62950 x 1850 68500 x 1950 74350 x 2825

80000 x 3000 83000
Deputy Director, Legal Metrology Services
19 069 089
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850

68500 x 1950 70450
Legal Metrologist
19 055 081
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Legal Metrology Officer
19 061 076
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525 48425

Senior Technical Officer (Legal Metrology)
19 044 072
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125

x 1225 40800 x 1525 42325

18 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
18 063 079
Rs 32500 x 925 37125 x 1225 40800 x 1525 49950 x 1625

53200
Principal Consumer Affairs Officer
18 056 076
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525

48425
Pay Review 2016
~602~
Civil Service
Salary Code
18 050 073

Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225
40800 x 1525 43850
***********
~603~
Pay Review 2016
Civil Service
Pay Review 2016
~604~
Civil Service
31.
Ministry of Gender Equality, Child Development and

Family Welfare
MINISTRY OF GENDER EQUALITY, CHILD DEVELOPMENT

AND FAMILY WELFARE
31.1
The Ministry of Gender Equality, Child Development and Family Welfare envisions to
have a society which is free from violence, exploitation and discrimination where the
fundamental rights of women and children are respected and where human values
within the family and the civil society are cherished. It is responsible for the
formulation and implementation of policies for the rights and welfare of women,
children and families.
31.2
The mission of the Ministry is to frame and execute policies and programmes/projects
geared towards upgrading the status of women, children and family, safeguarding
their rights and protecting them against all kinds of abuse and discrimination while
empowering women through basic skills development and entrepreneurship
development.
31.3
The Ministry carries out its activities through different units, namely, Child
Development Unit, Family Welfare and Protection Unit, Home Economics Unit,
Gender Unit and Planning and Research Unit. It also has under its aegis the National
Womens Council, the National Childrens Council and the National Women
Entrepreneur Council which have been ascribed specific roles and functions to enable
the Ministry to achieve its objectives efficiently and effectively.
31.4
During consultations with management, much emphasis was laid on paragraphs 4850 of the Government Programme 2015-2019 which makes mention of the coming
up of a new legislation on women, children, community care and protection including
the introduction of a new Childrens Bill. The Ministry was apprised that any new
position in line with the Childrens Bill would be considered once the Bill is proclaimed.
In view of the continuous increase in family/social problems and inadequate staffing
structure, shortcomings have been noted in the delivery of services. The Ministry has
accordingly made proposals to review the present structure to meet the objectives of
its mandate and better serve its stakeholders. Request from the staff side has also
been made that, in view of the increase in the number of projects/programmes, there
is need to increase the establishment size to meet the challenges. The main demands
of both Management and Staff side relate to the creation, restyling and upgrading of
some posts.
31.5
However, the profiles for almost all the new grades requested were not submitted to
the Bureau for salary grading and inclusion in this Report. A revamping of the present
structure, based on functional needs, would be considered on an adhoc basis after
the publication of this Report.
31.6
We are, therefore, in this Report, maintaining the present organisation structure and
other provisions while revising the salary scales of existing grades and improving
existing conditions of work. We are also making provision for a new grade of
Documentalist which profile has been submitted to the Bureau.
~605~
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Civil Service

Family Welfare
Child Development Unit

Commuted Allowance
31.7
The Head, Child Development Unit is required to be On-Call after normal working
hours, during weekends and public holidays. Incumbent is presently paid a monthly
commuted allowance for monitoring and supervising the duties of a team after normal
working hours. The allowance is being maintained in this Report.
Recommendation 1
31.8
We recommend that the Head, Child Development Unit should continue to be

paid a monthly Commuted Allowance of Rs 6100 for monitoring and attending
to cases related to child abuse/violence after normal working hours, during
weekends and public holidays.
Family Welfare and Protection Unit

Commuted Allowance
31.9
The Head, Family Welfare and Protection Unit is presently being paid a monthly
commuted allowance as incumbent is required to be On-Call to monitor and
supervise the duties of officers in the unit after normal working hours. We are
maintaining the allowance.
Recommendation 2
31.10
We recommend that the Head, Family Welfare and Protection Unit should
continue to be paid a monthly Commuted Allowance of Rs 6100 for monitoring
and attending to cases related to domestic violence after normal working
hours, during weekends and public holidays.

31.11
Presently, Family Welfare and Protection Officers are appointed by selection from
among candidates possessing a Diploma in Social Work/Social Studies/Social
Welfare/Psychology/Sociology or an alternative equivalent qualification. It has been
submitted that the Family Welfare and Protection Officers possessing a degree in the
relevant field are required to shoulder higher responsibilities to meet the demand of
various stakeholders and therefore, should be compensated adequately. We are
agreeable to this proposal and are making appropriate provision.
Recommendation 3
31.12
We recommend that officers in the grade of Family Welfare and Protection

Officer possessing a Degree in Social Work/Social Studies/Social
Welfare/Psychology/ Sociology or an alternative equivalent qualification and
who are regularly called upon to shoulder higher responsibilities, should be
allowed to move incrementally up to salary point Rs 40800 after drawing their
top salary for a year.
Pay Review 2016
~606~
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Family Welfare
Time Off Facilities

31.13
The Ministry organises several activities on Community Child Watch and Child
Mentoring, among others, regularly outside normal working hours and the services
of the Family Welfare and Protection Officers are required to ensure a citizen-centric
service. Both Management and the staff side have submitted that these officers
cannot be properly compensated by way of time off for the extra hours of work put in
because of the specificity of their jobs. We are agreeable to this request and are
making appropriate provisions.
Recommendation 4
31.14
We recommend that arrangements should be made for incumbents in the grade

of Family Welfare and Protection Officer who are required, on a regular basis,
to put in additional hours of work to cope with the demands of their job, be
granted equivalent time off for the extra hours put in. However, where it has
not been possible for Management to grant, upon application, time off within a
period of four months, the officers should be compensated at the normal hourly
rate, subject to having put in a minimum of 15 extra hours in a month.
Allowance (Hot Line Service)

31.15
The Ministry operates a 24-hour Hot Line Service to provide first hand counselling
and advice to the public on any family related issue/problem and in particular to
desperate persons who are in urgent need of help and support. Officers who attend
to the Hot Line Intervention are being granted an all-inclusive allowance and this
arrangement is being maintained.
Recommendation 5
31.16
We recommend that officers who are required to answer phone calls received
after office hours during weekdays, weekends and public holidays through the
three digits Hotline Intervention of the Ministry for the purpose of first hand
counselling, advice or intervention into family and child abuse/violence cases,
as appropriate, should be paid an all-inclusive allowance as follows:Period
All-inclusive Allowance
Weekdays
From 1600 hours to 0900 hours the following
day
Saturdays, Sundays and Public Holidays
From 0900 hours to 0900 hours the following
day
Rs 325 per day/night

period
period
Risk Allowance
31.17
Presently, officers of the Child Development Unit and Family Welfare and Protection
Unit who, by nature of their work, are exposed to very risky situations/environment
are being paid a monthly Risk Allowance. We are maintaining this allowance.
~607~
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Family Welfare
Recommendation 6
31.18
We recommend that officers working in the Child Development Unit and Family
Welfare and Protection Unit who, by nature of their work, are exposed to very
risky situations and environment be paid a monthly Risk Allowance equivalent
to one and a half increments at the initial of their respective salary scales.
Documentalist (New Grade)

31.19
There is a Documentation Unit at the Ministry. Management has submitted that the
Unit is presently not fully equipped and no longer responds to its needs. Hence, there
is an urgent need for a dedicated grade to be responsible for the re-organisation of
this unit. We favour this request for the benefit of the organisation and the service it
provides.
Recommendation 7
31.20
We recommend the creation of a grade of Documentalist. Appointment thereto,

should be made by selection from among candidates possessing a Cambridge
School Certificate with credit in five subjects including English, French and
Mathematics and a Certificate in Library Studies or an alternative equivalent
qualification.
31.21
Incumbent would be required, inter-alia, to assist in the administration and

management of the Documentation and Research Unit; select, acquire, and classify
catalogue/periodicals/publications; maintain and update records; and provide
research assistance on matters pertaining to Gender, Family and Children issues.
Home Economics Unit

31.22
In our last Report, provision was made for those Senior Home Economics Officers
possessing the relevant Degree or an alternative equivalent qualification to be
compensated adequately since they are required to shoulder responsibilities at a
higher level. We are maintaining this provision.
Recommendation 8
31.23
We recommend that officers in the grade of Senior Home Economics Officer

possessing a Degree in Home Economics or Home Science or Food Science or
an alternative equivalent qualification and who are regularly called upon to
shoulder higher responsibilities, should continue to be allowed to move
incrementally up to salary point Rs 49950 after drawing their top salary for a
year.
Psychologist
31.24
At present, Psychologists of the Ministry possessing a postgraduate qualification in

Clinical Psychology or Counselling Psychology who are required, over and above
their normal duties, to provide clinical services to children and their families, are paid
Pay Review 2016
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Family Welfare
an allowance. We consider that this provision should be maintained. In addition, we

are restyling the grade to a more appropriate job appellation in consonance with the
level of duties being performed by incumbents and also providing for enhanced career
earnings.
Recommendation 9
31.25
We recommend that the grade of Psychologist be restyled Psychologist/Senior

Psychologist.
31.26
We further recommend that officers in the grade of Psychologist/Senior

Psychologist formerly Psychologist possessing a postgraduate qualification in
Clinical Psychology or Counselling Psychology with clinical experience and
who are required to provide clinical services to children and their families, over
and above their prescribed duties should continue to be paid an allowance
equivalent to two increments at the point reached in their salary scale subject
to the approval of the Supervising Officer.

31.27
The payment of On-Call and In-Attendance Allowances to officers in several

grades for the provision of an emergency service after office hours on a rotational
basis and to attend to people in distress at nights, during weekends and on Public
Holidays, is being maintained.
Recommendation 10
31.28
We recommend that officers of the Ministry who are On-Call and required to
attend to emergencies during On-Call be paid allowances as follows:On-Call
Allowance
Rs
Grade
Period
Psychologist
Weekdays
the following day
Public Holidays
the following day
Coordinator
Weekdays
the following day
~609~
Rs 300 daily
Rs 450 daily
Rs 250 daily
In-Attendance during
On Call
Rs/hour
Rs 150 per hour of
attendance up to a
maximum of Rs 600 per
day/night period.
Rs 150 per hour of
attendance up to a
maximum of Rs 900 per
day/night period.
***
Pay Review 2016
Civil Service

Family Welfare
Grade
On-Call
Allowance
Rs
Period
Public Holidays
the following day
Principal
Family Welfare
and Protection
Officer
Senior Family
Welfare and
Protection
Officer
Senior Child
Welfare Officer
(Personal)
Inspector of
Police
Police
Sergeant
Police
Constable
Child Welfare
Officer(Person
al)
Nursing
Officer
Family Welfare
and Protection
Officer
Weekdays
the following day
Public Holidays
the following day
Weekdays
the following day

Public Holidays
the following day
Rs 375 daily
On Call
Rs/hour
***
Rs 165 daily
Rs 250 daily
Rs 165 daily
Rs 250 daily
***
Rs 80 per hour of
attendance up to a
maximum of
period.
Rs 80 per hour of
attendance up to a
maximum of
period.
Care Worker
Weekdays
the following day

Public Holidays
the following day
Pay Review 2016
~610~
Rs 125 daily
Rs 185 daily
Rs 65 per hour of
attendance up to a
maximum of
period.
Rs 65 per hour of
attendance up to a
maximum of
period.
Civil Service

Family Welfare
Grade
Driver
On-Call
Allowance
Rs
Period
On Call
Rs/hour
Weekdays
Rs 105 daily
***
the following day
Public Holidays
Rs 155 daily
the following day
*** Overtime at the rates in force for attendance outside normal working
hours.
MINISTRY OF GENDER EQUALITY, CHILD DEVELOPMENT,

AND FAMILY WELFARE
SALARY SCHEDULE
Salary Code
02 000 106

Rs 122000
Permanent Secretary
23 054 081
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
Co-ordinator
19 059 085
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 62950
Psychologist/Senior Psychologist
23 057 076
Rs 27850 x 775 32500 x 925 37125 x 1225 40800 x 1525

48425
Principal Family Welfare and Protection Officer
05 044 067
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 36200

Documentalist (New Grade)
~611~
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Civil Service

Family Welfare
Salary Code
23 052 072

Rs 23975 x 775 32500 x 925 37125 x 1225 40800 x 1525
42325
Senior Family Welfare and Protection Officer
23 038 070
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 32500 x 925 37125 x 1225 39575
18 038 067
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 32500 x 925 37125 x 1225 38350
Enforcement Officer
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200
Driver
24 019 045
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 20050
24 018 044
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325

17700 x 375 19575
Security Guard (Personal)
24 016 043
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300

15750 x 325 17700 x 375 19200
Stores Attendant
24 001 038
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x

260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker
GENDER UNIT
23 090 092
Rs 72400 x 1950 74350 x 2825 77175

Head, Gender Unit
Pay Review 2016
~612~
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Family Welfare
Salary Code
23 069 085

Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950
Gender and Development Officer
HOME ECONOMICS UNIT
23 075 091
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

74350
Head, Home Economics Unit (Personal)
23 058 075
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525

46900
23 038 070
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 32500 x 925 37125 x 1225 39575
Home Economics Officer
23 026 059
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 29400
Instructor (Personal)
CHILD DEVELOPMENT UNIT
23 090 092
Rs 72400 x 1950 74350 x 2825 77175

Head, Child Development Unit
23 030 063
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 32500
Child Welfare Officer (Personal)
23 023 058
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 28625
Child Care Worker
formerly Care Worker
PLANNING AND RESEARCH UNIT
23 090 092
Rs 72400 x 1950 74350 x 2825 77175

Head, Planning and Research Unit
~613~
Pay Review 2016
Civil Service

Family Welfare
Salary Code
23 054 081

Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525
49950 x 1625 56450
Research Officer
FAMILY WELFARE AND PROTECTION UNIT
23 090 092
Rs 72400 x 1950 74350 x 2825 77175

Head, Family Welfare and Protection Unit
***********
Pay Review 2016
~614~
Civil Service
32.
Ministry of Financial Services, Good Governance

and Institutional Reforms
MINISTRY OF FINANCIAL SERVICES, GOOD GOVERNANCE AND

INSTITUTIONAL REFORMS
32.1
The Ministry of Financial Services, Good Governance and Institutional Reforms

(MFSGGIR) was set in December 2014 with a view to giving a new impetus to the
financial services which constitute a key sector of our economy. It envisions to
transform Mauritius and promote wealth and good governance.
32.2
The mandates of the Ministry are to fight fraud, eradicate corruption, malpractices
and irregularities in all aspects of public life; reinstate good governance practices;
spearhead institutional reforms in the public sector to make it more productive,
transparent, accountable and customer friendly; and promote the development of
global business, wealth and asset management and to position Mauritius as a
financial hub for Africa.
32.3
The MFSGGIR is under the overall responsibility of the Permanent Secretary who is
assisted by officers in the administrative, professional and technical cadres. Staff of
the general services provide support services to the Ministry.
32.4
In the initial stage of operation, staff of the Office of Public Sector Governance from
the Prime Ministers Office who were dealing with good governance issues are now
operating under the aegis of this Ministry. Moreover, pending the creation of technical
grades on the establishment, the Ministry is presently having recourse to the services
of professional staff on contract basis in an advisory capacity.
32.5
In the context of this review exercise, it has been submitted that the organisation
structure of the Ministry is being reviewed. On completion of the exercise by the
Ministry, the Bureau would provide appropriate salary grading upon request. We are,
however, making appropriate recommendations in line with submissions from
Management in the present context.
Director-General, Office of Public Sector Governance

32.6
Management has submitted that with a view to optimising resources and avoiding
duplication of work, the organisation structure of the Office of Public Sector
Governance be reviewed so as to fit the organisation requirements of the Ministry.
Accordingly, the Office of Public Sector Governance would be absorbed within the
Ministry and the post of Director-General, Office of Public Sector Governance would
be phased out.
Recommendation 1
32.7
We recommend that the grade of Director-General, Office of Public Sector

Governance should be made evanescent. A personal salary has been provided
to incumbent in post.
~615~
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Civil Service

Handy Worker (New Grade)

32.8
Management has submitted that in order to enhance service delivery with a view to
providing support to existing staff in the day-to-day running of the organisation, there
is need for a grade of Handy Worker on the establishment of the Ministry to allow
more flexibility and optimum utilisation of human resources. We are, therefore,
making appropriate provision.
Recommendation 2
32.9
We recommend the creation of a grade of Handy Worker on the establishment

of the Ministry of Financial Services, Good Governance and Institutional
Reforms. Appointment thereto, should be made by selection from among
General Workers on the permanent and pensionable establishment in the Civil
Service who possess the Certificate of Primary Education.
32.10
Incumbent would be required to, among others, clean office premises; operate office
equipment such as duplicating, photocopying and fax machines; make and serve tea;
and perform simple gardening duties.
MINISTRY OF FINANCIAL SERVICES, GOOD GOVERNANCE AND

INSTITUTIONAL REFORMS
SALARY SCHEDULE
Salary Code
01 000 107

Rs 140000
Director-General, Office of Public Sector Governance (Personal)
02 000 106
Rs 122000
Permanent Secretary
01 000 105
Rs 119000
Director, Office of Public Sector Governance
01 086 095
Rs 64800 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

86000
Lead Financial and Governance Analyst
01 058 085
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 62950
Financial and Governance Analyst/ Senior Financial and
Governance Analyst
Pay Review 2016
~616~
Civil Service

Salary Code
01 064 078
Rs 33425 x 925 37125 x 1225 40800 x 1525 49950 x 1625

51575
Senior Accounting Technician
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200
Driver
24 015 041
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300

15750 x 325 17700 x 375 18450
***********
~617~
Pay Review 2016
Civil Service
Pay Review 2016

~618~
Civil Service
33.
Ministry of Business, Enterprise and Cooperatives
MINISTRY OF BUSINESS, ENTERPRISE AND COOPERATIVES
33.1
The Ministry of Business, Enterprise and Cooperatives (MBEC) formulates policies

pertaining to Small and Medium Enterprises (SME) and Cooperatives. It acts as a
facilitator and catalyst in the promotion, development and growth of a competitive and
innovative SME Sector by creating the appropriate framework through mentoring,
coaching and provision of adequate business development support and incentives.
33.2
In line with Governments vision of making the cooperative movement a key partner
with the second socio-economic miracle, the Ministry provides the appropriate
technical, professional and managerial support to businesses to enhance their
economic growth and sustainable development.
33.3
The MBEC comprises two main Divisions, namely: Business Enterprise and
Cooperatives. Each Division has its own specific responsibility to boost up the
entrepreneurial community. The Business Enterprise Division pursues activities
through Small and Medium Enterprise Development Authority and the Mauritius
Business Growth Scheme (MBGS) while the Cooperative Division delivers its
services through the Cooperative Society Section and the Cooperative Development
Unit.
33.4
The Permanent Secretary is the Responsible and Accounting Officer of the Ministry.
BUSINESS ENTERPRISE DIVISION
33.5
The mandate of the Business Enterprise Division includes Micro, Small and Medium
Enterprise (MSMEs), business and competitiveness.
During consultation,
Management informed that the Ministry does not have any technical division or
Technical Officer to support it in policy making as well as in the implementation of
projects and other activities. At present, with regards to matters pertaining to MSMEs,
the Ministry is depending extensively on the support of the SMEDA, which is the
implementing agency for the SME Sector. Further the Ministry of Finance and
Economic Development (MOFED) has seconded two Analyst/Senior Analysts to
assist the office in some technical aspects regarding SMEs.
33.6
Management also reported that Government is laying much emphasis on the

business sector for the socio-economic development of the country. Several
important targets have been set both in the Government Budget and the Vision
Statement 2030 for the development of the business sector and increasing the
competitiveness of the human resources and business industry in general. Hence, it
is imperative for the Ministry to have the relevant technical support to formulate viable
policies for the implementation of Government programme. In this respect proposal
was made to establish a Business and Enterprise Unit which would be staffed by a
technical cadre comprising three levels. We are recommending accordingly.
~619~
Pay Review 2016
Civil Service
Recommendation 1
33.7
We recommend the setting up of a Business and Enterprise Unit comprising

the following levels:
(i)
Principal Business and Enterprise Analyst (New Grade)
(ii)
Senior Business and Enterprise Analyst (New Grade)
(iii)
Business and Enterprise Analyst formerly Analyst (Business and

Enterprise)

33.8

(i)
The grade of Principal Business and Enterprise Analyst should be filled

by promotion, on the basis of merit and experience, of officers in the
grade of Senior Business and Enterprise Analyst reckoning at least three
years experience in a substantive capacity in the grade and who have
displayed skills in organisation of work and supervision of subordinates.
Incumbent would be required, among others, to direct and manage corporate
policy and strategy functions for Business Sections; to supervise, coordinate
and monitor the work of subordinate staff; advise in the development of
business sectors policies and strategies in the business sectors and
competitiveness; and coordinate competitiveness related programme for
development to promote guidance on bilateral, regional cooperation and
multilateral issues.
(ii)
Appointment to the grade of Senior Business and Enterprise Analyst

should be made by selection from among officers in the grade of
Business and Enterprise Analyst formerly Analyst (Business and
Enterprise) reckoning at least three years experience in a substantive
capacity in the grade. In the absence of qualified candidates, recruitment
thereto should be made by selection from among qualified serving
officers possessing a Degree in Public Administration or Administration
and Management or Business Studies or Business Economics and
Investment Analysis or Economics or Entrepreneurial Management or
Finance or Management or an equivalent qualification acceptable to the
Public Service Commission and reckoning at least three years post
qualification experience in Business Enterprise Sector.
Incumbent would be required, among others, to assist in the formulation and
review of business sectors including business and competitiveness policies
and strategies; undertake research work and prepare technical reports;
monitor the performance of business enterprises and assist in the evaluation,
Pay Review 2016
~620~
Civil Service
implementation and monitoring of projects and support programmes; provide

technical inputs on bilateral, regional and multilateral issues; and collect
statistics and information on business activities both locally and internationally.
COOPERATIVE DIVISION
33.9
The Cooperative Division has the statutory duty to ensure that Cooperative Societies
operate within the cooperatives legal regulatory framework. It assists in the
consolidation, promotion and development of the cooperative movement through the
creation and provision of a favourable and conducive environment for entrepreneurs.
33.10
The Cooperative Division is organised in two distinct sections, namely the

Cooperative Society Section (CSS) and the Cooperative Development Unit (CDU)
headed by the Registrar of Cooperative Societies and the Secretary for Cooperative
Development respectively. The CSS is responsible, inter alia, for enforcement of the
Cooperative Act whereas the CDU acts as a facilitator and assists in the formulation
of policies, programmes and strategies for the overall development of the cooperative
sector.
COOPERATIVE SOCIETY SECTION
33.11
The functions of the Cooperative Society Section are, among others: formulation and
registration; auditing of financial accounts; supervision, inspection and monitoring of
cooperative societies; preparing programmes and policies for the cooperative sector
and coordinating activities with other institutions; conception, implementation and
monitoring of national cooperative development projects; coordination of foreign
financial and technical assistance for the implementation of cooperative projects;
promoting new management concepts through HRD, training and education within
the Cooperative Sector; and promoting and developing the cooperative movement
for the economic, social and cultural upliftment.
33.12
The organisation structure of the Cooperative Society Section comprises the

Registrar, Cooperative Societies at the head of the Section who is responsible for the
day-to-day management. He is assisted by a Deputy Registrar, Cooperative
Societies, staff of the Cooperative Officer cadre and officers of the general services
grade.
33.13
At present, officers of the Cooperative Officer cadre at the level of Divisional

Cooperative Officer have been assigned the duties of the posts of Registrar,
Cooperative Societies and Deputy Registrar, Cooperative Societies.
33.14
In the context of this review, Management and union members have made the
following representations: creation of grades and additional posts at different levels
in the cadre; upgrading of qualification at entry level; sponsorship for officers of the
cadre to upgrade qualification; overseas training for all staff irrespective of age; and
the post of Cooperative Development Officer to be filled from qualified officers of the
Cooperative Officer cadre.
~621~
Pay Review 2016
Civil Service
33.15
Both Management and staff officials were apprised that new grades are established
depending upon the functional needs of the organisation whereas creation of
additional posts and amending schemes of service rest with Management. They were
further informed that the Chapter on Training and Development in volume one of our
Report makes ample provisions on training for the upskilling of officers and to
enhance service delivery.
33.16
As the present organisation structure is appropriate, it requires no change. We are,

however, replicating the decision of the High Powered Committee concerning
appointment to the grade of Registrar, Cooperative Societies.
Registrar, Cooperative Societies

33.17
Taking into account the important functions of the Cooperative Division and the need
for the Division to be headed by a full-fledged Registrar, it was recommended by the
EOAC Report 2013 that the grade of Registrar, Cooperative Societies should be filled
by promotion, on the basis of experience and merit, of officers in the grade of Deputy
Registrar, Cooperative Societies. Consequently, the scheme of service of the grade
of Registrar, Cooperative Societies has been amended to reflect this
recommendation.
33.18
Subsequently, the Ministry submitted that there was no substantive holder in posts in
the grade of Registrar, Cooperative Societies and Deputy Registrar, Cooperative
Societies. Vacancy in the grade of Deputy Registrar, Cooperative Societies was
reported to the Public Service Commission but was yet to be advertised. As per the
current practice, upon appointment to the grade of Deputy Registrar, Cooperative
Societies, incumbent would be required to serve in a temporary capacity for a
minimum period of six months after which he would be promoted to the grade of
Registrar, Cooperative Societies.
33.19
In line with Government programme 2015-2019 Achieving Meaningful Change,

the Cooperative Sector is being called upon to play an important role in the economic
development of the country and consequently the Ministry views that there is an
urgent need to have a full-fledged Registrar, Cooperative Societies with the right
profile and calibre to shoulder the responsibilities and assist in policy formulation and
spearhead all legal and institutional reforms in the Cooperative Sector. In view
thereof, a request has been made to amend the mode of appointment to the grade of
Registrar, Cooperative Societies from promotion to selection to enable the prompt
filling of the position.
33.20
Since the request to amend the mode of appointment in the scheme of service of the
grade of Registrar, Cooperative Societies constituted a major change and departure
from the 2013 EOAC Report, the advice of the High Powered Committee was sought.
33.21
The HPC at its meeting held on 22 December 2015 approved that the following
qualification requirements for the grade of Registrar, Cooperative Societies should
henceforth be adopted:
Pay Review 2016
~622~
Civil Service
By selection from among

A.
Candidates who possess(i)
a degree in Law or Management or Business Administration or

Economics or Finance or an equivalent qualification acceptable to the
Public Service Commission;
OR
A professional qualification in Accountancy; and
(ii)
a minimum of five years post qualification experience in a senior

managerial position.
AND
B.
33.22
officers in the grades of

(i)
Deputy Registrar, Cooperative Societies;
(ii)
Divisional Cooperative Officer who reckon at least three years service

in a substantive capacity in the grade or an aggregate of at least five
years service in a substantive capacity in the grades of Divisional
Cooperative Officer and Principal Cooperative Officer; and
(iii)
Principal Cooperative Officer reckoning at least eight years service in

the grade.
The above qualifications requirement are being maintained until such time that
the post of Registrar, Cooperative Societies is filled in a substantive capacity.
Thereafter, necessary amendments should be brought by the Ministry in the
scheme of service of the grade to restore appointment thereto by promotion,
on the basis of experience and merit, of officers in the grade of Deputy
Registrar, Cooperative Societies.
Cooperative Officer
33.23
A Qualification Bar (QB) has been inserted in the salary scale of the grade.
Cooperative Officers possessing Diploma in Cooperative Studies or the Diploma in
Development Studies or who have completed successfully all papers of
Fundamentals (Skills) formerly Part II of the ACCA Examination or an equivalent
qualification should be allowed to proceed beyond the QB.
Compensation for regular extra hours

33.24
Officers of the Cooperative Officer cadre, who are required to put in additional hours
of work on a regular basis, are given equivalent time off for extra hours put in. Where
it has not been possible for Management to grant time-off to the officers within a
period of four consecutive months, an appropriate allowance as compensation for the
extra hours put in is payable to them subject to the approval of the Ministry of Civil
Service and Administrative Reforms. We are maintaining this recommendation.
~623~
Pay Review 2016
Civil Service
COOPERATIVE DEVELOPMENT UNIT

33.25
The Cooperative Development Unit (CDU), as a policy unit, assists in the preparation
and implementation of development programmes, projects and strategies. It
formulates and monitors several incentive schemes and supports programmes for a
sustainable growth of the cooperative movement. In addition, it processes requests
for assistance from aid/donor agencies and countries. It also participates in meetings
at the level of bilateral joint commissions and provides inputs on the cooperative
movement.
33.26
The overall responsibility of the CDU, comprising a three level structure, rests with
the Secretary for Cooperative Development. He is supported by officers in the grades
of Senior Cooperative Development Officer and Cooperative Development Officer
and officers of the general services cadre.
33.27
In the context of this review, staff side and Management have made the following
proposals: a restructuring of the CDU with the creation of a grade and additional posts
at all levels, and to restore parity in the salary of the grades of Secretary for
Cooperative Development and that of the Registrar, Cooperation Societies.
33.28
After examining the rationale given in regard to these proposals, the Bureau could
not find adequate justification to accede to the demands. Parties were apprised that
grades are created whenever there are functional needs in the organisation whereas
increasing the number of posts at any level is the prerogative of Management. The
restoration of parity of salary would be examined after considering all job factors and
related implications. Management was further apprised that grades which are
urgently required would be graded by the Bureau on an adhoc basis provided the
established procedures have been followed.
33.29
The organisational set up of the Ministry is appropriate to deliver efficiently and

effectively and on its mandate and no change is being brought to it.
Office Clerk
33.30
with the Civil Service College to mount an appropriate award course for Office Clerks,
master salary scale up to salary point Rs 25925, that is, by two increments. It is to
be noted that the objective of the course is to equip the Office Clerks with relevant
skills to effectively perform clerical duties which are being assigned to them.
33.31
issue.
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Recommendation 2
33.32
We recommend that:
(i)
the Ministry of Civil Service and Administrative Reforms should

continue, in collaboration with the relevant authorities, to organise work
oriented Award Course for Office Clerks;
(ii)

Rs 28625;
(iii)
Office Clerks who have successfully completed the Award Course and
reached for the computation of their pensionable emoluments; and
(iii)
the MCSAR should ensure that the level of the course set should also
take into consideration the level of the duties as well as the profile of the
Office Clerks.
MINISTRY OF BUSINESS, ENTERPRISE AND COOPERATIVES

SALARY SCHEDULE
Salary Code

BUSINESS ENTERPRISE DIVISION
02 000 106
Rs 122000
Permanent Secretary
02 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
02 069 085
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

02 054 081
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Business and Enterprise Analyst
formerly Analyst (Business and Enterprise)
~625~
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Salary Code

HANDICRAFT SECTION
06 058 076
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 48425

Supervisor, Handicraft Training Branch
06 036 067
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 36200
Teacher/Senior Teacher, Handicraft Industrial Branch
COOPERATIVE DIVISION
SALARY SCHEDULE
Salary Code
02 000 106

Rs 122000
Permanent Secretary
18 090 092
Rs 72400 x 1950 74350 x 2825 77175

Registrar, Cooperative Societies
18 072 087
Rs 42325 x 1525 49950 x 1625 62950 x 1850 66650

Deputy Registrar, Cooperative Societies
18 066 080
Rs 35275 x 925 37125 x 1225 40800 x 1525 49950 x 1625

54825
Divisional Cooperative Officer
18 063 077
Rs 32500 x 925 37125 x 1225 40800 x 1525 49950

Principal Cooperative Officer
18 052 073
Rs 23975 x 775 32500 x 925 37125 x 1225 40800 x 1525

43850
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Salary Code
18 036 070
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 35275 QB 36200 x 925 37125 x 1225 39575
Cooperative Officer
18 085 092
Rs 62950 x 1850 68500 x 1950 74350 x 2825 77175

Secretary for Cooperative Development
18 069 085
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Senior Cooperative Development Officer
18 054 081
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Cooperative Development Officer
08 022 056
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 27075
Office Clerk
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200
Driver
24 001 038
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x

260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker
**********
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34.
Ministry of Social Security, National Solidarity

and Reform Institutions
MINISTRY OF SOCIAL SECURITY, NATIONAL SOLIDARITY

AND REFORM INSTITUTIONS
34.1
The Ministry of Social Security, National Solidarity and Reform Institutions envisions
to support national and social development for an inclusive society with the strategic
direction to protect, promote and enhance social welfare and national solidarity;
rehabilitate and integrate young offenders in the mainstream of society; and
empowering disabled persons and the elderly.
34.2
The Ministry is responsible, inter alia, for the provision of a vast and diversified range
of social services including the National Pensions and Social Aid; Welfare of the
Elderly and of the Disabled; Empowerment of the Community; Welfare of inmates of
Charitable Institutions; Rehabilitation of juvenile delinquents; Suicide Prevention;
Probation and After Care; Treatment and Rehabilitation of Substance Abusers; and
National Solidarity and Welfare of the Chagossians.
34.3
The main services of the Ministry comprise the provision of adequate financial
assistance to needy persons; implementation of capacity building programmes for
Non-Governmental Organisations in collaboration with different partners;
implementation of self-development, educational, creative, artistic and IT Literacy
Programmes in Day Care Centres; provision of medical support including domiciliary
medical visits and preventive health services to the elderly; implementation of
additional mental and physical rehabilitation programmes for the elderly; payment of
Non-Contributory Basic Pension; supervision and rehabilitation of offenders;
supporting people with suicidal tendencies; and rehabilitation of juvenile offenders
through Rehabilitation Youth Centres.
34.4
The main operational units of the Ministry are Social Aid and National Pensions and
Reforms Institutions which have been ascribed specific functions such as payment of
Social Aid and Benefits; implementation of social/community development policies for
various stakeholders; and rehabilitation of young offenders in the community through
the Rehabilitation Youth Centres, towards a normal social life.
34.5
The activities of the Elderly Sector are organised under different departments and
specialised organisations such as the Medical Unit, the Recreation Centre for Senior
Citizens, the Welfare and Elderly Persons Protection Unit.
34.6
The Social Welfare Division and a parastatal body, namely the Sugar Industry Labour
Welfare Fund, which were previously operating under the aegis of the Ministry of
Gender Equality, Child Development and Family Welfare, have recently been placed
under the purview of the Ministry of Social Security, National Solidarity and Reform
Institutions.
34.7
The Social Welfare Division directs and controls the operation of Social Welfare
Centres through the formulation of social policies and programmes in line with the
declared actions of Government. The Social Welfare Centres cater, inter alia, for the
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needs of all age-groups through the provision of services and organisation of

information/educational training.
34.8
During consultations with both Management and Unions in the context of this review
exercise, much emphasis was laid on the fact that the Ministry is a citizen-centric
organisation and its customers include needy and destitute persons, the elderly and
persons with disabilities, persons facing severe personal hardship and offenders,
among others. Hence, there is an urgent need for an appropriate structure to support
the Ministry to achieve its mandate of uplifting the needy, destitute and elderly
persons.
34.9
We have examined all the requests made by both Management and Unions and
consider that certain proposals are justified and need to be addressed. We are,
therefore, making appropriate recommendations in this Report.
QUALITY ASSURANCE AND INSPECTION DIVISION

34.10
Management has submitted that the Ministry, during the past years, has been subject
to various criticisms due to its inability to provide timely services to the needy ones.
Various shortcomings have been identified in different areas. This has prompted
Management to come up with a strong and sound control and monitoring system to
provide timely, reliable and quality services to all its stakeholders and for ensuring
quality audit of the human resources, service delivery, infrastructure and equipment
of all the various units of the Ministry.
34.11
We have examined the submissions and are agreeable with Management for the
setting up of a Quality Assurance and Inspection Division staffed with a Director,
Quality Assurance and Inspection; Senior Quality Assurance and Inspection Officer;
and Quality Assurance and Inspection Officer.
Quality Assurance and Inspection Officer (New Grade)

Senior Quality Assurance and Inspection Officer (New Grade)
Director, Quality Assurance and Inspection (New Grade)
Recommendation 1
34.12
We recommend the creation of a grade of Quality Assurance and Inspection

Officer. Appointment thereto should be made by selection from among
candidates possessing a Degree in Management/Economics/Social
Work/Sociology/Social Studies together with a Masters Degree and reckoning
at least five years experience in inspection and/or quality assurance duties.
34.13
Incumbent would be required to, inter alia, carry out system evaluation and submit
reports; assist in service delivery improvement projects; ensure optimum utilisation of
all resources in the various units; assist in staff development programmes and report
on the status of service delivery in the different units.
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34.14
We also recommend the creation of a grade of Senior Quality Assurance and

Inspection Officer. Appointment thereto should be made by promotion, on the
basis of experience and merit, from officers in the grade of Quality Assurance
and Inspection Officer who reckon at least four years service in a substantive
capacity in the grade. In the absence of suitably qualified serving officers,
appointment should be made from candidates possessing a Degree in
Management/Economics/Social Work/Sociology/Social Studies and a Masters
Degree from a recognised institution and reckoning at least eight years proven
experience at managerial level in a major division of a large
institution/department in the field of inspection or quality assurance.
34.15
Incumbent would be required to, inter alia, assist the Director Quality Assurance and
Inspection; supervise the work of Quality Assurance and Inspection Officers; advise
on matters relating to social security, probation and rehabilitation; development of
national policies on social security, probation and rehabilitation of offenders; organise
and conduct courses for officers of the Ministry; and assess service delivery and
provide remedial steps.
34.16
We further recommend the creation of a grade of Director, Quality Assurance

and Inspection. Appointment thereto should be made by selection from among
candidates possessing a Masters Degree in Management/Business
Administration/Public Sector Management/Human Resource Management from
a recognised institution or an equivalent qualification and reckoning at least 10
years proven experience at administrative/managerial level in a major division
of a large institution/department, preferably in the field of inspection and
quality assurance.
34.17
Incumbent would be required to, inter alia, control and monitor the work of
professional/technical/support staff; establish plans for quality assurance at all levels
of the Social Security, Social Welfare, Probation and Reform Institutions; ensure the
monitoring and evaluation of programmes and projects related to social security,
probation and rehabilitation; and advise on service improvement and evaluation.
ELDERLY AND DISABILITY DEPARTMENT

34.18
Management apprised the Bureau of the event of an unprecedented global

demographic transformation and explosion whereby it is expected that by 2050, the
number of persons aged 60 years and above would increase from 600 millions to
almost two billions. The increase would be greatest and most rapid in developing
countries where the older population is expected to quadruple during the next
50 years.
34.19
Mauritius is no exception to this global phenomenon. It has been submitted that as

at December 2013, Mauritius had a population of 1,257,121 out of which 172,229
were aged 60 years and above, including 16,031 who were severely disabled and
dependent. It is projected that the population in 2025 would be 1,320,210 out of which
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258,560 would be over 60 years of age. The number of dependent elderly would be
around 28,000.
34.20
There is a Disability Unit at the Ministry which caters for the social and economic
rehabilitation of persons with disabilities and focuses on the empowerment of these
persons to facilitate their inclusion in the society. The Disability Unit as well as the
other units cater for the needs of the elderly with disabilities.
34.21
However, in a bid to enhance service delivery of the Ministry, Management has made
proposals for the setting up of an Elderly and Disability Department to establish an
elderly and disability-inclusive development which would clearly reflect the policies,
programmes and projects of the Ministry and also provide a single point of access to
both the elderly persons and persons with disabilities. The department will take over
the functions of the Disability Unit and the other units responsible for the elderly and
disabled.
34.22
The Elderly and Disability Department would be responsible for the planning,
development and administration of a comprehensive and integrated service delivery
system so as to ensure that the elderly persons and persons with disabilities of
Mauritius have ample access to the supportive services necessary for them to live
independently with security and dignity.
34.23
We have thoroughly examined the above proposal and, taking into consideration the
looming demographic transformation, we are making appropriate recommendations.
Elderly and Disability Officer (New Grade)

Assistant Director, Elderly and Disability (New Grade)
Director, Elderly and Disability (New Grade)
Recommendation 2
34.24
We recommend the creation of a grade of Elderly and Disability Officer.

Appointment thereto should be made by selection from among serving officers
of the Ministry possessing a Degree in Social Work/Sociology/Psychology/
Social Studies from a recognised institution and reckoning at least two years
experience in a substantive capacity in their respective grade. In the absence
of qualified serving officers, appointment should be made by selection from
among candidates possessing a Degree in Social Work/Sociology/Psychology/
Social Studies from a recognised institution and reckoning at least five years
experience in social work, preferably in the field of disability and elderly.
34.25
Incumbent would be required to, inter alia, implement the provisions of the Protection
of the Elderly Persons Act and the Residential Care Homes Act; attend to queries
and provide necessary support, guidance and assistance to persons with disabilities
and elderly persons in the preparation of their retirement, welfare, re-integration in
the society; provide support and promote the integration of persons with disabilities
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and elderly persons in all aspects of society and advocate for their rights in line with
the respective UN conventions; and organise workshops and seminars on issues of
disability.
34.26
We also recommend the creation of a grade of Assistant Director, Elderly and

Disability. Appointment thereto should be made by promotion, on the basis of
experience and merit, from officers in the grade of Elderly and Disability Officer
who reckon at least four years service in a substantive capacity in the grade.
In the absence of suitably qualified serving officers, appointment should be
made from candidates possessing a Masters Degree and reckoning at least
two years service in a substantive capacity in the grade.
34.27
Incumbent would be required, inter alia, to assist the Director, Elderly and Disability;
supervise the work of Elderly and Disability Officers; assist Non-Governmental
Organisations and Disabled Persons Organisations in capacity building and in project
write-up and improve their service delivery; assist in the formulation of appropriate
legislations relating to the protection, well being and human rights of persons with
disabilities and the elderly persons; and to ensure enforcement of such legislations.
34.28
We further recommend the creation of a grade of Director, Elderly and

Disability. Appointment thereto should be made by selection from among
candidates possessing a Masters Degree in Economics/Public Sector
Management/Business Administration/Social Protection/Social Work/Social
Studies/Sociology/Social Development from a recognised institution and
reckoning at least 10 years proven experience at administrative/managerial
level.
34.29
Incumbent would be required to, inter alia, be responsible for the day to day
management of the Elderly and Disability Department; advise on the formulation of
policies relating to the improvement of the quality of life of the elderly and persons
with disabilities; conceive, plan, develop and implement programs and projects for
the empowerment of the elderly and persons with disabilities and initiate studies,
surveys and research work on the issues of disability and ageing.
RECREATION CENTRES
34.30
The Ministry is presently operating Recreational Centres at Pointe aux Sables, Belle
Mare and Pointe aux Piments, mainly for senior citizens and disabled persons. The
centres regularly host cultural and official functions, seminars and social activities.
Officers working there are being paid an In-Attendance allowance for work during
nights, weekends and public holidays, which is still valid.
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Recommendation 3
34.31
We recommend the payment of an In-Attendance allowance to Disability

Officers, Organising Officers, Senior Organising Officers, Elderly and Disability
Officers and officers of the Social Security Cadre who are required to work
beyond normal working hours at the Recreation Centres to provide a 24-hour
coverage during nights, weekends and public holidays as hereunder:
In-AttendanceAllowance
Rs
Periods
Weekdays
1600 2200 hours
2200 0800 hours the next day
Saturdays
0800 2200 hours
0900 1600 hours
1600 2200 hours
310
510
720
570
365
310
570
WELFARE AND ELDERLY PERSONS PROTECTION UNIT

Hotline Service
34.32
The Ministry is operating a Hot Line Service at the Welfare and Elderly Persons
Protection Unit (WEPPU) for the purpose of receiving complaints in connection with
the non-payment of pension, social aid and other issues regarding the elderly
persons.
34.33
The Hot Line Service, which is operational on a 24-hour basis, is being attended to
on a roster basis from a pool of officers in the grades of Assistant Commissioner,
Social Security and Principal Social Security Officer posted at the WEPPU.
34.34
Every working day of the week an alternate officer attends to the Hotline as from 1600
hours to 0900 hours on the following day. During weekends or public holidays, a
single officer attends to calls which start from Friday 1600 hours and end up on
Monday 0900 hours.
34.35
We are making provision for the payment of an all-inclusive allowance to the officers
involved in attending to the hot-line services.
Pay Review 2016
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Recommendation 4
34.36
We recommend that officers who are required to operate the Hot Line Service
of the Welfare and Elderly Persons Protection Unit to answer phone calls
received after office hours during weekdays, weekends and public holidays for
the purpose of receiving complaints in connection with the non-payment of
pension, social aid and elderly issues, should be paid an all-inclusive
allowance as follows:
Period
Weekdays
From 1600 hours to 0900 hours the Rs 325 per day/night period
following day
following day
SOCIAL SECURITY DIVISION

34.37
The main representation of the unions, in the context of this Report, has been the
upgrading of salaries. This issue has been addressed, to the extent possible, within
the parameters of the Bureau. We are also maintaining the existing provision
regarding movement in the Master Salary Scale for the grades of Senior Social
Security Officer and Principal Social Security Officer who possess a Diploma social
work.

Recommendation 5
34.38
We recommend that incumbents in the grades of Senior Social Security Officer

and Principal Social Security Officer possessing a Diploma in social work or an
alternative equivalent qualification should be allowed to move incrementally in
the Master Salary Scale up to salary points Rs 42325 and Rs 48425 respectively
provided that they:
(i)
(ii)

preceding year; and
(iii)
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SOCIAL WELFARE DIVISION

34.39
In the context of this review exercise, the main representation of the union relate to
an upgrading of salary. This issue has been addressed to the extent possible, within
the parameters of the Bureau. We are also maintaining the existing provision
regarding movement in the Master Salary Scale for the grades of Senior Social
Welfare Officer and Social Welfare Officer who possess a Diploma in Social Work.

Recommendation 6
34.40
34.41
We recommend that incumbents in the grades of Senior Social Welfare Officer

and Social Welfare Officer possessing a Diploma in Social Work or an
alternative equivalent qualification be allowed to move incrementally in the
Master Salary Scale up to salary points Rs 43850 and Rs 40800 respectively,
provided they:
(i)
(ii)

preceding year; and
(iii)
In our last Report, a Qualification Bar (QB) was inserted in the salary scale of the
grade of Social Welfare Officer. Incumbents should possess a Diploma in Social
Work or an alternative equivalent qualification to proceed incrementally beyond
the QB in the salary scale recommended for the grade.
Creation of Departmental IT grades

34.42
Management has submitted that the Ministry has a large network of social security
offices all around the island where operations are carried out electronically through
the use of a wide IT infrastructure. At present, officers of the CISD and CIB provide
their services to support the system. However, the least non-availability of these
officers causes disruption in the day-to-day operations, hence impeding service
delivery. In this context, Management has requested for the creation of three
departmental IT grades for the management and further development of its IT
services.
34.43
During consultation meetings, the Bureau informed Management that as per existing
policy, it is the Ministry of Technology, Communication and Innovation which is
responsible for all IT needs in the Civil Service, including the provision of resources.
Hence, Management may make a request to the CISD and CIB for the posting of
relevant IT staff on a full time basis.
Pay Review 2016
~636~
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34.44

Nevertheless, owing to several similar requests from various quarters, the Bureau
We have
up with a general policy.
Medical Unit
Recommendation 7
34.45
of Health and Quality of Life in respect of the Special Medical Service Allowance
should be made applicable to the Assistant Director and Director, Medical Unit.
Special Provisions for Officers of the Medical Profession

Recommendation 8
34.46
We recommend that the provision made at paragraphs 23.80 and 23.81 under
the Ministry of Health and Quality of Life in respect of the Special Provisions
for Officers of the Medical Profession should equally be extended to the
Assistant Director and Director, Medical Unit.

Recommendation 9
34.47
Development for Officers of the Medical Profession should equally apply to the
Assistant Director and Director, Medical Unit.

Recommendation 10
34.48
of Health and Quality of Life in respect of Rent Free Telephone and Free Calls
for Officers of the Medical Profession should be extended to the Assistant
Director and Director, Medical Unit.
Allowance for the Medical Cadre

Recommendation 11
34.49
of Health and Quality of Life in respect of the Allowance for the Medical
Profession should be extended to the Assistant Director, Medical Unit and the
Director, Medical Unit.
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Allowance to Doctors employed on a sessional basis

34.50
The Bureau still holds the view that the Ministry should continue to consider
the advisability of employing doctors on contract basis to serve Medical
Boards/Tribunal and effect domiciliary visits.
34.51
Doctors employed on a sessional basis at the Medical Unit are presently paid
allowances to provide service to Medical Tribunal and Medical Boards. We are
maintaining the payment while revising the quantum.
Recommendation 12
34.52
We recommend that the allowances paid to doctors and Specialists employed

on a sessional basis to provide service to Medical Tribunal and Boards should
be revised as hereunder:
Grades
Specialist servicing Medical
Tribunal
Specialist servicing Medical
Board
General Practitioner servicing
Medical Board
34.53
Allowances per
session of 3 hours
1625
1390
1155
We further recommend that these allowances should be paid on a pro-rata

basis for all hours of work put in beyond the specified number of hours.
Domiciliary Visits
34.54
As domiciliary visits would continue to be effected by doctors employed on sessional

basis, we are maintaining the payment of the allowance.
Recommendation 13
34.55
We recommend that an allowance of Rs 610 inclusive of travelling expenses,

per claimant visited, be paid to doctors employed on sessional basis for
effecting domiciliary visit.

34.56
Presently, Medical Practitioners employed on sessional basis to provide

24-hour medical coverage at the centre for severely disabled persons at Pointe aux
Sables are paid allowances when on-call and when actually in-attendance, they are
paid an additional allowance inclusive of travelling time. We are revising the quantum
of these allowances.
Pay Review 2016
~638~
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Recommendation 14
34.57
We recommend that medical practitioners employed on sessional basis to

provide 24-hour medical coverage at the centre for severely disabled persons
at Pointe aux Sables should be paid On-Call allowances as follows:
On-Call
Allowance (Rs)
Weekday
Saturday, Sunday and Public Holiday
34.58
620
750
We further recommend that the medical practitioners employed on sessional

basis should be paid Rs 285 per hour, inclusive of travelling time, when they
are required to attend duty while on-call.
Office Clerk
34.59
master salary scale up to salary point Rs 25925, that is by two increments. It is to be
34.60
issue.
Recommendation 15
34.61
We recommend that:
(i) the Ministry of Civil Service and Administrative Reforms should continue,
in collaboration with the relevant authorities, to organize work oriented
(ii) Office Clerks who have successfully completed the course be allowed to
Rs 28625.
(iii) Office Clerks who have successfully completed the Award Course and who
have attained compulsory retirement age before reaching the top salary of
the scale should be granted an additional increment at the point reached
for the computation of their pensionable emoluments.
(iv) the MCSAR should ensure that the level of the course set should also take
Clerks.
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34.1
REFORM INSTITUTIONS AND REHABILITATION
Probation and After Care Service

34.1.1
The Probation and After Care Service deals with the provision of services related
to probation, parole, after-care and institutional care. It is manned by officers of
the Probation Officer Cadre and is headed by the Commissioner, Probation and
After Care.
34.1.2
Incumbents of the Probation Officer Cadre work in collaboration with the Courts of
Law in planning sentences for offenders and rehabilitating them in the community;
working towards the reduction of crime and protection of the public; assisting
families in conflict; and safeguarding the welfare of children. They also provide an
independent inquiry service in civil and criminal matters and effect supervision of
offenders in the community.
34.1.3
The present structure of the Probation and After Care Service is adequate to
enable the Ministry to meet its mandate efficiently and effectively.
Probation Officer
34.1.4
Presently, Probation Officers are appointed by selection from among candidates

possessing a Diploma in Social Work. It has been submitted that Probation officers
possessing a Degree in the relevant field are required to shoulder responsibilities
at a higher level and that they should be compensated for same. We are agreeable
to this submission and are making an appropriate recommendation.
Recommendation 1
34.1.5
We recommend that officers in the grade of Probation Officer possessing a

Degree in Social Work or an alternative equivalent qualification and who are
regularly called upon to shoulder higher responsibilities, should be allowed
to move incrementally up to salary point Rs 40800 after drawing their top
salary for a year.
34.1.6
In our last Report, a Qualification Bar was inserted in the salary scale of the grade
of Probation Officer. Incumbents should possess a Diploma in Social Work or
an alternative equivalent qualification to proceed incrementally beyond the
QB in the salary scale recommended for the grade.

34.1.7
Officers of the Probation Cadre are being paid a Black Jacket Allowance of
Rs 2750 annually as they are required, by nature of their duties, to work in a Court
environment where the wearing of a black jacket and a tie is a necessity. This
provision is still valid.
Pay Review 2016
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Recommendation 2
34.1.8
We recommend the payment of an annual Black Jacket Allowance of

Rs 2890 to officers of the Probation Cadre who are required, by nature of
their duties, to appear in Court in a black jacket with tie.
Allowance (Hot Line Service)

34.1.9
The Ministry operates a 24-hour Hot Line Service to provide counselling and
advice to the public on matters related to the prevention of suicide. Principal
Probation Officers, Senior Probation Officers and Probation Officers who attend to
the Hot Line Service are being paid an all-inclusive allowance. We are maintaining
the allowance.
Recommendation 3
34.1.10
We recommend that officers who are required to operate the Hot Line Service
of the Ministry to answer phone calls received after office hours during
weekdays, weekends and public holidays for the purpose of counselling and
advice on matters related to suicide prevention, should be paid an allinclusive allowance as follows:-
Period
Weekdays
following day
following day
Risk Allowance
34.1.11
The Bureau takes into account the element of risk when arriving at the salaries
recommended for all grades. However, officers in certain grades, by virtue of their
posting and nature of work, are exposed to higher than normal risks during the
performance of their duties.
34.1.12
Both Management and the Staff Side have submitted that officers in the grade of
Probation Officer are called upon to regularly deal directly with violent offenders.
Hence, request was made for the payment of a risk allowance to incumbents.
However, given that we cannot pronounce on the degree of risk faced by Probation
Officer, we are making an appropriate recommendation to address this issue.
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Recommendation 4
34.1.13
We recommend that Management should make the necessary arrangements

for the conduct of a Risk Assessment Exercise in view of determining the
degree of risk faced by the Probation Officers. The modalities for this
exercise are spelt out at paragraph 18.15.23 of the Chapter on Risk,
Insurance and Compensation of Volume 1 of this Report.
Time off facilities

Recommendation 5
34.1.14
We recommend that arrangements should continue to be made for officers

of the Probation Cadre who are required, on a regular basis, to put in
additional hours of work to cope with the demands of their job be granted,
on application, equivalent time off for the extra hours put in. However, where
the officers cannot be granted time off within a period of four months, they
should be compensated at the normal hourly rate, subject to their having put
in a minimum of 15 extra hours in a month.
Assistant Commissioner of Probation and After Care

34.1.15
At present, the grade of Assistant Commissioner of Probation and After Care is

filled by selection from among Principal Probation Officers who possess a Diploma
in Social Work and a Diploma in Public Administration and Management and from
Senior Probation Officer who possess a Degree in Social Work/Social
Studies/Sociology/Psychology and reckon at least six years service in a
substantive capacity in the cadre.
34.1.16
In the context of this review exercise, both Management and Staff Side have made
proposals to enlarge the field of study to have a bigger pool of potential candidates
to which we are agreeable.
Recommendation 6
34.1.17
We recommend that the qualification requirement in the scheme of service

for the grade of Assistant Commissioner of Probation and After Care be
amended so that, in future, appointment to the grade be made by selection
from Principal Probation Officers possessing a Diploma in Social Work and
a Diploma in Public Administration and Management; and from Senior
Probation Officers possessing a Degree in Social Work/ Social Studies/
Sociology/ Psychology/ Administration/ Management/Law from a recognised
institution and who reckon at least six years service in a substantive
capacity in the cadre.
Pay Review 2016
~642~
Civil Service

REHABILITATION YOUTH CENTRE

34.1.18
Established under the Reforms Institutions Act 1988, the Rehabilitation Youth
Centre (RYC) caters for the detention and rehabilitation of children (under
18 years) who have been convicted for offences which are punishable by
imprisonment. The RYCs priority objective is to set the appropriate mechanism
for effective rehabilitation and integration of juvenile offenders in the mainstream
society through a professional and holistic approach.
34.1.19
The RYC aims, among others, to: offer safe custody to juveniles; provide a good
rehabilitation program including educational, recreational, vocational and spiritual
activities in collaboration with other Ministries and Non-Governmental
Organisations; ensure that medical care, including psychiatric and psychological
is provided to the young offenders; work closely with the family of the young
offenders before their release from the Centre; and work in close collaboration with
the probation service for the thorough care and after-care program.
34.1.20
A Superintendent is at the head of the six-level hierarchy of the Officer RYC, cadre.
Incumbent is responsible for the management and day-to-day operations of the
Centre.
34.1.21
For this Report, both Management and Unions have made proposals regarding the
strengthening of the structure, grant of new allowances, including Risk Allowance
and Confinement Allowance and the creation of grades in the field of IT. We have
duly examined these submissions and have considered favourably those deem
meritorious. We have also reviewed the qualification requirements of the grade of
Welfare Officer, RYC (Male) and Welfare Officer, RYC (Female) as well as restyled
the grades obtainable at the RYC (Girls).
Risk Allowance
34.1.22
Management as well as Union members have pointed out that the work
environment at the RYC has undergone much changes in recent years. The
Bureau has been apprised that officers are called upon to operate in a more or
less hostile environment consisting of an increasing number of dangerous and
violent juvenile offenders. Many cases of assault have been reported, whereby
officers have sustained injuries. In such circumstances, the Bureau considers that
the payment of Risk Allowance may be extended to the officers of the RYC cadre,
who are the most at risk when performing daily operations duties.
Recommendation 7
34.1.23
We recommend that officers of the Rehabilitation Youth Centre performing

operations duties up to the grade of Chief Officer, RYC and their
corresponding female grades in the RYC, should be paid a monthly Risk
Allowance equivalent to 1 increments at the initial of their respective
salary scale, subject to a maximum of Rs 900.
~643~
Pay Review 2016
Civil Service

Performance Bonus
34.1.24
being faced by officers of the RYC in a continuously changing environment. We
consider that for the extraneous effort being deployed by these officers to cope
with the new demands in their respective fields, incumbents should be provided
with some kind of reward for their sustained performance. After careful study, the
Bureau has opted for the grant of an allowance to officers performing at operational
level in lieu of incremental movement beyond top salary, as the latter option would
have led to distortions in pay relativities.
Recommendation 8
34.1.25
We recommend that officers in the grade of Officer, RYC up to Chief Officer,

RYC, as well as their corresponding female grades, should be paid a one-off
performance bonus equivalent to twelve times the value of one increment at
the point reached in their respective salary scale provided that they have:
(i) been consistently efficient and effective in their performance as
two years; and
34.1.26
However, since the grant of the bonus is linked to performance, we strongly believe
that the payment of the one-off bonus should be deferred so as to give full
substance to the recommendation.
Recommendation 9
34.1.27
We recommend that the above recommendation should take effect as from

01 January 2018.
Confinement Allowance
34.1.28
Management as well as Staff Associations have made strong representations for

the payment of a Confinement Allowance on the plea that officers performing night
shift are confined at their site of work after finishing their scheduled shift and that
officers of the Prisons Service are being paid a Confinement Allowance on this
ground.
34.1.29
Whilst studying the representations, the Bureau has compared the conditions
prevailing in the Rehabilitation Youth Centre and the Prisons Department. We
have noted that there is a fundamental difference in the two cases. At the Prisons
Service, Prison Officers are compelled to remain on their site of work after
completing their scheduled shift owing to the prison rules and regulations regarding
the opening and closing of gates. At the Rehabilitation Youth Centre, we have
been informed that officers have to stay beyond their normal working hours owing
to an acute shortage of staff in the following shift and that there is no particular
stringent rule regarding the opening and closing of gates.
Pay Review 2016
~644~
Civil Service

34.1.30
The Bureau, therefore, holds the considered view that officers at the RYC are not
as such, confined at their site of work but are required to put in additional hours to
complete the next shift. Had the problem of shortage of staff not existed, the
officers would have left their site of work after finishing their scheduled shift, which
is not the case at the Prisons Department.
34.1.31
On this basis, the Bureau does not find merit in the demand for the payment of a
Confinement Allowance to RYC Officers. However, the concerned officers may
make a case administratively for the provision of some form of compensation for
working extra hours regularly. In the same vein, we strongly view that
Management should contemplate increasing the staffing strength at the RYC
as a remedial measure.
Welfare Officer, Rehabilitation Youth Centre (Male)

Welfare Officer Rehabilitation Youth Centre (Female)
34.1.32
In the 2013 PRB Report, the Bureau reviewed the qualification requirements of the
grade of Welfare Officer. However, due to some implementation problems, the
scheme of service was not prescribed. We have taken cognizance of the issue
and are addressing same.
Recommendation 10
34.1.33
We recommend that, in future, appointment to the grade of Welfare Officer,

Rehabilitation Youth Centre (Male) should be made by selection from among
male officers in the Officer, RYC cadre up to the Chief Officer, RYC,
reckoning at least five years service in a substantive capacity in the grade
or an aggregate of at least five years service in the cadre and possessing a
Diploma in Social Work along with proven experience in social and welfare
work. In the absence of suitably qualified serving officers, appointment
thereto should be made by selection from among candidates possessing a
Diploma in Social Work and reckoning at least five years experience in
social and welfare work.
34.1.34
We further recommend that, in future, appointment to the grade of Welfare

Officer, Rehabilitation Youth Centre (Female) should be made by selection
from among female officers in the Officer, RYC cadre up to the Chief Female
Officer, RYC, reckoning at least five years service in a substantive capacity
in the grade or an aggregate of at least five years service in the cadre and
possessing a Diploma in Social Work along with proven experience in social
and welfare work. In the absence of suitably qualified serving officers,
appointment thereto should be made by selection from among candidates
possessing a Diploma in Social Work and reckoning at least five years
experience in social and welfare work.
~645~
Pay Review 2016
Civil Service

Trainers Allowance
34.1.35
Officers in the grades of Officer, RYC and Senior Officer, RYC are, among others,
required, as per their schemes of service, to train inmates in various trades and
get involved in their rehabilitation. The Bureau has been apprised that many
officers possessing trade certificates approved by the MQA are called upon to
dispense either vocational or industrial or technical training to inmates. In this
context, request has been made for the grant of an allowance to these officers as
an incentive to continue providing effectively training in a professional way. We
consider that there is some justification in the request and are making a provision
for the payment of an allowance to these officers.
Recommendation 11
34.1.36
We recommend that officers in the grades of Officer, RYC and Senior Officer,
RYC as well as their corresponding female grades, possessing a related
certificate approved by the MQA or MITD and who effectively dispense
vocational or industrial or technical training to inmates, should be paid a
Pregnant Female Officers

34.1.37
The Bureau has received persistent representations to the effect that much
hardship is endured by pregnant female officers of the Disciplined Forces, as they
are required to work on night shift and perform duties necessitating continuous
standing. The Bureau has carefully examined the issue and views that a specific
recommendation should be made for female officers of the Disciplined Forces who
are in this state.
Recommendation 12
34.1.38
We recommend that Management should strongly consider the advisability

of not requiring, as far as possible, pregnant female officers of the RYC to
perform extra hours or night shift or duties involving continuous standing
for at least three months before their confinement.
Clothing Allowance
34.1.39
Officers of the RYC are paid a Clothing Allowance of Rs 220 per month as their
duties require them not to wear uniforms. We are maintaining this allowance whilst
revising its quantum.
Recommendation 13
34.1.40
We recommend that the monthly Clothing Allowance payable to officers of

the RYC be revised to Rs 250.
Pay Review 2016
~646~
Civil Service

Bank of RYC Officers Scheme

Recommendation 14
34.1.41
We recommend that Officers of the Bank of RYC Officers Scheme who are
called upon by Management to attend duty in cases of shortage of staff or
emergencies should be paid Rs 640 for the first three hours put in and on a
pro-rata basis for any additional hour.
Rent Allowance
Recommendation 15
34.1.42
We recommend that officers of the RYC who perform operations duties and
who do not occupy government quarters should continue to be paid Rent
Allowance per month as per the table below:
Grade
Amount (Rs)
Officer, Rehabilitation Youth Centre
735
Woman Officer, Rehabilitation Youth Centre

formerly Female Officer, Rehabilitation Youth
Centre
735
Senior Officer, Rehabilitation Youth Centre
1010
Senior Woman Officer, Rehabilitation Youth

Centre
formerly Senior Female Officer, Rehabilitation
Youth Centre
1010
Principal Officer, Rehabilitation Youth Centre
1010
Principal Woman Officer, Rehabilitation Youth

Centre
formerly Principal Female Officer, Rehabilitation
Youth Centre
1010
Chief Officer, Rehabilitation Youth Centre
1090
Chief Woman Officer, Rehabilitation Youth Centre

formerly Chief Female Officer, Rehabilitation
Youth Centre
1090

Welfare Officer, Rehabilitation Youth Centre
(Female)
1180
Assistant Superintendent, Rehabilitation Youth

Centre
1180
Woman Assistant Superintendent, Rehabilitation

Youth Centre
formerly Female Assistant Superintendent,
Rehabilitation Youth Centre
1180
Superintendent, Rehabilitation Youth Centre
1380
~647~
Pay Review 2016
Civil Service


Recommendation 16
34.1.43
We recommend that officers performing operations duties at the RYC,

should be paid a monthly Night Attendance Bonus for attending duty on all
scheduled nights during the month, as per the Table below:
Grade
Principal Officer, RYC
Principal Woman Officer, RYC
formerly Principal Female
Officer, RYC
Senior Officer, RYC
Senior Woman Officer, RYC
formerly Senior Female
Officer, RYC
Officer, RYC
Woman Officer, RYC
formerly Female Officer, RYC
Reckoning up to
10 years service
Rs 735
Reckoning over
10 years service
Rs 965
Rs 585
Rs 735
Rs 585
Rs 735

Recommendation 17
34.1.44
Officers of the RYC who effectively perform night shift should continue to be
paid a monthly Night Duty Allowance equivalent to 25% of the normal rate
per hour for hours between 2300 hours and 0500 hours.
Attending Duty during Emergencies

Recommendation 18
34.1.45
We recommend that officers performing operations duties at the RYC, up to

the grade of Chief Officer and their corresponding female grades, should be
granted time off in respect of work performed during cyclonic weather
conditions or other emergencies whilst being off duty. Whenever time off
cannot be granted within a period of four months, they should be paid an
allowance at the normal hourly rate for such period of duty.
Medical Examination
Recommendation 19
34.1.46
We recommend that Management should continue to make the necessary

arrangements for officers of the RYC who have reached the age of 60 to
undergo a medical examination every year so as to certify their fitness for
continued employment
Pay Review 2016
~648~
Civil Service


Recommendation 20
34.1.47
34.1.48
We recommend that officers of the Officer, RYC cadre should:

(a)
be allowed to retire on a proportionate pension after completing 28

years of service; and
(b)
be eligible to earn pension at an enhanced rate of 1/414th of pensionable

emoluments for each additional month of service to enable them to
qualify for full pension after completing 34 years of service.
We further recommend that officers of the RYC cadre in post as at 30 June

2008 should continue to benefit from the early retirement scheme applicable
as at that date.
MINISTRY OF SOCIAL SECURITY, NATIONAL SOLIDARITY AND
REFORM INSTITUTIONS
SALARY SCHEDULE
Salary Code
02 000 106

Rs 122000
Permanent Secretary
09 085 098
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

95000
Director, Medical Unit
09 074 094
Rs 45375 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

74350 x 2825 80000 x 3000 83000
Assistant Director, Medical Unit
23 000 099
Rs 98000
Commissioner, Social Security
23 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
Deputy Commissioner, Social Security
~649~
Pay Review 2016
Civil Service

Salary Code
23 068 089

Rs 37125 x 1225 40800 x 1525 49950 x 1625 62950 x 1850
68500 x 1950 70450
Manager, National Pensions
23 063 086
Rs 32500 x 925 37125 x 1225 40800 x 1525 49950 x 1625 58075

Assistant Commissioner, Social Security
23 059 075
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 46900

23 051 070
Rs 23200 x 775 32500 x 925 37125 x 1225 39575

23 044 067
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 36200

23 032 064
Rs 16075 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 33425
Social Security Officer
23 068 089
Rs 37125 x 1225 40800 x 1525 49950 x 1625 62950 x 1850

68500 x 1950 70450
Head, Disability Empowerment Unit
23 054 081
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Principal Disability Empowerment Officer
23 044 075
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 46900
Disability Empowerment Officer/Senior Disability Empowerment Officer
23 075 090
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

72400
Manager, Recreation Centre
Pay Review 2016
~650~
Civil Service

Salary Code
23 057 076

Rs 27850 x 775 32500 x 925 37125 x 1225 40800 x 1525 48425
Senior Organising Officer, Recreation Centre
23 035 067
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 36200
Organising Officer, Recreation Centre
23 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
Director, Quality Assurance and Inspection (New Grade)
23 069 085
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Senior Quality Assurance and Inspection Officer (New Grade)
23 054 081
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Quality Assurance and Inspection Officer (New Grade)
23 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
Director, Elderly and Disability (New Grade)
23 069 085
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Assistant Director, Elderly and Disability (New Grade)
23 054 081
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Elderly and Disability Officer (New Grade)
08 022 056
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 27075
Office Clerk
25 030 054
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 25525
~651~
Pay Review 2016
Civil Service

Salary Code
24 023 052

Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x
375 19575 x 475 21950 x 625 23200 x 775 23975
Cutter
General Assistant
24 023 052
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 23975
Driver (Roster)
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200
Driver (ordinary vehicles up to 5 tons)
24 016 043
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 19200
Social Security Attendant
Stores Attendant
24 001 038
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
SOCIAL WELFARE DIVISION
23 092 094
Rs 77175 x 2825 80000 x 3000 83000

Social Welfare Commissioner
23 065 081
Rs 34350 x 925 37125 x 1225 40800 x 1525 49950 x 1625 56450

Deputy Social Welfare Commissioner
23 059 076
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 48425

23 050 072
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 40800

x 1525 42325
Pay Review 2016
~652~
Civil Service

Salary Code
23 035 070

Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x
775 32500 x 925 37125 QB 38350 x 1225 39575
REFORM INSTITUTIONS
23 091 096
Rs 74350 x 2825 80000 x 3000 89000

Commissioner of Probation and After Care
23 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
Deputy Commissioner of Probation and After Care
23 069 085
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Assistant Commissioner of Probation and After Care
19 059 081
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Psychologist (Clinical and Social)
23 057 075
Rs 27850 x 775 32500 x 925 37125 x 1225 40800 x 1525 46900

Principal Probation Officer
23 052 072
Rs 23975 x 775 32500 x 925 37125 x 1225 40800 x 1525 42325

23 036 070
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 37125 QB 38350 x 1225 39575
Probation Officer
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200
~653~
Pay Review 2016
Civil Service

Salary Code

LIFE PLUS UNIT
23 036 067
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 36200
Life Care Officer
REHABILITATION YOUTH CENTRE

SALARY SCHEDULE
Salary Code
23 075 089
Grades and Salary Codes

Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950
70450
Head, Institutional Care Division
17 065 080
Rs 34350 x 925 37125 x 1225 40800 x 1525 49950 x 1625

54825
Superintendent, Rehabilitation Youth Centre
17 060 074
Rs 30175 x 775 32500 x 925 37125 x 1225 40800 x 1525

45375
Assistant Superintendent, Rehabilitation Youth Centre
Woman Assistant Superintendent, Rehabilitation Youth Centre
formerly Female Assistant Superintendent, Rehabilitation Youth
Centre
17 058 074
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525

45375
Welfare Officer, Rehabilitation Youth Centre (Female)
17 056 071
Rs 27075 x 775 32500 x 925 37125 x 1225 40800

Chief Officer, Rehabilitation Youth Centre
Chief Woman Officer, Rehabilitation Youth Centre
formerly Chief Female Officer, Rehabilitation Youth Centre
Pay Review 2016
~654~
Civil Service

Salary Code
Grades and Salary Codes
17 051 068
Rs 23200 x 775 32500 x 925 37125

Principal Officer, Rehabilitation Youth Centre
Principal Woman Officer, Rehabilitation Youth Centre
formerly Principal Female Officer, Rehabilitation Youth Centre
17 046 065
Rs 20525 x 475 21950 x 625 23200 x 775 32500 x 925 34350

Senior Officer, Rehabilitation Youth Centre
Senior Woman Officer, Rehabilitation Youth Centre
formerly Senior Female Officer, Rehabilitation Youth Centre
17 031 062
Rs 15150 x 300 15750 x 325 17700 x 375 19575 x 475 21950

x 625 23200 x 775 31725
Officer, Rehabilitation Youth Centre
Woman Officer, Rehabilitation Youth Centre
formerly Female Officer, Rehabilitation Youth Centre
17 024 026
Rs 13270 x 260 13790

Trainee Officer, Rehabilitation Youth Centre
Trainee Woman Officer, Rehabilitation Youth Centre
formerly Trainee Female Officer, Rehabilitation Youth Centre
23 030 061
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 30950
Matron
24 018 044
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575
Security Guard
**********
~655~
Pay Review 2016
Civil Service
Pay Review 2016

~656~
Civil Service
Ministry of Ocean Economy, Marine Resources, Fisheries,

35.
MINISTRY OF OCEAN ECONOMY, MARINE RESOURCES, FISHERIES,

SHIPPING AND OUTER ISLANDS
35.1
The Ministry of Ocean Economy, Marine Resources, Fisheries, Shipping and Outer
Islands has been set up in line with Government vision to making the ocean economy
an important industry to sustain economic diversification, job creation and wealth
generation as enunciated in the Government Programme 2015-2019. The Ministry
has the vision to be an economic pillar with due regard to sustainability of aquatic
resources and social development for the benefit of all stakeholders. It has the
responsibility to develop the ocean economy with its 2.3 million square kilometres
Exclusive Economic zone.
35.2
Being considered as one of the future contributors to the countrys national income
and in line with the Governments vision for a Blue Economy, the Ministry aims
towards an integrated approach to the development, management, regulation and
promotion of ocean-related economic activities in the ocean whilst improving Ocean
Governance and ensuring proper ocean and coastal management, conservation,
healthy marine eco-system and safety for all ocean-related activities.
35.3
The Ministry has under its portfolio all ocean-related activities and various
industries/sectors namely: fishing industry; maritime industry; research development
and innovation; and promotion of ocean sector and governance. In line with its new
and enlarged responsibilities, the creation of an Ocean Economy Division is under
way. A Permanent Secretary is at the apex of the organisation. He is assisted on
the technical side by the Director of Fisheries and Director of Shipping, who are
responsible to oversee the proper functioning of the Divisions of Fisheries and
Shipping respectively and of officers of the administrative cadre.
35.4
In the context of this Report, both Management and Staff Associations have
submitted that with the expansion and growth of the ocean economy as an economic
pillar of the country, there is a strong need to strengthen the existing structure
prevailing at the Ministry. In this perspective, requests made have been mainly
geared towards the creation of grades to meet operational needs; merging of grades
where much overlapping of duties are prevalent; restyling of job appellations to
commensurate with the nature of duties performed and upgrading of qualification
requirements of grades of the technical cadre.
35.5
Whilst examining the representations, the Bureau has taken into account the
importance of the Ocean Economy in terms of its contribution to economic growth.
To this end, we are in this Report, creating grades to improve service delivery and
reviewing the mode of appointment of promotional grades with an upgrading in
qualification requirements. In addition, we are restyling grades to more appropriate
job titles and maintaining the existing allowances.
~657~
Pay Review 2016
Civil Service

FISHERIES DIVISION
35.6
The Fisheries Division is responsible, among others, for management and policy
advice, as well as for development of near-shore and off-shore fisheries and
aquaculture. It has under its umbrella the Fisheries Protection Service (FPS), which
is the enforcement arm of the Ministry responsible for the protection and conservation
of fishery resources for sustainable development. The Fisheries Training and
Extension Centre (FiTEC) which is mandated to provide formal training to fishers
plays a leading role in developing capabilities for the sustainable development of the
fisheries resources and conservation of marine environment; and the Competent
Authority is involved in the verification and certification of fish and fish products for
export to European countries and non-European countries.
35.7
In the context of this Report, both Management and Staff Associations have, among
others, made proposals for an upgrading of the Fisheries Protection Officer cadre on
account of new responsibilities devolving upon them; the requirement of a relevant
Diploma for appointment to higher grades at the FPS; provision of an incentive to
officers of the technical cadre; and payment of risk allowance to officers of the FPS.
35.8
After analysis, we consider that the organisation structure of the Fisheries Division is
appropriate to deliver on its mandate and is therefore, being maintained. We are,
however, providing enhanced career earnings to Technical Officers (Fisheries),
reviewing the qualification requirements of the grade of Principal Fisheries Protection
Officer, restyling grades at the Competent Authority and reinforcing its structure to
better equip the FPS.

35.9
The Technical Officer cadre comprises the grades of Technical Officer (Fisheries),
Senior Technical Officer (Fisheries) and Principal Technical Officer (Fisheries).
During consultations, the Bureau has been apprised that many Technical Officers are
confronted to a serious problem of absence of career movement. In fact, the
concerned officers have been stagnating on their top salary whilst reckoning more
than 35 years of service. Request has, therefore, been made to allow Technical
Officers to move in the salary scale of the Senior Technical Officer as a merger of the
two grades could not be envisaged as their duties are different and there is need for
a supervisory level.
35.10
We have studied the request and are agreeable to the proposal which is in line with
our general philosophy favouring career earnings. Moreover allowing for such
movement in the salary scale would enable the organisation to gainfully utilise the
expertise of experienced officers.
We are, therefore, making appropriate
Pay Review 2016
~658~
Civil Service

Recommendation 1
35.11
We recommend that Technical Officers (Fisheries) who have drawn their top
salary for a year should be allowed to proceed incrementally in the salary scale
of the grade of Senior Technical Officer (Fisheries) up to the salary point of
(i)
(ii)

preceding year; and

(Fisheries) from being promoted to the grade of Senior Technical Officer
(Fisheries) before they have reached the top of their salary scale or on vacancy
arising in the latter grade.
35.12
We further recommend that Technical Officers (Fisheries) should perform the

duties and assume the responsibilities of the grade of Senior Technical Officer
(Fisheries) upon moving in the higher salary scale.
Fisheries Protection Service

35.13
At present, appointment to the grade of Principal Fisheries Protection Officer is made

by promotion, on the basis of experience and merit, of officers in the grade of Senior
Fisheries Protection Officer who reckon at least four years service in a substantive
35.14
During consultations, the Bureau has been apprised that owing to a significant
evolution and developments in the Fisheries Sector, coupled with the problematic
issue of climate changes, there is need to upgrade the qualification requirements for
senior grades at the FPS so as to enable officers to cope with the new challenges.
We have studied the issue carefully and after taking account the level and nature of
duties performed by each grade, we consider that it would be more appropriate to
upgrade the qualification required for the position of Principal Fisheries Protection
Officer, the moreso, a few Senior Fisheries Protection Officers have been sponsored
to follow a relevant diploma course. We are, therefore, recommending accordingly.
Recommendation 2
35.15
We recommend that:
(i)
as from year 2018, appointment to the grade of Principal Fisheries

Protection Officer should be made by promotion, on the basis of
experience and merit, of officers in the grade of Senior Fisheries
Protection Officer possessing a diploma in Fisheries Science and
reckoning at least four years service in a substantive capacity in the
grade;
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(ii)
Management should make necessary arrangements with the University

of Technology, Mauritius or any other recognised institution, for the
mounting of the diploma course in Fisheries Science and sponsor
officers of the Fisheries Protection Officer cadre to follow same;
(iii)
officers in the grade of Principal Fisheries Protection Officer possessing

a diploma in Fisheries Science should be allowed to proceed beyond the
Qualification Bar (QB) inserted in their salary scale; and
(iv)
officers in the grades of Fisheries Protection Officer and Senior

Fisheries Protection Officer possessing a diploma in Fisheries Science
and who have drawn their top salary for a year should be allowed to
move incrementally in the master salary scale by two increments
provided that they:
(a)

preceding year; and
(b)
Technical and Mechanical Officer (Fisheries) (New Grade)

35.16
Management has submitted that there is need for a dedicated grade to ensure the
proper maintenance and repair of the plants and equipment, patrol boats as well as
research and training boats of the Ministry. Given that the services of a Technical
and Mechanical Officer (Fisheries) will be required on a full time basis to perform
regular maintenance and repairs, we are making appropriate recommendation to this
effect.
Recommendation 3
35.17
We recommend the creation of the grade of Technical and Mechanical Officer

(Fisheries). Appointment thereto, should be made by selection from among
candidates possessing a Diploma in Electromechanical Engineering and
Automation or Diploma in Genie Electromchanique et Automatismes and
reckoning at least two years experience in the repair and maintenance of
marine engines less than 750 kw, auxiliary machinery and hydraulic operated
equipment.
35.18
Incumbent would be responsible for overall maintenance and repairs of research

vessels, patrol, inboard and outboard motors and all plants and equipment in the
Ministry; and would be required to, inter alia, participate in sea trips for monitoring of
the engines of the vessels fishing deck machinery and to undertake any emergency
repairs at sea; and ensure the sea worthiness of the vessels, boats and proper
running of fishing deck machinery as well as plants and equipment.
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Allowances
Sea-Going Allowance
35.19
Presently, officers who work as observers on board vessels operating in our Exclusive
Economic Zone (EEZ), and officers participating in Surveillance Missions outside our
EEZ, and who are not entitled for overtime, are paid a daily allowance for working for
a period of five days at a stretch. We are maintaining this provision.
Recommendation 4
35.20
We recommend that officers who work as observers on board vessels

operating in our Exclusive Economic Zone (EEZ), and officers participating in
Surveillance Missions outside our EEZ, and who are not entitled to the payment
of overtime, should continue to be paid an allowance of Rs 975 a day for
working for a period of five days at a stretch.
35.21
We further recommend that those officers working for a lesser period should
be governed by the rates and conditions provided at paragraph 35.23 (a), (b)
and (c).
35.22
Scientific/Technical staff as well as officers of the Fisheries Protection cadre who are
required to go out at sea for placing and maintenance of Fish Aggregating Devices
(FADs), for research work and training of those fishermen working in the Aquaculture
Division, the Marine Conservation Centre, the Import/Export Quarantine Clearance
Unit and the Licensing Unit are presently paid a Sea-Going Allowance. It has been
submitted that officers of the FPS who are required to go out at sea for afloat patrol
and surveillance should also be paid this allowance. We consider the request to be
justified. We are reviewing the recommendation accordingly.
Recommendation 5
35.23
We recommend that Scientific/Technical Staff and officers of the Fisheries

Protection cadre who are required to go at sea for placing, maintenance and
monitoring of Fish Aggregating Devices (FADs); for research work; training of
those fishermen working in the Aquaculture Division, Marine Conservation
Centre, Import/Export Quarantine Clearance Unit and Licensing Unit; and for
afloat patrol and surveillance should be paid a Sea-Going Allowance as follows:
(a)
one days pay for working in the open sea for four hours up to 12 hours
on working days.
(b)
one and a half days pay for working beyond 12 hours, including
Saturdays, up to 24 hours.
(c)
one days pay and one day off for working four to 12 hours on public
holidays and Sundays.
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35.24
At present, Scientific Officers and Technical Officers who are required to work outside
normal working hours during weekdays, weekends and public holidays in cases of
fish mortality, stranded mammals and sea pollution are paid an in-attendance
allowance at an hourly rate. Representations have been made to extend this
allowance to officers of the Fisheries Protection cadre as they also perform the same
exercise and keep watch on eggs of marine turtles and protect them from predators
or poaches. We are, therefore, making an appropriate recommendation to that end.
Recommendation 6
35.25
We recommend that Scientific Officers, Technical Officers and officers of the

Fisheries Protection Officer cadre, who effectively work outside normal
working hours in emergency cases, should be paid an In-Attendance allowance
of Rs 125 per hour.
Rent Allowance
35.26
Officers of the Fisheries Protection Service not occupying Government quarters are
presently paid a rent allowance. We are maintaining this provision.
Recommendation 7
35.27
We recommend that eligible officers of the Fisheries Protection Service not

occupying Government quarters should continue to be paid a monthly Rent
Allowance as specified below:
Grades
Amount
(Rs)
645
700
895
Assistant Controller, Fisheries Protection

Service
985
1010
1065
Diving Allowance
35.28
At present, officers of the Fisheries Division who are required to perform diving duties
for carrying out observation and data collection underwater are paid a diving
allowance of Rs 660 per dive, subject to a maximum of Rs 9900 a month. We are
maintaining the payment of the allowance and its quantum.
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Recommendation 8
35.29
We recommend that a diving allowance should continue to be paid to officers

of the Fisheries Division at the rate of Rs 660 per dive, subject to a maximum
of Rs 9900 a month.
Allowances to officers posted in Flying Squads

35.30
Officers of the Fisheries Protection Service who are posted in the Flying Squads are
presently paid a monthly Special Duty Allowance. We are maintaining this provision.
Recommendation 9
35.31
We recommend the continued payment of a monthly Special Duty Allowance

equivalent to one a half increments at the initial of their respective salary scales
to officers of the Fisheries Protection Service, posted in the Flying Squads.

35.32
Fisheries Protection Officers, Senior Fisheries Protection Officers and Principal

Fisheries Protection Officers who effectively perform night duty are presently paid a
Night Duty Allowance equivalent to 25% of the normal rate per hour for the hours
between 2300 hours and 0500 hours including up to a maximum of two hours lyingin period. We are maintaining this provision.
Recommendation 10
35.33
We recommend that Fisheries Protection Officers, Senior Fisheries Protection

Officers and Principal Fisheries Protection Officers who effectively work on
night shift should continue to be paid a Night Duty Allowance equivalent to 25%
the normal rate per hour for the hours between 2300 hours and 0500 hours.
Risk Allowance
35.34
Union members have informed that owing to new exigencies in the fisheries sector,
officers are now required to perform in off lagoon operations and combat illegal fishing
in our maritime zone. During these surveillance missions at sea, they have on various
occasions been assaulted by aggressive poachers and illegal fishers. They equally
have to face armed pirates and defrauders without any protective weapon when
carrying out patrol in the Exclusive Economic Zone. We have also been informed
that in such situations these officers have been victims of outrage and violence.
35.35
The Bureau acknowledges the risks being faced by the officers but unfortunately
cannot pronounce on the degree of risks to which incumbents are confronted.
However, we are providing for a mechanism which will address this issue.
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Recommendation 11
35.36
We recommend that Management makes the necessary arrangements for the

in Volume 1 of this Report.
Share of Fines
35.37
In the 2003 PRB Report we introduced a reward in the form of Share of Fines with
a view to encouraging officers of the FPS to perform their duties more effectively.
However, during consultations we have been apprised that this recommendation has
not been implemented up to now as it is subject to amendments to be brought to the
Fisheries and Marine Resources Act.
35.38
The Bureau opines that since a new Fisheries and Marine Resources Bill would be
introduced, as mentioned in the Government Programme 2015 2019, the issue of
Share of Fines could be considered in that context. Concurrently, we are proposing
to set up a Committee to look into this issue. We are, therefore, recommending along
these lines.
Recommendation 12
35.39
We recommend that Management should consider the advisability of setting up

a Committee comprising representatives of the Ministry of Ocean Economy,
Marine Resources, Fisheries, Shipping and Outer Islands and Ministry of
Finance and Economic Development to work out the modalities regarding the
payment of a reward in the form of Share of Fines to officers of the Fisheries
Protection Service.
Creation of a Bank of Fisheries Protection Officers

35.40
Union members have represented that quite often they are called back on duty while
being on leave or off duty to attend to emergencies. According to them, this situation
arises owing to a shortage of staff. In this perspective, request has been made for
the creation of a Bank of Fisheries Protection Officer to paliate any shortage of staff.
35.41
The Bureau views that it would be more apt to take a decision on this issue after the
conduct of an HR planning exercise by Management as service delivery is impeded
owing to a shortage of staff.
Office Clerk
35.42
master salary scale up to salary point Rs 25925, that is by two increments. It is to be
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35.43

issue.
Recommendation 13
35.44
We recommend that:
(i)
the Ministry of Civil Service and Administrative Reforms should

continue, in collaboration with the relevant authorities, to organise work
oriented Award Course for Office Clerks.
(ii)

Rs 28625.
(iii)
Office Clerks who have successfully completed the Award Course and
reached for the computation of their pensionable emoluments.
(iv)
the MCSAR should ensure that the level of the course set should also
take into consideration the level of the duties as well as the profile of the
Office Clerks.
Competent Authority
35.45
The Competent Authority operates under the Ministry as a semi-autonomous public

body. It is responsible for the verification and certification of fish and fish products
destined for export to member states of the European Union and to non-European
Union countries. It has also been entrusted the responsibility for the importation and
control of fish and fish products for human consumption as well as live aquatic
animals meant for farming and ornamental purposes.
35.46
In view of the evolution in this sector, Management has mainly requested for the
creation of additional levels to enable the proper functioning of the Authority, merging
of grades where much overlapping of duties exists and restyling of grades to be in
consonance with the nature of duties performed by incumbents. We have duly
examined the proposals and only those deem meritorious have been considered.
Head, Competent Authority (New Grade)

35.47
As per present arrangements, a Senior Veterinary Officer on secondment from the

Ministry of Agro-Industry and Food Security is acting as officer-in-charge of the
Competent Authority. Management has submitted that to ensure optimum returns
from the Authority, there is need for it to be properly structured and resourced with a
Head to oversee its proper functioning. The moreso, the Authority plays a crucial role
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in sustaining the seafood sector. We have analysed the proposal and consider that
there is merit in the case in view of the growing importance of this sector.
Recommendation 14
35.48
We recommend the creation of the grade of Head, Competent Authority.

Appointment thereto, should be made by promotion, on the basis of experience
and merit, of officers in the grade of Senior Veterinary Officer (Competent
Authority) formerly Senior Veterinary Officer who reckon at least three years
service in a substantive capacity in the grade and who possess organising and
supervisory skills; and good communication and interpersonal skills.
35.49
Incumbent would be responsible to provide overall leadership, co-ordination and

technical advice on administration and management of the Competent Authority and
would be required, interalia, to: plan and ensure the execution of all approved policies
in relation to fisheries and aquaculture development; assess the fisheries sector and
identify priorities for its development; supervise the activities of the Units; and be
responsible for organising and implementing training programmes for staff and
stakeholders in food safety and the fisheries sector.
Veterinary Officer
Senior Veterinary Officer
35.50
The grades of Veterinary Officer and Senior Veterinary Officer exist on the
establishment of the Ministry of Agro Industry and Food Security as well as on that of
the Competent Authority. However, given that their duties differ at each organisation,
there is need to demarcate them through different job appellations. Moreover, being
given that the field of Veterinary Science is a scarcity area, we are providing a means
of compensation to Veterinary Officers in line with our general philosophy favouring
career earnings and for assuming higher responsibilities.
Recommendation 15
35.51
We recommend that the grades of Veterinary Officer and Senior Veterinary

Officer at the Competent Authority be restyled Veterinary Officer (Competent
Authority) and Senior Veterinary Officer (Competent Authority) respectively.
35.52

(i)
Veterinary Officers (Competent Authority), formerly Veterinary Officers,

having reached the top of their salary scale should be allowed to move in
the salary scale of the grade of Senior Veterinary Officer (Competent
Authority) formerly Senior Veterinary Officer, provided they:
(a) have drawn their top salary for a year;
preceding year; and
(c) are not under report; and
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(ii)

Veterinary Officers (Competent Authority), formerly Veterinary Officers,

should perform the duties and assume the responsibilities of the grade
of Senior Veterinary Officer (Competent Authority), formerly Senior
Veterinary Officers, upon moving in the higher salary scale.

35.53
retention problems in the fields of Engineering/ Architecture/Quantity Surveying and
the Veterinary Services which were considered as scarcity areas.
35.54
35.55
retention problems in the Engineering/Architecture/Quantity Surveying fields except
in the Veterinary Science field.
35.56
professionals.
35.57
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Recommendation 16
35.58
We recommend that officers in the Veterinary Officer cadre eligible for the
Grades
35.59
SPRA
(% of Monthly
Salary)

formerly Veterinary Officer, reckoning at least
10 years service in the grade
Senior Veterinary Officer (Competent Authority)

formerly Senior Veterinary Officer

(i)
(ii)
35.60
All officers in the Veterinary Science field who are eligible for the payment of
Technical Officer
35.61
In the context of this Report, Management has requested to merge and restyle the
grades of Technical Officer and Technical Officer (Fisheries) under a single
appellation as their duties overlap to a large extent.
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35.62

After examining the qualification requirements and duties of both grades, we view
that they may be merged and known under a single appellation. We are
Recommendation 17
35.63
We recommend that the grades of Technical Officer and Technical Officer

(Fisheries) of the Competent Authority be merged and restyled Technical
Officer (Competent Authority).
35.64
We further recommend that, in future, appointment to the grade of Technical

Officer (Competent Authority) formerly Technical Officer and Technical Officer
(Fisheries) should be made by selection from among candidates possessing a
diploma in Fisheries Science or Aquaculture or Agriculture or a relevant field.
Senior Technical Officer (Competent Authority) (New Grade)

35.65
Management has submitted that in view of the critical role of the Competent Authority,
there is need for a supervisory level to ensure effective inspection and guarantee
credible certification of fish and fish products. In this respect, request has been made
for the creation of a supervisory grade to head the Technical cadre. This level would
at the same time provide a career path to Technical Officers. The Bureau is
agreeable to the proposal as it would lead to an enhanced delivery of services.
Recommendation 18
35.66
We recommend the creation of the grade of Senior Technical Officer

(Competent Authority). Appointment thereto, should be made by promotion,
on the basis of experience and merit, of officers in the grade of Technical
Officer (Competent Authority) who reckon at least four years service in a
substantive capacity in the grade or an aggregate of four years service in the
grade of Technical Officer or Technical Officer (Fisheries).
35.67
Incumbent would be required, interalia, to: supervise the work of Technical Officers
(Competent Authority); conduct official audits, routine/follow up/ad hoc inspections of
approved fish processing establishments for verification and compliance with
legislation in force; carry out inspection of consignments of fish and fish products prior
to export and of imported fish and fish products for re-export; and carry out inspection
of landing sites and fishing vessels.
Fish Inspection
35.68
Veterinary Officers and Senior Veterinary Officers of the Competent Authority are
required to work on a roster basis on Saturdays and Sundays for carrying out
inspection and certification of fish consignments. They are presently paid a daily
allowance of Rs 800. We are maintaining the payment of the allowance whilst
revising its quantum.
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Recommendation 19
35.69
We recommend that Veterinary Officers (Competent Authority), formerly

Veterinary Officers, and Senior Veterinary Officers (Competent Authority),
formerly Senior Veterinary Officers, of the Competent Authority who are
required to work on a roster basis on Saturdays and Sundays for inspection
and certification of fish consignments should be paid a daily allowance of
Rs 840.
SHIPPING DIVISION
35.70
The Shipping Division is the specialised arm of the Ministry of Ocean Economy,
Marine Resources, Fisheries, Shipping and Outer Islands. It is responsible for all
maritime safety, maritime security and prevention of pollution of the marine
environment from ships and shipping matters. It also acts as the Maritime
Administration responsible for the development of maritime activities which include
among others: registration of ships, implementation of the Merchant Shipping Act,
Survey and Certification of ships and enforcement of international conventions.
35.71
The Division is headed by the Director of Shipping who is assisted by the Deputy
Director of Shipping and the Secretary for Shipping Development. Other staff
comprise Inspectors, Surveyors and officers in technical grades.
35.72
During consultation, management reported that to be in line with the Government

Vision 2030, the mission of the Ministry is to fully optimize the immense potential of
our Exclusive Economic Zone and to develop the ocean economy as a new pole of
growth for making Mauritius a high income economy. Hence, the Ministry would, in
this endeavour, develop appropriate Regulatory Framework for the management of
all ocean related activities; give a boost to the Shipping Sector; ensure sustainability
of marine resources and ecosystems for enhancement of aqua-culture products; fish
and fish products for local consumption and export, and finally empower the
fisherman community to put them at the centre of development and ensure their
capacity building and training for improved livelihood.
35.73
To meet these challenges, Management informed that there is a need to revisit the
organisational structure of the Shipping Division and in this respect, proposed a new
structure comprising four distinct technical units, namely: Ship Registration,
Seafarers Welfare and Regulatory Framework; Nautical, Maritime Safety and
Maritime Security Standards and Operations; Marine Engineering and Marine
Environment Standards and Operations; and Shipping Development. As each
technical unit will have a specific attribute, Management emphasised on the need of
restyling existing grades and creation of additional levels at the functional and
corporate levels and even submitted their proposed schemes of service.
Management also highlighted the recurrent problems of recruitment and retention of
officers in the professional cadre.
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35.74
As there was no consensus between Management and the head of the Division in
respect of the new structure, Management proposed to defer the issue for
reconsideration. Thereafter the salary gradings of the new grades could have been
provided by the Bureau on an adhoc basis.
35.75
We are, in this Report, revising the salary scales of existing grades and on the basis
of our survey findings on recruitment and retention, maintaining the provision for a
Special Professional Retention Allowance to officers in the Marine Engineering
Surveyor Cadre and the Nautical Surveyor Cadre.
Recommendation 20
35.76
35.77
We recommend that officers in the grades of Marine Engineering Surveyor and

Principal Marine Engineering Surveyor as well as Nautical Surveyor and
Principal Nautical Surveyor eligible
for the payment
of the Special
Professional Retention Allowance as at 31 December 2015 should continue to
be paid same up to 31 December 2016 as specified in the following table:
Salary
SPRA
% of monthly salary
Rs 29400 up to Rs 62950 and reckoning at least

10 years service in their respective grade
10
12.5

(i)
(ii)
~671~
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35.78

All officers in the Engineering/Architecture/Quantity Surveying fields who are

Ship Registration/Legal and Crew Matters Section

Extra Allowance for issue of port clearance to ships at odd hours
35.79
The Superintendent and the Assistant Superintendent of Shipping are required to be

in attendance at the Capitainery Building after normal working hours to issue port
clearances to departing ships.
35.80
We are maintaining the provision to compensate for the additional hours put in
beyond normal working hours.
Recommendation 21
35.81
We recommend that arrangements be made for the Superintendent of Shipping

and the Assistant Superintendent of Shipping who are required, on a regular
basis, to put in additional hours of work for issue of port clearances to
departing ships, to be granted equivalent time off for the extra hours put in.
However, where it has not been possible for management to grant, upon
application, time off within a period of four months, the officers should be
compensated at the normal hourly rate for extra hours put in subject to their
Head, Mauritius Maritime Training Academy

35.82
In line with Vision 2030, Cabinet has at its meeting on 19 February 2016 taken note
that the Ministry of Ocean Economy, Marine Resources, Fisheries, Shipping And
Outer Islands is revisiting the Management of the Mauritius Maritime Training
Academy (MMTA) to make it more responsive to the needs of potential trainees
as it is expected that some 18000 jobs in the Ocean Economy Sector would be
created by 2030. It has also approved the creation of a post of Head, Mauritius
Maritime Training Academy to head, drive and coordinate the activities of the
Academy in a more holistic and integrated manner.
35.83
In the context of this review exercise, Management has requested that the grade
of Head, Mauritius Maritime Training Academy be created on the establishment
of the Shipping Division of the Ministry. The Bureau has considered the issue and
is making appropriate recommendation to this effect.
Recommendation 22
35.84
We recommend the creation of the grade of Head, Mauritius Maritime

Training Academy. Appointment thereto should be made by selection from
among candidates possessing a Masters Degree in Social Science or
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Management or the Maritime related field from a recognised institution and

reckoning at least eight years post qualification experience in the Maritime
Industry or Educational field.
35.85
Incumbent would, inter alia, be responsible for the formulation and implementation of
policies and strategies for the development of the MMTA; the design and organisation
of demand-driven training programmes for the Maritime Sector; the promotion of the
MMTA as a regional Maritime Training Centre; and for exploring opportunities of
partnerships and networking with other institutions.
MINISTRY OF OCEAN ECONOMY, MARINE RESOURCES, FISHERIES,

SHIPPING AND OUTER ISLANDS
SALARY SCHEDULE
Salary Code
02 000 106

Rs 122000
Permanent Secretary
19 000 102
Rs 110000
Director of Fisheries
19 085 095
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

86000
Assistant Director (Fisheries)
19 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
Divisional Scientific Officer (Fisheries)
19 055 085
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 62950
Scientific Officer/Senior Scientific Officer (Fisheries)
19 066 081
Rs 35275 x 925 37125 x 1225 40800 x 1525 49950 x 1625

56450
19 064 076
Rs 33425 x 925 37125 x 1225 40800 x 1525 48425

~673~
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Salary Code
19 057 074
Rs 27850 x 775 32500 x 925 37125 x 1225 40800 x 1525

45375
Assistant Controller, Fisheries Protection Service
19 050 069
Rs 22575 x 625 23200 x 775 32500 x 925 37125 QB 38350 x

1225 38350
19 043 063
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500

x 925 32500
19 027 060
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 30175
19 067 081
Rs 36200 x 925 37125 x 1225 40800 x 1525 49950 x 1625

56450
Principal Technical Officer (Fisheries)
19 061 076
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525

48425
Senior Technical Officer (Fisheries)
19 044 072
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125

x 1225 40800 x 1525 42325
26 044 072
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125

x 1225 40800 x 1525 42325
Technical and Mechanical Officer (Fisheries) (New Grade)
13 044 071
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125

x 1225 40800
Fishing Boat Inspector (Engineering)
Fishing Boat Inspector (Nautical)
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Salary Code
13 035 056
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 27075
Motorman/Engine Driver
Second-Hand Fishing (Limited)
05 044 072
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125

x 1225 40800 x 1525 42325
Library Officer
08 022 056
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 27075
Office Clerk
08 038 063
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 32500
formerly GSC 10
08 026 060
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 30175
formerly GSC 9
24 040 061
Rs 18075 x 375 19575 x 475 21950 x 625 23200 x 775 30950

Senior Laboratory Auxilliary
24 023 056
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 27075
Laboratory Auxilliary
24 027 051
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200
Field Supervisor
24 032 056
Rs 15450 x 300 15750 x 325 17700 x 375 19575 x 475 21950

x 625 23200 x 775 27075
Driver (Heavy Vehicles above 5 tons ) (Roster-day and night)
~675~
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Salary Code
24 023 052
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 23975
Driver (Roster)
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325

17700 x 375 19575 x 475 21950 x 625 23200
Driver
24 018 044
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575
Security Guard
24 001 038
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x

260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker
24 016 043
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 19200
Stores Attendant
25 023 052
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 23975
Carpenter
Marine Mechanic Diesel (Fisheries)
Mason
Painter
Plant Mechanic
24 036 052
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 23975
Head Nursery Attendant
24 037 054
Rs 17050 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 25525
Head Nursery Attendant (Fisheries) (Roster)
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200
Nursery Attendant/Senior Nursery Attendant (Fisheries) (Roster)
formerly Nursery Attendant (Fisheries) (Roster)
Senior Nursery Attendant (Fisheries) (Roster)
Pay Review 2016
~676~
Civil Service

Salary Code
13 042 071
Rs 18825 x 375 19575 x 475 21950 x 625 23200 x 775 32500

x 925 35275 QB 36200 x 925 37125 x 1225 40800
Skipper
13 022 047
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21000
Deckhand/Fisherman
13 019 045
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 20050
Boatman
25 016 042
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 18825
COMPETENT AUTHORITY
19 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
Head, Competent Authority (New Grade)
19 069 085
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Senior Veterinary Officer (Competent Authority)
formerly Senior Veterinary Officer
19 065 081
Rs 34350 x 925 37125 x 1225 40800 x 1525 49950 x 1625

56450
formerly Veterinary Officer
19 061 076
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525 48425

Senior Technical Officer (Competent Authority) (New Grade)
19 044 072
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125

x 1225 40800 x 1525 42325
Technical Officer (Competent Authority)
~677~
Pay Review 2016
Civil Service

Salary Code
19 029 062
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 31725
Technical Assistant
24 001 038
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x

260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker
SHIPPING DIVISION
02 000 106
Rs 122000
Permanent Secretary
13 000 102
Rs 110000
Director of Shipping
13 000 099
Rs 98000
Secretary for Shipping Development
13 087 095
Rs 66650 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

86000
Deputy Director of Shipping
13 079 092
Rs 53200 x 1625 62950 x 1850 68500 x 1950 74350 x 2825

77175
Principal Marine Engineering Surveyor
Principal Nautical Surveyor
13 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
Marine Engineering Surveyor
Nautical Surveyor
Principal Maritime Officer
13 069 085
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Superintendent of Shipping
Senior Maritime Officer
Pay Review 2016
~678~
Civil Service

Salary Code
13 055 085
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 62950
Maritime Security Officer
13 055 081
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Assistant Superintendent of Shipping
13 054 081
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Maritime Officer
13 044 071
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125

x 1225 40800
Nautical Inspector
Marine Engineering Inspector
24 027 056
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 27075
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200
Driver
MAURITIUS MARITIME TRAINING ACADEMY
06 085 095
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

86000
Head, Mauritius Maritime Training Academy (New Grade)
06 075 091
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

74350
Principal, Mauritius Maritime Training Academy
~679~
Pay Review 2016
Civil Service

Salary Code
06 061 087
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 62950 x 1850 66650
Head, Deck Department
Head, Engineering Department
13 055 081
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Marine Scientist
06 044 076
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125

x 1225 40800 x 1525 48425
Marine Training Officer
06 044 074
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125

x 1225 40800 x 1525 45375
Instructor, Mechanical Workshop
13 044 070
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125

x 1225 39575
Marine Information Officer
13 044 063
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500

Petty Officer
13 035 055
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 26300
Boatswain (Personal)
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200
Driver
24 019 045
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 20050
School Caretaker
Pay Review 2016
~680~
Civil Service

Salary Code
24 018 044
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575
Security Guard
24 001 038
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x

260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker
**********
~681~
Pay Review 2016
Civil Service
Pay Review 2016

~682~
Civil Service
36.
Ministry of Environment, Sustainable Development,

Disaster and Beach Management
MINISTRY OF ENVIRONMENT, SUSTAINABLE DEVELOPMENT,

DISASTER AND BEACH MANAGEMENT
36.1
The vision of the Ministry of Environment, Sustainable Development, and Disaster

and Beach Management is to achieve a Cleaner, Greener and Safer Mauritius in a
sustainable manner, through protection and management of our environmental
assets, mainstreaming sustainable development principles in different sectors of the
economy, solid and hazardous waste management, enhanced resilience to disasters,
and conservation and rehabilitation of beaches.
36.2
With this vision, the Ministry is responsible to devise appropriate legal and policy
framework regarding environment policy issues, incorporate climate change
adaptation and mitigation measures to ensure sustainable development initiatives,
preserve our beaches through integrated coastal zone management; devise effective
waste management policy to minimise the negative impacts of solid and hazardous
wastes; and ensure effective disaster preparedness and response to enhance the
safety and security of the citizens.
36.3
A Senior Chief Executive who is at the head of the Ministry is supported by officers
of the administrative and technical cadres as well as those in general services. The
Ministry comprises the Department of Environment, Solid and Hazardous Waste and
Beach Management and the National Disaster Risk Reduction and Management
Centre.
36.4
In the context of this Report, we had consultation with both Staff Associations and
Management. Representations made were mostly geared towards the creation of
grades to enable the organisation better fulfil its objectives; restyling of grades and
amendment of schemes of service with a view to enabling appointment of qualified
serving officers. In addition, request has been made for the payment of appropriate
allowances to concerned officers and enhancement of duty exemption scheme.
36.5
The Bureau has examined the various submissions and has considered those which
are justifiable and which would improve service delivery. To this end, we are in this
Report, creating grades based on operational needs and reviewing the mode of
appointment of professional grades so as to allow appointment from a larger pool of
qualified serving officers. We are also restyling grades to commensurate with the
nature of duties performed and which are in consonance with the level of operation
of the grade. Moreover, we are maintaining the continued payment of existing
allowances whilst introducing new ones where they are justified.
~683~
Pay Review 2016
Civil Service

DEPARTMENT OF ENVIRONMENT
36.6
The Department of Environment is one of the technical arms of the Ministry. It is

mainly responsible for the administration of the environmental protection legislation;
and design and development of environmental guidelines/standards. It also acts as
a national focal point for information and research on all environmental matters and
assistance is provided to other Ministries and government agencies in their task for
protecting and enhancing the quality of the environment.
36.7
The Department is managed by a Director who is empowered to implement policy

and enforce environmental laws. He is assisted in his duties by two Deputy Directors
for the proper management and administration of the 11 Divisions namely: Policy
Planning; Environment Assessment; Information Education, Communication and
Public Awareness; Climate Change; Sustainable Development; Coordination and
Project Implementation; Pollution Prevention and Control; National Environmental
Laboratory; Integrated Coastal Zone Management; Law and Prosecution; and
EIA/PER Monitoring.
36.8
A Divisional Environment Officer is at the head of each Division, except for the
National Environmental Laboratory (NEL), which is headed by a Divisional Scientific
Officer. Officers in the professional and technical grades provide support services.
36.9
We are, in this Report, reinforcing the structure of the NEL with the creation of the
grade of Senior Scientific Officer (Environment), reviewing the scheme of service of
the grades of Divisional Scientific Officer (Environment) and Environment Officer
while also restyling the latter grade. We are equally maintaining the payment of the
existing allowances.
Senior Scientific Officer (Environment) (New Grade)

36.10
Management has submitted that with the growing changes in the environmental
landscape, the NEL is called upon to face new challenges in the carrying out of its
core activities, namely conducting physiochemical and microbiological analyses on
environmental media. Consequently, the Laboratory has been experiencing a
continuous increase in its activities and responsibilities. In these circumstances,
Management has apprised that there is an imperative need for a supervisory level to
oversee the work of the Scientific Officers and assist the Divisional Scientific Officer
in coping with the increasing workload and the added responsibility.
36.11
After examining the request, the Bureau considers that there is merit in the case. We
are, therefore, recommending accordingly.
Recommendation 1
36.12
We recommend the creation of the grade of Senior Scientific Officer

(Environment). Appointment thereto should be made by promotion, on the
basis of experience and merit, of officers in the grade of Scientific Officer
Pay Review 2016
~684~
Civil Service

(Environment) who reckon at least four years service in a substantive capacity

in the grade and who possess good interpersonal and leadership skills.
36.13
Incumbent would be required, inter-alia, to: assist the Divisional Scientific Officer in
implementing quality assurance/quality control procedures within the National
Environmental Laboratory; be responsible for testing and adapting analytical
methodologies for environmental analyses; monitor the work of Scientific Officers and
other technical staff under his supervision; monitor the execution of the Laboratorys
assignments; and assist in the training and development of staff.
Divisional Scientific Officer (Environment)

36.14
With the creation of the grade of Senior Scientific Officer (Environment), there is need
to amend the mode of appointment to the grade of Divisional Scientific Officer
(Environment), which is presently by promotion of officers who reckon at least six
years service in a substantive capacity in the grade of Scientific Officer
(Environment). We are, therefore, making an appropriate recommendation to that
end.
Recommendation 2
36.15
We recommend that in future, appointment to the grade of Divisional Scientific

Officer (Environment) should be made by promotion, on the basis of experience
and merit, of officers in the grade of Senior Scientific Officer (Environment) and
Scientific Officer (Environment) in post as at 31.12.15 who reckon an aggregate
of at least six years service in a substantive capacity in the cadre.
Environment Officer
36.16
At present, appointment to the grade of Environment Officer is made by selection

from among officers in the grade of Environment Enforcement Officer (Personal)
possessing a degree in one of the following subjects: Agriculture, Botany,
Biochemistry, Biology, Chemistry, Engineering (Chemical or Civil or Environmental),
Environment and Coastal Management, Climate Change Economics, Environmental
Science or Environmental Economics or Environmental Law or Ecology or
Environmental Planning, Geology, Marine Science, Urban Planning, and Sustainable
Development or any environment related discipline.
36.17
The Bureau has been apprised that owing to the changes and challenges in the field
of environment, the Department makes regular use of technological tools such as
Government Information Service (GIS) and ICT in the daily conduct of its activities
such as environmental planning, monitoring and management, climate change
modelling and vulnerability assessment. To this end, request has been made to
enlarge the field of studies in which a degree is required for appointment to the grade
of Environment Officer in view of tapping the expertise of able and qualified officers
in the fields of GIS and IT.
~685~
Pay Review 2016
Civil Service
36.18

The Bureau opines that the proposal made is sound to enhance service delivery and
would be beneficial to the organisation. We are, therefore, enlarging the fields of
study. Moreover, given that the avenue of promotion of Environment Officers is quite
limited, we are providing for better career earnings to these officers. We are making
appropriate recommendations along these lines.
Recommendation 3
36.19
We recommend that:
(i)
(ii)
the grade of Environment Officer be restyled Environment Officer/

Senior Environment Officer; and
the fields in which a degree is required for appointment to the grade of
Environment Officer/Senior Environment Officer, formerly Environment
Officer, should be enlarged to include Geographic Information System or
Information Technology with specialisation in GIS.
On-Call Allowance and In-Attendance Allowance

36.20
At present, officers in the professional and technical cadres are required to be on-call
on a 24-hour basis to attend to environmental emergencies and cater for the everincreasing expectations of the public. We are maintaining this provision.
Recommendation 4
36.21
We recommend the payment of a monthly commuted allowance to the following

officers of the Department of Environment for being on-call during the whole
month after office hours, as per the table below:
Grade
Environment
(Personal)
Amount (Rs)
Enforcement
Officer
550
1000
Senior Scientific Officer (Environment)

(New Grade)
1225
Environment Officer/Senior Environment

Officer
1100

(Environment)
1375
Divisional Environment Officer
Pay Review 2016
~686~
Civil Service
36.22

We also recommend that when attending work while on-call, these officers be
paid an in-attendance allowance per hour, inclusive of travelling time, as
follows:
Grade
Environment
(Personal)
Enforcement
Amount (Rs)
Officer

Senior
Scientific
(Environment)(New Grade)
110
200
Officer
245
Environment Officer/Senior Environment

Officer
220

(Environment)
275
On-Call Monthly Commuted Allowance to Drivers

Recommendation 5
36.23
We recommend that Drivers who are required to be on-call to attend to

environmental hazards/emergencies should continue to be paid a monthly
on-call commuted allowance of Rs 325.
SOLID WASTE MANAGEMENT DIVISION
36.24
The Solid Waste Management Division (SWMD) aims at improving the present solid
waste management system by rendering waste collection more effective and efficient
with the objective for a better service and a lower per tonne cost; recognising that
certain waste streams have economic values and deviating these wastes from the
conventional channel that end up in their disposal; reducing the overall public
expenditure on solid waste management; and setting up a structured system for
receiving, treating and/or exportation of hazardous wastes.
36.25
Recent key achievements of the SWMD are as follows: closure of open dumps,
construction of sanitary land fill, increase in collection coverage and frequency,
construction of additional transfer stations, disposal of specific types of solid
hazardous waste in specifically designed cells, and increased public awareness on
solid waste management.
~687~
Pay Review 2016
Civil Service

36.26
A Director heads the SWMD and is assisted by a Deputy Director as well as officers
from the Project Officer, Technical Officer and Technical Enforcement Officer cadres.
36.27
Representations from the staff side and Management were jointly submitted. The
requests were for amendments in schemes of service, allowance for exposure to foul
odour and putrefying wastes, creation of grades and enhancement of the duty
exemption scheme. The present organisation structure at the SWMD, which is
appropriate, is being maintained. We are, however, reviewing the qualification
requirement for the grade of Deputy Director, Solid Waste Management Division and
making provision for an allowance for officers exposed to foul odour and putrefying
wastes.
Deputy Director, Solid Waste Management Division

36.28
Both Unions and Management have submitted that the scheme of service for the
grade of Deputy Director, Solid Waste Management Division be amended such that
appointment to the grade be made by selection from among Principal Project Officers.
The present mode of recruitment to the grade of Deputy Director, Solid Waste
Management Division is from outside candidates who are Registered Civil Engineers.
In order to encourage officers in the cadre to be registered as Professional Engineers
and to provide a career path for the Principal Project Officers in post, we are making
provision for Principal Project Officers who possess the required qualifications to be
eligible for the post of Deputy Director, Solid Waste Management Division.
Recommendation 6
36.29
We recommend that the scheme of service for the grade of Deputy Director,
Solid Waste Management Division be amended such that, in future,
appointment thereto should be made by selection from among officers in the
grade of Principal Project Officer who are registered as Professional Engineer
with the Council of Registered Professional Engineers of Mauritius, possess a
Masters Degree in Environmental Engineering from a recognised institution,
and reckon at least two years experience in solid waste management. In the
absence of qualified Principal Project Officers, appointment to the grade of
Deputy Director, Solid Waste Management Division should be made by
selection from among outside candidates possessing the above mentioned
qualifications.
Allowance for exposure to foul odour and putrefying wastes

36.30
Officers in the grades of Project Officer/Senior Project Officer, Technical Officer and
Technical Enforcement Officer have requested for an allowance as they are regularly
exposed to foul odour and putrefying wastes due to the nature of their duties. The
statistics on visits to transfer stations/landfills and relevant reports submitted by the
Management have revealed that there is justification for the grant of an allowance to
the officers for being regularly exposed to hazardous substances.
Pay Review 2016
~688~
Civil Service

Recommendation 7
36.31
We recommend the payment of a monthly allowance equivalent to 1

increments at the initial of the relevant salary scale to officers in the grades of
Project Officer/Senior Project Officer, Technical Officer and Technical
Enforcement Officer who are regularly exposed to foul odour and putrefying
wastes.

Recommendation 8
36.32
36.33
We recommend that officers in the Project Officer cadre eligible for the payment
following table:
Grade
SPRA
% of monthly salary
Project Officer/Senior Project Officer reckoning at

least 10 years service as an Engineer in the Public
Sector
Deputy Director, Solid Waste Management

Division (Registered Civil Engineer)
10
Director, Solid Waste Management Division
12.5

(i)
(ii)
~689~
Pay Review 2016
Civil Service
36.34

All officers in the Project Officer cadre who are eligible for the payment of the
Technical Enforcement Unit

36.35
As enforcement arm of the Solid Waste Management Division, the Technical

Enforcement Unit ensures that various provisions of the Local Government Act 2011,
Hazardous Waste Regulations and Waste Oil regulations are enforced. Its main
functions, among others, are: collection and disposal of Asbestos waste, medical
waste, e-waste; management and control of dumping sites, transfer stations and
other landfill, monitoring cleanliness of beaches, bare lands and drains; and assisting
other authorities to promote healthy environment in emerging environmental
calamities.
36.36
The Unit is headed by a Principal Technical Enforcement Officer who is responsible

for the overall management of the Enforcement Unit including planning, organising,
monitoring and supervision. He is supported by officers in the grades of Senior
Technical Enforcement Officer, Technical Enforcement Officer and officers of the
minor grades.
36.37
In the context of this review, the following proposals have been received from officers
of the Technical Enforcement Unit to, among others: maintain the three-level structure
with an increase in manpower; to align the salary of the officers of the Unit with officers
of other technical cadre possessing similar qualification requirement; payment of a
risk allowance; allowance/increment for effecting squad visits at Mare Chicose
Landfill after normal working hours and on officially declared cyclone day and the
grant of additional increment to those Local Government Enforcement Officers who
joined the Technical Enforcement cadre and are performing new set of duties.
36.38
Parties were apprised that it is the responsibility of Management to cater for

organisational structure and to increase the number of posts at each level subject to
functional requirements. Emphasis was made on Managements role to conduct an
HR Audit exercise after the publication of the Report to address HR problems. It was
also highlighted that requests pertaining to conditions of service would be looked into
holistically. As regards, alignment of salaries, this would be assessed on the basis
of information from their job description questionnaires and the job evaluation
exercise.
36.39
After a thorough examination of all representations, the Bureau views that the present
organisation structure should be maintained.

36.40
It has been represented that Local Government Enforcement Officers (Personal) who
opted to join the grade of Technical Enforcement Officer, have not been compensated
for the enhanced duties and responsibilities devolving on them on their joining the
Pay Review 2016
~690~
Civil Service

latter grade. It has also been submitted that on intergrating the said grade they have
witnessed a change in their conditions of work as they have to, additionally work on
officially declared cyclone days, attend request at any time during disasters and effect
a weekly visit to the Mare Chicose Landfill.
36.41
After considering all the above factors and also the roles of the unit in providing a
service to the community through the enforcement of various regulations pertaining
to Solid Waste Management, the Bureau is making an appropriate recommendation.
Recommendation 9
36.42
We recommend that officers in the grade of Local Government Enforcement

Officer who opted to join the grade of Technical Enforcement Officer should be
granted one additional increment on conversion subject to the maximum salary
of the grade.
Hours of Work
36.43
Officers of the Technical Enforcement Officer Cadre are called upon to work outside
normal hours including Saturdays, Sundays, public holidays and officially declared
cyclone days. This element has been taken into consideration in arriving at the
recommended salaries.
NATIONAL DISASTER, RISK REDUCTION AND MANAGEMENT CENTRE
36.44
The main objectives of the National Disaster, Risk Reduction and Management
Centre (NDRRMC) are, among others, to: act as the main institution in Mauritius for
coordinating and monitoring the implementation of disaster risk reduction and
management activities; work in close collaboration with the Mauritius Meteorological
Services with a view to develop and improve warnings and advisories systems for all
natural hazards affecting Mauritius; support Ministries/Departments, Local Authorities
and Communities in building capacity for disaster risk reduction and management;
and facilitate and coordinate the conduct of regular trainings, drills and simulation
exercises to test the adequacy of disaster response plans.
36.45
It operates under two distinct modes namely the normal mode and the crisis mode.
During the normal mode, the focus is on Disaster Risk Reduction activities at national
level whereas during the crisis mode, the staff are mobilised and have to work long
strenuous hours, often after normal working hours including working at nights as well
as during weekends and on public holidays.
36.46
The establishment of the Centre comprises the grades of Director-General, Director

Preparedness, Director Recovery and Director Response. At present, the Centre is
operating with staff who have either been posted or seconded for duty from other key
organisations viz the Mauritius Police Force, the Meteorological Services and the
Department of Environment based upon their specific competencies and areas of
expertise.
~691~
Pay Review 2016
Civil Service

36.47
Representations received in the context of this Report are as follows: review of

allowances; payment of risk allowance and provision of protective equipment,
transport facilities, meal facilities as well as retention allowance, to cater for the
specific conditions of work including the different demand placed on the officers.
36.48
During consultation, Management was requested to submit additional information

regarding the allowances being paid and to confirm the maintenance of the existing
work arrangement at the Centre. As regards provision of protective equipment,
Management was advised to channel their request to the Standing Committee on
Uniforms at the Ministry of Civil Service and Administrative Reforms. Additionally,
explanations were given in respect of submissions pertaining to Conditions of
Service. In reply to the demand for risk allowance, it was highlighted that appropriate
recommendation would be made for organisations to carry out a Risk Assessment
Exercise as per provision of paragraph 18.15.23 of Volume 1 of this Report.
36.49
For inadequacy of information on the allowances, the Bureau is unable to make any
recommendation thereon. However, the request for payment of these allowances, if
justified, would be considered by the Bureau on an ad hoc basis.
36.50
The present organisation structure is being maintained.
MINISTRY OF ENVIRONMENT AND SUSTAINABLE DEVELOPMENT,

DISASTER AND BEACH MANAGEMENT
SALARY SCHEDULE
Salary Code
02 000 108

Rs 152000
02 000 106
Rs 122000
Permanent Secretary
26 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
Project Manager
26 069 085
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Deputy Project Manager
Pay Review 2016
~692~
Civil Service

Salary Code
26 059 081
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Project Officer
26 061 076
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525 48425

Chief Inspector
26 056 072
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 42325

Senior Inspector
26 048 067
Rs 21475 x 475 21950 x 625 23200 x 775 32500 x 925 36200

Inspector
24 027 056
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 27075
Senior Leading Hand
24 030 054
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 25525
Driver, Mechanical Unit
25 023 052
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 23975
Cabinet Maker
Carpenter
Mason
Painter
Welder
General Assistant
25 016 042
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18825
24 017 043
Rs 11450 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19200
~693~
Pay Review 2016
Civil Service

Salary Code
24 015 041
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18450
Handy Worker
24 016 043
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 19200
Stores Attendant
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200
Driver
24 019 045
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
Office Helper (Ex-SPI)
24 018 044
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575
Security Guard
24 001 038
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
General Worker/Helper (Ex-SPI)
DEPARTMENT OF ENVIRONMENT
19 000 102
Rs 110000
Director of Environment
19 085 095
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

86000
Deputy Director of Environment
19 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
Divisional Scientific Officer (Environment)
Pay Review 2016
~694~
Civil Service

Salary Code
19 069 085

Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950
Senior Scientific Officer (Environment) (New Grade)
19 055 085
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 62950
Environment Officer/Senior Environment Officer
19 055 081
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
19 033 065
Rs 15750 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 34350
Environment Enforcement Officer (Personal)
24 040 061
Rs 18075 x 375 19575 x 475 21950 x 625 23200 x 775 30950

Senior Laboratory Auxiliary (New Grade)
24 023 056
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 27075
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200
Driver
24 019 045
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
Resource Centre Attendant
SOLID WASTE MANAGEMENT DIVISION

26 000 100
Rs 101000
Director, Solid Waste Management Division
~695~
Pay Review 2016
Civil Service

Salary Code
26 085 095
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

86000
Deputy Director, Solid Waste Management Division
26 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
26 055 085
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 62950
Project Officer/Senior Project Officer (Solid Waste Management Division)
26 044 072
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
Technical Officer
18 062 079
Rs 31725 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 53200
Principal Technical Enforcement Officer
18 058 074
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 45375

Senior Technical Enforcement Officer
18 044 071
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800
26 048 067
Rs 21475 x 475 21950 x 625 23200 x 775 32500 x 925 36200

Inspector
26 029 062
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 31725
25 041 060
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 30175

Foreman
Pay Review 2016
~696~
Civil Service

Salary Code
24 030 054
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 25525
25 023 052
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 23975
Cabinet Maker
Carpenter
Electrician
Mason
Painter
Welder
General Assistant
24 027 056
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 27075
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200
Driver
24 022 047
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21000
24 019 045
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
24 018 044
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575
Security Guard
25 016 042
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18825
Tradesman`s Assistant
~697~
Pay Review 2016
Civil Service

Salary Code
24 015 041
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18450
Handy Worker
24 015 040
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18075
Lorry Loader
24 001 038
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
NATIONAL DISASTER RISK REDUCTION AND
MANAGEMENT CENTRE
02 000 105
Rs 119000
Director General
02 086 095
Rs 64800 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

86000
Director Preparedness
Director Recovery
Director Response
02 069 085
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Coordinator for Community Mobilisation and Local Community Support,
Preparedness Team
10 069 085
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Education and Training Coordinator
Information and Communication Manager (Response Team)
02 054 081
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Disaster Monitoring Officer
04 055 081
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
ICT Specialist (Response)
Pay Review 2016
~698~
Civil Service

Salary Code
01 054 081
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Recovery Programme Officer (Economics)
19 054 081
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Recovery Programme Officer (Engineering)
**************
~699~
Pay Review 2016
Civil Service
Pay Review 2016

~700~
Civil Service
37.
Ministry of Civil Service and Administrative Reforms
MINISTRY OF CIVIL SERVICE AND ADMINISTRATIVE REFORMS
37.1
The Ministry of Civil Service and Administrative Reforms (MCSAR) is the central
coordinating body/institution in the public service. Its vision is to have a professional
public service committed to excellence. In this context, it aims at instilling a culture
of excellence by being a driver and facilitator of change and innovation, spearheading
administrative reforms to enable the delivery of timely and quality services and
facilitating the continuous professional development and growth of human resources
in the civil service, among others.
37.2
Some of the core functions of the Ministry pertain to training, conduct of human
resource matters, welfare of officers, initiating reforms and ensuring compliance with
Occupational Health and Safety Act. These activities are carried out through five
divisions/units namely the Administration and Human Resource Management
Division, the Civil Service policy and Management Unit, the Human Resource
Development Division, the Occupational Safety and Health Division and the
Administrative Reforms Unit. Besides its core functions, the MCSAR also runs the
Civil Service Library for the benefit of Public Officers and has under its aegis the
Public Officers Welfare Council which caters for the welfare of officers.
37.3
With a view to improving service delivery, the MCSAR regularly embarks on reform
initiatives geared towards bringing significant changes in the Public Service. Among
the major recent initiatives are PMS, HRMIS, Public Service Excellence Award and
Mystery Shopping. The theme of this Report which is the transformation of the Public
Sector for an enhanced service delivery to meet citizens, non citizens and other
stakeholders needs calls for the alignment of resources of the six main institutions
where the role of the MCSAR in matters relating to reforms in the Public Sector would
become even more pivotal.
37.4
The Senior Chief Executive is the Responsible and Accounting Officer of the Ministry.
He is assisted in his tasks by officers of the administrative cadre, Human resource
cadre, Occupational Safety and Health Officer Cadre and other supporting Officers.
He is also the Responsible Officer for officers of the general services and Office Care
Attendant cadre who are posted to various Ministries and Departments.
37.5
For this review, the main representations received relate to the creation of levels,
merging of grades, review of qualification requirements, Award courses for the
general services grades, adjustment of salaries and re-establishing the grade of
Senior Human Resource Executive which was restored in the EOAC Report but
granted a personal salary.
37.6
The present structures of the different cadres falling under the MCSAR are adequate
to enable the Ministry to deliver on its mandate. Nonetheless, after a thorough
examination of the submissions, we are providing for a new level of Senior Human
Resource Executive taking into consideration the need for supervision for effective
service delivery. For those Clerical Officer/Higher Clerical Officers and Special
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Clerical Officers, who, prior to this Report, have not been granted the option to join
the grade of Management Support Officer, we are giving them the opportunity to opt
to join the said grade.
HUMAN RESOURCE MANAGEMENT CADRE
37.7
Officers of the Human Resource Management cadre are involved in the conduct of
duties relating to recruitment and staffing, discipline, human resource planning,
retirement and retirement benefits, among others. The cadre consists of a six level
structure and is headed by the Director, Human Resource Management.
37.8
In the 2013 PRB Report, the HR Cadre underwent certain changes in favour of
delayering, to the agreement of both Management and the staff side. However, the
EOAC Report contained certain recommendations which were strongly contested
and viewed as anomalous. These alleged anomalies have set the scene for the
Human Resource Executives to make their representations in the context of the
present Report.
Human Resource Executive

37.9
Human Resource Executives possessing a Diploma in Human Resource

Management or a Diploma with Human Resource Management as a major
component are allowed to move incrementally in the Master Salary Scale up to salary
point Rs 39275 provided they have drawn the top salary for a year and met the
performance criteria. We are maintaining this recommendation and providing the
salary point in accordance with the new salary scale.
Recommendation 1
37.10
We recommend that incumbents in the grade of Human Resource Executive

possessing the Diploma in Human Resource Management or a Diploma with
HRM as a major Component or an equivalent qualification should be allowed to
move incrementally in the Master Salary Scale up to salary point
Rs 42325 provided that they:
(i)
(ii)

preceding year; and
(iii)
Senior Human Resource Executive (New Grade)

37.11
The grades of Human Resource Officer and Senior Human Resource Officer were
merged and restyled Human Resource Officer/Senior Human Resource Officer in the
2013 PRB Report. According to the EOAC Report, there was need to re-introduce a
supervisory level to exercise discipline, control and accountability. Consequently it
recommended that the grade of Human Resource Officer be restyled Human
Resource Executive while that of Senior Human Resource Officer be restyled Senior
Human Resource Executive (Personal).
Pay Review 2016
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37.12
During the consultative meetings held in the context of this review, both Management
and the Staff side have impressed upon the fact that there is incongruity between the
justifications provided by the EOAC Report for re-establishing the grade of Senior
Human Resource Executive and its recommendation for the grade to be made
evanescent. They have also stressed on the fact that should the supervisory level be
eliminated, problems of supervision would definitely arise, particularly in
units/departments where officers belonging to the two distinct grades (Human
Resource Executive and Senior Human Resource Executive) used to be posted.
37.13
We have carried out an in depth study of the whole issue particularly as it may have
repercussion across the Public Sector. It should be noted that with EOAC, the grade
of Human Resource Officer restyled Human Resource Executive (HRE) was
dissociated from the grade of Senior Human Resource Officer restyled Senior Human
Resource Executive (SHRE). However, the HRE was granted a top salary which
was in fact that of the SHRE. On the other hand, the SHRE was granted an
unexplained massive upgrading causing many relativities to be disturbed and
triggering claims for parity of treatment from comparable grades. Taking into
consideration that there is need for supervision for effective service delivery on one
hand and on the other the constraints described above, we are providing for a grade
of Senior Human Resource Executive with an appropriate salary scale in the
circumstances.
Recommendation 2
37.14
We recommend the creation of a grade of Senior Human Resource Executive.

Appointment thereto should be made by promotion, on the basis of experience
and merit, of officers in the grade of Human Resource Executive who reckon at
least three years service in a substantive capacity in the grade and who
possess a Diploma in Human Resource Management or Personnel
Management or a Diploma with Personnel Management/ Human Resource
Management as a major component.
37.15
Incumbent would be required to, inter-alia, advise on the interpretation of rules and
regulations pertaining to human resource management and implementation of human
resource policies; supervise and co-ordinate the activities of the Human Resource
Division in a Ministry/Department; carry out human resource planning to determine
the number of staff and skill levels required; carry out training needs assessment and
assist in the mounting of appropriate training courses and supervise and provide
proper guidance and coaching to junior staff.

37.16
In the EOAC Report, recommendation was made for the grade of Assistant Manager,
Human Resources, as from 01 July 2013, to be filled by promotion, on the basis of
experience and merit, of officers in the grades of Senior Human Resource Executive
(Personal) and Human Resource Executive possessing a Degree in Human
Resource Management or a Degree with Human Resource Management as a major
component or an equivalent qualification and reckoning at least six years service in
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a substantive capacity in the grade or an aggregate of at least six years service in

the Human Resource Management Cadre. Recommendation was also made for the
MCSAR to design a sponsorship scheme to enable officers in these grades to follow
the BSC course in HRM.
37.17
However, with the creation of the grade of Senior Human Resource Executive, the
entry requirements for the grade of Assistant Manager, Human Resources have
changed. There is, therefore, need to bring consequential changes to the scheme of
service of the grade. A job re-evaluation exercise of the grade of Assistant Manager,
Human Resources has also been carried out and the duties performed by incumbents
as per information provided in the Job Description Questionnaires were examined.
All these were taken into consideration in arriving at the recommended salary for the
grade.
Recommendation 3
37.18
We recommend that as from 01 January 2016, the grade of Assistant Manager,

Human Resources should be filled by promotion, on the basis of experience
and merit, of officers in the grade of Senior Human Resource Executive
(Personal) and Senior Human Resource Executive (Future Holder) possessing
a Degree in HRM or a Degree with Human Resource Management as a major
component or an equivalent qualification and reckoning at least four years
37.19
We also recommend that the MCSAR should continue to run the sponsorship
scheme to enable officers in the grades of Senior Human Resource Executive
(Personal), Senior Human Resource Executive (Future Holder) and Human
Resource Executive to follow the BSc Course in Human Resource
Management.
37.20
We further recommend that Assistant Managers, Human Resources drawing a

salary of Rs 54275 as at 01 January 2016 should draw the conversion thereof
on a personal basis.
GENERAL SERVICES
37.21
General Services are those services that are supportive in nature and are, not only
essential, but vital for the general administration of public sector organisations. Given
the importance thereof, these services have been extended to technical sectors as
well. In fact, incumbents in these grades perform duties that are considered as
groundwork which facilitate the taking of administrative decisions and internal
organisation and control.
37.22
First and foremost, it should be remembered that an organisation exists for a specific
purpose and its core activities are derived therefrom. These activities are organized
into tasks which are then regrouped into levels. A level regrouping similar and related
duties is referred to as a grade. Another important point to retain is that a grade
exists or is created solely on the basis of needs.
Pay Review 2016
~704~
Civil Service
37.23
The General Services comprise the Clerical, Executive and Secretarial groups. Each
group has different cadres with moreover same nature of duties. As at 30 June 2003,
the Clerical Cadre comprised the grades of Clerical Officer/Higher Clerical Officer and
Office Supervisor while the Executive Cadre comprised the grades of Executive
Officer, Higher Executive Officer, Senior Executive Officer/Principal Executive Officer
(P) and Office Superintendent. In 2003, a grade of Special Clerical Officer was
created in the Clerical Cadre while the grade of Senior Executive Officer/Principal
Executive Officer (P) was abolished.
37.24
Due to the use of modern management techniques and ICT which have impacted on
work processes, coupled with the emergence of new functions at these levels it was
from time to time essential to bring certain structural changes for enhanced
effectiveness and efficiency.
37.25
In the same breath, officers in many grades including Clerical Officer/Higher Clerical
Officer and Executive Officer started doing simple computer-related duties. Similarly,
Word Processing Operators were assigned clerical functions in many instances to
make effective use of their office time. It should be noted that even officers of
Professional Cadres were not wholly dependent on secretarial supporting staff for the
production of their work/Reports/documents.
37.26
In the circumstances, in 2008, we recommended the creation of polyvalent grades of

Officer and Senior Officer. Clerical Officer/Higher Clerical Officers were given the
option to join the polyvalent grade of Officer while Executive Officers were given the
option to join the grade of Senior Officer. The grade of Office Management Executive
was also created and Office Superintendents were given the option to join that grade.
37.27
We wrote a word of caution in the 2008 Report stating that the top salaries of certain
grades are out of line with market realities and should, therefore, be reviewed
downwards. In this context, the top salaries recommended in 2008 for future entrants
in the grades of Clerical Officer/Higher Clerical Officer and Word Processing Operator
were Rs 16600 and Rs 16000 respectively while the top salary of Clerical
Officer/Higher Clerical Officers and Word Processing Operators in post converted to
Rs 19600 and Rs 19000 respectively.
37.28
In the 2013 PRB Report, the grade of Officer was restyled General Services Officer
and that of Senior Officer was restyled General Services Executive. We further
created the grade of Office Management Assistant (OMA) which was promotional for
General Services Executive. The EOAC Report restyled the grade of Officer to
Management Support Officer and merged the grade of Senior Officer and Office
Management Assistant and restyled it to Office Management Assistant.
37.29
Many traditional relativities were disturbed, thus giving rise to many representations
after the publication of the EOAC Report. For instance, outcry concerned mainly the
position of OMA vis--vis HRE and HEO (Personal).
~705~
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Observations and Analysis

37.30
It is observed that while elaborating on this subject in the 2008 PRB Report we
referred to market rate. Today, a survey carried out by the Private Sector reveals
that the starting salary being paid to HSC holders varies between Rs 6000 to
Rs 12000 depending on the economic sectors.
37.31
The former grade of Clerical Officer/Higher Clerical Officer has always been a feeder
grade in the public sector where officers joining this grade rapidly move to other
grades/cadres. This implies that the large majority of officers joining this grade leaves
the grade before reaching the top salary recommended. For recent recruitments,
graduates and holders of Diploma have been selected to a large extent. Most
probably, these people would leave on obtention of better jobs. Nevertheless, some
officers do not get opportunities elsewhere and are, therefore, compelled to remain
in the grade until the end of their career. We are conscious of this fact and we have
taken all these into consideration in arriving at a conclusion. In fact provision exists
under Long Service Increment for officers in such circumstances to move by two
increments.
37.32
Grades requiring HSC as minimum qualification are generally granted a salary scale
the top of which is Rs 27425 monthly. Certain grades do have additional qualification
requirement, besides the HSC but are still pegged at Rs 27425. When compared to
these grades and upon carrying out a job-reevaluation, it has been found that the
grade of Management Support Officer is slightly overgraded.
37.33
Initially, the grade of Officer was created with a view to have a polyvalent grade as
explained at paragraph 39.26 above. However, the grade of Word Processing
Operator, which was supposed to phase out, was re-instated in the EOAC Report. It
has been reported that most of the officers who opted for Management Support
Officer were not performing the additional duties recommended. So, the duties
performed are not commensurate with the salary drawn.
37.34
Another important point is that the grade of Management Support Officer formerly
used to be a strong benchmark among grades requiring HSC. However, only this
grade has been upgraded out of the group of grades which were previously on a
parity.
37.35
In face of such a situation, various options have been envisaged and the
consequences thereof assessed. The best and most equitable option is to have the
first rung in the hierarchy at the same level as the other HSC holders which at the
same time is close to market reality.
37.36
Normally, the Bureau is in favour of flattening of structures so as to render an

organisation more responsive to needs of stakeholders, thus improving effectiveness
and efficiency. However, in this particular case the situation is quite different,
warranting consideration from a wider perspective. In fact, it would resolve many a
problems in structures. Nevertheless, in so doing, we are ensuring that no prejudice
is caused to employees in post.
Pay Review 2016
~706~
Civil Service
Recommendation 4
37.37
We recommend that:
(i)
the grade of Management Support Officer be made evanescent;
(ii)
a grade of Management Support Officer (Future Holder) be created with

the same qualification requirement and duties as those of the
Management Support Officer (Personal).
37.38
Presently, the grades of Financial Officer/Senior Financial Officer and Procurement

and Supply Officer/Senior Procurement and Supply Officer are filled by selection from
among Office Management Assistant reckoning at least four years service in a
substantive capacity in the grade. For the grade of Human Resource Executive,
posts are filled by selection from among Office Management Executive, Higher
Executive Officer (Personal) or Office Management Assistant reckoning at least four
years service in the grade or an aggregate of at least four years service in the grades
of OMA and the former grade of Senior Officer and/or Executive Officer.
37.39
It has been represented that there are many officers at the level of Management
Support Officer who have been assigned higher responsibilities on various occasions.
It is claimed that these officers have acquired wide experience which can be used
more gainfully by the service. They have requested that they should be granted
eligibility to compete for the posts of Human Resource Executive, Financial
Officer/Senior Financial Officer and Procurement and Supply Officer/Senior
Procurement and Supply Officer.
Recommendation 5
37.40

should consider granting eligibility to officers in the grade of Management
Support Officer who reckon at least 20 years service in a substantive capacity
in the Clerical Officer Cadre to compete for posts of Human Resource
Executive, Financial Officer/Senior Financial Officer and Procurement and
Supply Officer/Senior Procurement and Supply Officer.
Higher Executive Officer (Personal)

37.41
Representations have been received from Higher Executive Officers (HEO)

(Personal) to the effect that they have been deprived of their rights in the last reports.
Consequently, they have made a proposal for same to be restored. In this context,
their plea is to restyle the grade of HEO (P) into Office Management Executive (OME)
or to integrate them in the establishment of Office Management Assistant (OMA)
according to their seniority placing prior to the creation of the grade of Senior Officer,
that is, prior to 01 July 2008.
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37.42
The Bureau has carried out a thorough examination of their case to ascertain the
veracity of their statements. The officers were appointed HEO in February 2013. The
EOAC Report which was published in May 2013 provided for the grade of HEO to be
merged with the grade of OME. However, this merger was in respect of HEO in post
as at 31.12.12 only. It further provided for those officers who were appointed in 2013
to draw personal salaries.
37.43
During the consultative meeting with the officers, the latter were apprised that the
restyling to the grade of OME cannot be done inasmuch as the grade of OME exists
already. It is not possible either, to make them join the grade of OMA and keep their
seniority placing as per the list of Executive Officers which was in force as at 30.06.08
because setting of seniority is the responsibility of the PDFSC.
37.44
Nevertheless, we cannot completely overlook the surrounding facts of their case. In

the 2013 PRB Report, we created the grade of OMA, which was pegged higher than
HEO, which, in turn was higher than the grade of General Services Executive (GSE)
formerly Senior Officer. With the EOAC Report, the grades of OMA and Senior Officer
were merged and restyled OMA. In so doing, all of a sudden, incumbents in the
former grade of Senior Officer found themselves higher in the hierarchy than their
seniors (HEO). It has also been observed that prior to the EOAC Report, the grade
of OME was filled by selection from Office Superintendent, OMA, HEO and EO/GSE
formerly Senior Officer reckoning 15 years service in a substantive capacity in the
grade. However, the EOAC Report recommended that henceforth, OME should be
filled by promotion of OMA. Thus HEOs are no more eligible to compete for the post
of OME, depriving them of one of their acquired rights.
37.45
Furthermore, the 2013 PRB Report contained a recommendation for HEOs

organising official functions and welfare activities, providing proper office
accommodation, furniture and equipment, among others, in a department where
neither an Assistant Permanent Secretary, Office Superintendent or an OME is
posted, to be paid an allowance. This provision has been waived by the EOAC
Report.
37.46
Another reported problem likely to crop up concerns the issue of acting, in place of
OME. The grade of OME is the direct promotional route for the grade of OMA which
is hierarchically higher than HEO. However, there are many HEOs whose seniority
placing as at 30.06.2008 in the executive cadre was higher than those officers who
now by virtue of their joining the grade of OMA have a higher placing. HEOs prior to
EOAC, were also eligible for movement by three increments following the successful
completion of an award course on Effective Office Management and Supervision.
This recommendation also has been waived by the EOAC.
37.47
After giving due consideration to all these facts and circumstances, the Bureau has,
subsequently, made appropriate recommendation for the grade.
Pay Review 2016
~708~
Civil Service
Recommendation 6
37.48
We recommend that HEOs organising official functions and welfare activities,

providing proper office accommodation, furniture and equipment; ensuring the
effective use of office equipment and make arrangements for their proper
maintenance; monitoring the use of government vehicles and organise
transport for official purposes; ensuring that the workplace is kept clean and
tidy and ensuring that safety and health norms are observed in Departments
where neither an Assistant Permanent Secretary nor an Office Superintendent
or Office Management Executive is posted, should be paid a monthly allowance
of Rs 1600.
37.49
We further recommend that HEO (Personal) should be required to follow the

Advanced Course in Effective Office Management and supervision, on
successful completion of which, they would be allowed, on reaching the top of
their scale, to move incrementally up to salary point Rs 42325 in the master
salary scale provided that they:
(i)
(ii)

preceding year; and
(iii)
Option to join the grade of Management Support Officer

37.50
As spelt out at paragraph 39.26, incumbents in the grades of Clerical Officer/Higher

Clerical Officer and Special Clerical Officer were given the opportunity to join the
grade of Officer now Management Support Officer in the 2008 PRB Report. This
recommendation was replicated in our 2013 Report and Clerical Officer/Higher
Clerical Officers and Special Clerical Officers who did not join the grade in 2008 were
once again given the possibility to do so.
37.51
Given that a few officers in the grades of Clerical Officer/Higher Clerical Officer and
Special Clerical Officer were under interdiction, they have not been provided with the
option to join the polyvalent grade. We are, therefore, giving these officers an
opportunity to join the new structure.
Recommendation 7
37.52
We recommend that:
(a)
incumbents in the grades of Clerical Officer/Higher Clerical Officer and

Special Clerical Officer , who, due to interdiction, have not been given
the option to join the grade of Officer or Management Support officer
should be given the option to join the grade of MSO; and
on joining, be granted one additional increment subject to the top salary
of the grade.
~709~
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Civil Service
(b)
Special Clerical Officers who would reach the revised top salary of their
scale on 01 January 2016, on joining the grade of Management Support
Officer should be granted one additional increment to be read from the
Master Salary Scale.
Office Management Assistant

Advanced Course in Effective Office Management and Supervision
37.53
Office Management Assistants are, at present, required to follow an Advanced

Course in Effective Office Management and Supervision mounted by the Civil Service
College, Mauritius, the successful completion of which entitles them to one increment,
subject to the top salary of the grade. We are maintaining this provision.
Recommendation 8
37.54
We recommend that Office Management Assistants, on successful completion

of the Advanced Course in Effective Office Management and Supervision
should be granted one increment, subject to the top salary of the grade.
SECRETARIAL CADRE
Word Processing Operator
Senior Word Processing Operator
Award Course to join the grade of Management Support Officer
37.55
In our 2013 PRB Report, we recommended that an Award Course be mounted for
Word Processing Operators and Senior Word Processing Operators who do not
possess the prescribed qualification for the post of Management Support Officer but
who had acquired experience in the performance of general office duties. Incumbents
in these grades were given the option to follow the course, on successful completion
of which they are allowed to join the grade of Management Support Officer and
granted one increment on joining. We have been apprised that there are some 190
officers who would shortly complete the course. We are, therefore, maintaining the
provision of allowing the officers who have successfully completed the course to join
the grade of MSO.
Recommendation 9
37.56
We recommend that:
(i)
Word Processing Operators and Senior Word Processing Operators who

have successfully completed the Award Course be allowed to join the
grade of Management Support Officer and be granted one increment on
joining the grade; and
(ii)
Senior Word Processing Operators who have reached the revised top
salary of their scale on 01 January 2016, on joining the grade of
Management Support Officer, should be granted one additional increment
to be read from the Master Salary Scale.
Pay Review 2016
~710~
Civil Service
Confidential Secretary
Advanced Secretarial Course
37.57
The 2013 PRB Report has provided for Confidential Secretaries who have
successfully completed the Advanced Secretarial Course to be allowed, on reaching
the top salary to move incrementally by two salary points in the Master Salary Scale.
However, this recommendation was reviewed by the EOAC which recommended that
the officers should be granted one increment upon successful completion of the
course, subject to the top salary of the grade. It further recommended that officers
who have completed the course after having reached the top salary recommended
for the grade, should be paid a non-pensionable lump sum equivalent to twelve times
the value of the last increment drawn.
37.58
It has been argued that at the time the officers embarked on the course, they were
governed by a recommendation of the 2013 PRB Report which was eventually
reviewed by the EOAC Report, causing them prejudice. They stressed on the fact
that the initial condition linked to the following of the course should be respected.
Following a close examination of the issue raised and particularly taking into
consideration the philosophy behind the movement of salary linked to Award
Courses, we have made fair-felt recommendation in the circumstances.
Recommendation 10
37.59
We recommend that:
(a)
Confidential Secretaries, on successful completion of the Advanced

Secretarial Course, be granted one increment, subject to the top salary
of the grade
(b)
Confidential Secretaries who have successfully completed the

Advanced Secretarial Course after having reached the last point in their
salary scale, should be paid a non-pensionable lump sum equivalent to
twelve times the value of the last increment drawn
(c)
Confidential Secretaries who had already embarked on the course prior

to the publication of the EOAC Report, should be allowed on a personal
basis to move incrementally by two salary points in the Master Salary
Scale provided they:
(i)
(ii)

preceding year; and
(iii)
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Posting of Confidential Secretaries

37.60
Generally, Confidential Secretaries are attached to the office of Deputy Permanent

Secretaries and officers in grades above this level. They are also allocated to other
officers holding office at the level of Deputy Permanent Secretaries on a needs basis
or are alternatively attached to a pool of officers as may be decided by the Supervising
Officer with the approval of the MCSAR. This arrangement should continue.
Recommendation 11
37.61
We recommend that:
(a)
Deputy Permanent Secretaries and officers in grades above this level

should continue, by virtue of their duties, to be provided with the
services of a Confidential Secretary; and
(b)
Officers of the level of Deputy Permanent Secretaries should be provided

with the services of a Confidential Secretary on a needs basis or one
Confidential Secretary attached to a pool of such officers as may be
decided by the Supervising Officer, with the approval of the MCSAR.
Ad hoc Allowances to Confidential Secretaries

37.62
Confidential Secretaries posted with Ministers, Parliamentary Private Secretaries,

Supervising Officers of the level of Permanent Secretary and above and at the
Cabinets Office, who have to regularly work over and above their normal working
hours, are entitled to an ad hoc allowance, subject to the approval of the MCSAR.
37.63
It has been reported that in a majority of instances, Confidential Secretaries posted

with Permanent Secretaries who are not the Accounting and Responsible Officer of
the Ministry or Department, are being paid the Ad hoc allowance notwithstanding the
fact that they do not put in extra hours. We are, therefore, making appropriate
recommendation with a view to curbing the likelihood of any abuse relating to the
payment of the ad hoc allowance.
Recommendation 12
37.64
We recommend that, subject to the approval of the MCSAR, Confidential

Secretaries posted with Ministers, Parliamentary Private Secretaries,
Supervising Officers of the level of Permanent Secretary and above who are
the Accounting and Responsible Officers and at the Cabinets Office who have
to regularly work over and above their normal working hours should continue
to be paid an ad hoc allowance as determined by the MCSAR.
37.65
Some Confidential Secretaries, by virtue of their postings are also required, in

addition to their normal duties, to perform general administrative work, manage the
office and work in strenuous and stressful conditions. In addition to the ad hoc
allowance, these officers are compensated for the enhanced responsibilities by the
grant of a responsibility allowance. This arrangement should continue.
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Recommendation 13
37.66
We recommend that the High Powered Committee continues to look into the
advisability of the payment of a Responsibility Allowance to incumbents
performing the duties of Confidential Secretary and posted to the office of
Ministers, Parliamentary Private Secretaries and Senior Chief Executives and
above.
37.67
We further recommend that the Responsibility Allowance may be reckoned as

pensionable emoluments, subject to the approval of the High Powered
Committee, provided that incumbents have:
(i)
performed in that position for a continuous period of five years;
(ii)
not been the subject of disciplinary proceedings on ground of

inefficiency or inability to perform at that position or on ground of
misconduct; and
(iii)
reached the age of 55 years at the time of retirement/change in posting.
Shorthand Proficiency
37.68
Word Processing Operators are granted Incremental Credits for shorthand

proficiency as hereunder:
(i)
(ii)
(iii)
80 words per minute one increment;

100 words per minute one increment, subject to one increment having been
granted previously for 80 words per minute, otherwise two increments;
120 words per minute one additional increment, subject to two increments
having been granted for 100 words per minute, otherwise a maximum of three
increments in all.
Recommendation 14
37.69
We recommend that the present provisions regarding the grant of Incremental

Credits to Word Processing Operators for proficiency in shorthand be
maintained.
Special Allowances
37.70
Officers, other than Shorthand Writers, are paid an allowance whenever they are
called upon to service Commissions of Enquiry and for other similar tasks consisting
of taking notes of proceedings in shorthand and for transcribing same in longhand.
We are maintaining this allowance and revising the rates.
Recommendation 15
37.71
We recommend that the allowance payable to officers, other than Shorthand

Writers, servicing Commission of Enquiry and for other similar tasks be revised
to Rs 4.55 per folio of 90 words for taking notes of proceedings in shorthand
and Rs 2.70 per folio of 90 words for transcribing the shorthand notes in
longhand.
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Cashier Duties
37.72
Clerical Officers/Higher Clerical Officers and Management Support Officers posted at

the Accountant Generals Division are paid a daily allowance of Rs 35 for giving
assistance to the Cashier at the District Cash Office and the Chief Cashiers Office
while those replacing full time District Cashier and Treasury Receiving Cashier are
paid an allowance of Rs 100 per day. This allowance is also extended to Clerical
Officers/Higher Clerical Officers and Management Support Officers posted in other
Ministries and Departments and to Agricultural Clerks who are required to perform
cashier duties. We are maintaining the payment of this allowance.
Recommendation 16
37.73
37.74
We recommend that the allowance payable to Clerical Officers/Higher Clerical

Officers and Management Support Officers posted at the Accountant-Generals
Division be as follows:(i)
Rs 40 per day for giving assistance to the Cashier at District Cash Office
and Chief Cashiers Office; and
(ii)
Rs 110 per day subject to a maximum of Rs 2420 for Clerical

Officers/Higher Clerical Officers and a maximum of Rs 2180 for
Management Support Officer a month for replacing full time District
Cashier and Treasury Receiving Cashier.
We additionally recommend that the above provision be extended to Clerical

Officer/Higher Clerical Officers, Management Support Officers and Agricultural
Clerks of other Ministries and Departments and Organisations who are required
to perform cashier duties.
Rotation of Officers in the General Services Grades

37.75
The MCSAR is responsible for the posting of officers of the General Services in the
Civil Service based on organisational needs. Representations have been received
that in some instances, officers have remained in the same posting throughout their
career. While in some cases the officers have wished to stay in that posting, in other
cases, requests made for transfer have not been acceded to, compelling the officers
to stay in that posting. The Bureau holds the view that unless there is movement,
these officers particularly, those who have been compelled to stay, are bound to
suffer from boredom and frustration due to lack of challenge in their career. Further,
given that these officers are supposed to provide support services to the various
Ministries/Departments, it is desirable that they be acquainted with the different
aspects of the duties they are required to perform as per their scheme of service. We
are, therefore, making provision for these officers to be made to rotate so as to
enhance their understanding of the various Ministries and Departments and enrich
their skills and experience.
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Recommendation 17
37.76
We recommend that officers of the General Services should be made to rotate

in various Ministries/Departments at least every five years in their career to
enable them to enrich their skills and experience.
OCCUPATIONAL SAFETY AND HEALTH UNIT

37.77
The core functions of the Safety and Health Unit (MCSAR) are, among others, to
advise Ministries/Departments on all matters pertaining to safety and health, carry out
inspections in all places of work, investigate in accident and train public officers on
safety and health matters to ensure compliance with the Occupational Safety and
Health Act 2005 (OSHA) and subsequent amendments. In so doing, the Unit aims at
ensuring a safer environment and facilitating modernisation of offices to improve and
enhance the working environment.
37.78
As per the provision 30 of the Occupational Safety and Health Act 2005, for every
2000 employees, an employer has to employ a Registered Safety and Health Officer
to ensure compliance of law and promote the safe conduct of work. As such officers
of the Safety and Health Unit have to provide their services to approximately 1400
work places in different Ministries/Departments, scattered throughout the island.
37.79
The Unit is headed by the Director, Safety and Health Unit who is responsible for the
promotion of an occupational safety and health culture through the implementation of
the Occupational Safety and Health Management System in the Civil Service and for
ensuring compliance with the provisions of the Occupational Safety and Health Act.
He is assisted by officers in the grades of Principal Safety and Health Officer, Safety
and Health Officer/Senior Safety and Health Officers and those of the General
Services grades.
37.80
Demands in the context of this review pertained to adjustment of salaries of the Safety
and Health Cadre to align on grades requiring a degree; creation of additional levels
and posts; Duty Exemption/Concession of 100% for all officers of the cadre; provision
of car or other types of vehicle of higher engine capacity; motor vehicle loans of up to
30 months; travel grant in lieu of mileage; self enhancement; sponsorship for master
level degrees and to grant professional status to officers of the Safety and Health
Cadre.
37.81
During consultation, parties were sounded that grades are created on the basis of
organisational requirements and functional needs. As regards additional posts,
ample justifications are needed in terms of improvement of service delivery and
normally the onus, rests with Management. Adjustment of salaries is based on the
Bureaus framework of pay determination where several job factors are considered.
Stakeholders were explained on the criteria and basis for the grant of 100% duty free
car. They were apprised that certain of their requests should have been addressed
administratively by their Ministry. On issues related to general conditions of service,
parties were informed that these would be considered after examining proposals from
all stakeholders.
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Civil Service
Safety and Health Unit

37.82
In accordance with the First Schedule of the OSHA 2005, the minimum qualification
requirements to practice as a Safety and Health Officer is a Diploma in Occupational
Health and Safety or its equivalence certified by the Tertiary Education Commission.
However, through a recommendation, the EOAC Report has raised the qualifications
of the grade from a Diploma to a Degree in Occupational Safety and Health or
equivalent coupled with an upsurge in the salary scales of all the grades in the cadre
without expounding thereon. This upgrading (both qualification and salary) has been
perceived as inequitable and procedurally unfair by other comparable grades
performing duties of a similar nature.
37.83
After examination, the Bureau views that, there is need to bring some adjustments in
the salary structure of the Safety and Health Officers Cadre for harmonious industrial
relations and to restore horizontal salary relativity among the comparable grades of
the same occupational group. This change would also necessitate a restructuring of
the whole cadre.
37.84
We are, therefore, reviewing the structure of the Safety and Health Officers Cadre
and setting anew the minimum qualifications requirement as prescribed by the OSHA
2005 for the entry level position to address the external fairness concerns and to bring
consistency, conformity and a more equitable pay treatment for jobs of comparable
worth.
Recommendation 18
37.85
37.86
We recommend a restructuring of the Safety and Health Officer Cadre to a four

level structure as follows:
(i)
Safety and Health Officer/Senior Safety and Health Officer (Future

Holder)
(ii)
Principal Safety and Health Officer (Future Holder)
(iii)
Assistant Director, Safety and Health Unit (New Grade); and
(iv)
Director, Safety and Health Unit.
We, further, recommend that:

(i)
in future, appointment to the grade of Safety and Health Officer/Senior

Safety and Health Officer (Future Holder) should be by selection from
among candidates possessing the Diploma in Occupational Health and
Safety or Diploma on Occupational Safety and Health Management or its
equivalence certified by the Tertiary Education Commission;
(ii)
promotion to the grade of Principal Safety and Health Officer (Future

Holder) should be made, on the basis of merit and experience, of officers
in the grade Safety and Health Officer/Senior Safety and Health Officer
(Personal) and Safety and Health Officer/Senior Safety and Health Officer
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Civil Service
(Future Holder) reckoning at least four years service in a substantive

(iii)
appointment to the new grade of Assistant Director, Safety and Health

should be made by selection from among officers in the grade of
Principal Safety and Health Officer (Personal) and Principal Safety and
Health Officer (Future Holder) possessing a Degree in Occupational
Safety and Health or equivalent acceptable qualification and reckoning
at least three years service in a substantive capacity in the grade.
Incumbent will be required, among others, to assist the Director, Safety
and Health Unit in the discharge of his duties; and
(iv)
the grade of Director, Safety and Health Unit should be filled by

promotion, on the basis of merit and experience, from the grade of
Assistant Director, Safety and Health.
PUBLIC SECTOR RE-ENGINEERING BUREAU

37.87
The Public Sector Re-engineering Bureau (PSRB) was created in the 2013 EOAC
Report to provide technical know-how, expertise and support as well as management
and technical advisory services to the Reforms Steering Council on targeted
restructuring undertakings. It operates under the aegis of the Ministry of Civil Service
and Administrative Reforms.
37.88
The roles and responsibilities of the PSRB are, among others, to provide advisory
services to the Reforms Steering Council; conduct organisational and management
reviews, systems and its training and development analysis; strengthen the cohesion
between key divisions to reduce undue duplication of work, reduces overlapping
scopes; and develop the necessary management and operational organigram to
promulgate an optimal structure for the delivery of services in the public sector.
37.89
The PSRB comprises a three level structure and is serviced by officers in the grades
of Director, Public Sector Re-engineering Bureau, Assistant Director, Public Sector
Re-engineering Bureau and Management Analyst/Senior Management Analyst.
37.90
In the context of the present review exercise, no representations have been received
from both Management and Staff Side. We are, therefore, maintaining the present
organisation structure while revising the salary scales of existing grades.
~717~
Pay Review 2016
Civil Service

SALARY SCHEDULE
Salary Code
02 000 108

Rs 152000
02 000 106
Rs 122000
Permanent Secretary
08 095 097
Rs 86000 x 3000 92000

Director, Human Resource Management
08 092 094
Rs 77175 x 2825 80000 x 3000 83000

Director (Planning)
08 069 083
Rs 38350 x 1225 40800 x 1525 49950 x 1625 59700

Assistant Director (Planning)
08 056 079
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 53200
Analyst (Management and Human Resources)
08 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
Deputy Director, Human Resource Management
08 070 085
Rs 39575 x 1225 40800 x 1525 49950 x 1625 62950

Manager, Human Resources
08 064 081
Rs 33425 x 925 37125 x 1225 40800 x 1525 49950 x 1625

56450
08 058 078
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 51575
Senior Human Resource Executive (Personal to officers in post as at
31.12.12)
Pay Review 2016
~718~
Civil Service
Salary Code
08 058 074
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 45375

Senior Human Resource Executive (New Grade)
08 050 071
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 40800

08 056 085
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 62950
Human Resource Management Officer (Personal)
18 072 087
Rs 42325 x 1525 49950 x 1625 62950 x 1850 66650

Director, Safety and Health Unit
18 066 084
Rs 35275 x 925 37125 x 1225 40800 x 1525 49950 x 1625

61325
Assistant Director, Safety and Health Unit (New Grade)
18 061 082
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 58075
Principal Safety and Health Officer (Personal to officers in post as at
31.12.15)
18 056 081
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Principal Safety and Health Officer (Future Holder)
18 044 079
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 49950 x 1625 53200
Safety and Health Officer/Senior Safety and Health Officer (Personal to
18 044 074
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 45375
Safety and Health Officer/Senior Safety and Health Officer (Future
Holder)
08 056 070
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 48425

Office Management Executive
~719~
Pay Review 2016
Civil Service
Salary Code
08 049 070
Rs 21950 x 625 23200 x 775 32500 x 925 37125 x 1225 39575

08 050 069
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

08 046 067
Rs 20525 x 475 21950 x 625 23200 x 775 32500 x 925 36200

Office Supervisor (Personal)
08 038 062
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 31725
Special Clerical Officer (Personal)
08 035 062
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 31725
Management Support Officer (Personal)
08 027 060
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 30175
Clerical Officer/Higher Clerical Officer (Personal)
Management Support Officer (New Grade)
08 058 074
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 45375

08 051 070
Rs 23200 x 775 32500 x 925 37125 x 1225 39575

Shorthand Writer
08 043 069
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 37125 x 1225 38350
08 036 062
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 31725
Pay Review 2016
~720~
Civil Service
Salary Code
05 056 076
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 48425

Senior Library and Documentation Officer
05 044 072
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
Library and Documentation Officer
08 026 059
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 29400
05 027 060
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 30175
Library Clerk
24 036 052
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 23975
Head Office Care Attendant
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200
Driver
24 019 048
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21475
Office Care Attendant/Senior Office Care Attendant
24 016 043
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 19200
Stores Attendant
24 015 041
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18450
Handy Worker
CIVIL SERVICE COLLEGE, MAURITIUS

02 096 098
Rs 89000 x 3000 95000

Director, Civil Service College
~721~
Pay Review 2016
Civil Service
Salary Code
02 069 085

Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950
Coordinator, Civil Service College
02 054 081
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Trainer
PUBLIC SECTOR RE-ENGINEERING BUREAU
01 000 105
Rs 119000
Director, Public Sector Re-engineering Bureau
01 086 095
Rs 64800 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

86000
Assistant Director, Public Sector Re-engineering Bureau
01 054 085
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 62950
Management Analyst/Senior Management Analyst
*************
Pay Review 2016
~722~
Civil Service

38. MINISTRY OF LABOUR, INDUSTRIAL RELATIONS

EMPLOYMENT AND TRAINING
38.1
The mission of the Ministry of Labour, Industrial Relations, Employment and Training
is to promote a decent work, facilitate access to gainful employment and support
employers and workers in creating a safe conflict-free and productive work place. Its
objectives are, among others, to: promote industrial peace and harmony and to
protect the fundamental rights and dignity of workers; enhance productivity and the
general well-being of the workforce through improvement in standards of safety and
health and prevention of occupational diseases and injuries at the workplace;
facilitate the employment of jobseekers and provide assistance and guidance with
regard to employment prospects and facilitate employment of non-citizen, where
required.
38.2
To fulfill its mission, the Ministry formulates national labour policies and enforces,
among others, legislations related to Employment Relations, Occupational Safety and
Health, Registration of Association, Employee Superannuation Fund and
Employment Service.
38.3
Activities of the Ministry are organized under five divisions, namely: Labour and
Industrial Relations Management comprising the National Remuneration Board and
the Labour and Industrial Relations; Occupational Safety and Health Inspectorate;
Registry of Associations; the Employment Division and the Careers Guidance
Service.
38.4
The Permanent Secretary is the Accounting and Responsible Officer.

supported by officers of the Administrative cadre and Heads of each Unit.
38.5
In the context of this review, several proposals have been made by Management and
staff side of each division. These representations have been studied and commented
upon under the respective division.
He is
NATIONAL REMUNERATION BOARD

38.6
The main function of the National Remuneration Board (NRB) is to make

recommendations to the Minister regarding minimum remuneration and terms and
conditions of employment for employees in the private sector.
These
recommendations form the basis for the Remuneration Order Regulations. At
present, there are 30 distinct sectors governed by the Remuneration Orders, covering
an average of 300,000 workers.
38.7
The Remuneration Analyst cadre is headed by the Chairperson, National

Remuneration Board, who is assisted in the discharge of his functions by a ViceChairperson, NRB. The cadre also comprises: Head Remuneration Analyst, Senior
Remuneration Analyst and Remuneration Analysts.
~723~
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Civil Service

38.8
In the context of this Review, representations have been made for

upgrading/alignment of salaries; restyling of the grade of Head Remuneration
Analyst; amendment of scheme of service; and provision of training as well as other
specific allowances.
38.9
During consultations, parties were apprised that the issue of upgrading/alignment of

salaries would be considered against the Bureaus framework of pay determination.
As regards restyling of the grade of Head Remuneration Analyst, the Bureau did not
accede to the proposal and gave reasons therefor. Parties were further informed that
the onus for bringing any amendment in the scheme of service rests with
Management. They were also sounded on the existing provision governing training
and it was highlighted that the issue of allowances would be dealt with holistically.
38.10
After examining the proposals, the Bureau considers that the present structure is fit
for its purpose and requires no change.
THE LABOUR AND INDUSTRIAL RELATIONS DIVISION
38.11
The Labour and Industrial Relations Division enforces legislations that govern labour
and industrial issues. It dispatches its services through the Inspection and
Enforcement Section, Special Migrant Workers Unit, Conciliation and Mediation
Section; Workforce Programme Unit; Information, Education and Communication
Section; Research Legislation and Standards Section.
38.12
The Director, Labour and Industrial Relations is responsible for the administration of
the Labour and Industrial Relations Division and the effective delivery of its technical
and professional services within the respective legal framework. He is assisted in his
duties by officers in the grades of Assistant Director, Labour and Industrial Relations,
Principal Labour and Industrial Relations Officer, Senior Labour and Industrial
Relations Officer, Labour and Industrial Relations Officer and officers of the
supporting cadres.
38.13
For this Report, staff associations have canvassed the following: to align the salary
scale of the grade of Labour and Industrial Relations Officer with other grades where
a Diploma is a requirement; changing the mode of appointment from selection to
promotion at the level of Assistant Director, Labour and Industrial Relations;
upgrading the status of Director, Labour and Industrial Relations. Management in the
presence of the union, supported the requests to upgrade the salary of the grade of
Labour and Industrial Relations Officer and to create a grade of Deputy Director,
Labour and Industrial Relations. It further informed that the other proposals would be
dealt with administratively.
38.14
During consultations, parties were apprised that salaries are normally aligned
whenever there are comparability among others in the qualification requirement, level
of responsibility, scope of activity and cadre structure whereas for the creation of
additional posts, the onus rests upon Management. They were also informed that the
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~724~
Civil Service

Bureau has abstained from changing mode of appointment in schemes of service to

avoid industrial dispute and frustration and it is Managements prerogative to bring
about any change after following the established procedures and examining all the
possible implications.
38.15
After examination and taking into consideration the organisational needs, we are
providing for an additional level to deputise for the Director and a new grade of
Psychologist.
Deputy Director, Labour and Industrial Relations (New Grade)

38.16
At present, there are eight officers in the grade of Assistant Director, Labour and
Industrial Relations, each responsible for a section who reports directly to the
Director, Labour and Industrial Relations. Management has submitted that with the
operationalisation of the Prosecution Unit, Conciliation and Mediation Section,
Special Migrant Workers Unit and Workforce Programme, the number of posts at the
level of Assistant Director, Labour and Industrial Relations would increase. This
would impact heavily on the workload of the Director, Labour and Industrial Relations.
The need is thus felt for an intermediate grade between the Director, Labour and
Industrial Relations to deputise and assist the Director, Labour and Industrial
Relations in the discharge of his duties.
Recommendation 1
38.17
We recommend the creation of the grade of Deputy Director, Labour and

Industrial Relations. Appointment thereto should be made by selection from
among officers in the grade of Assistant Director, Labour and Industrial
Relations reckoning at least two years service in a substantive capacity in the
grade and who have proven administrative and organising abilities, good
interpersonal and communication skills; and initiative and leadership qualities.
38.18
Incumbent would deputise for the Director, Labour and Industrial Relations and assist
him in the discharge of his duties. He would also be responsible among others, for:
the day-to-day running of the Division; organising, supervising, monitoring and
coordinating the work of all sections.
38.19
With the creation of the grade of Deputy Director, Labour and Industrial Relations and
in line with the guidelines of the MCSAR regarding drafting of schemes of service
consequential amendment is being brought to the scheme of service of Director,
Labour and Industrial Relations.
Recommendation 2
38.20
We recommend that, in future, the grade of Director, Labour and Industrial

Relations should be filled by promotion, on the basis of merit and experience,
from the grade of Deputy Director, Labour and Industrial Relations.
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Civil Service


38.21
Management submitted that there is need for a dedicated grade to provide

counselling to laid off and redundant workers and also to assist workers who are
victims of violence at work, the moreso as the incidence of such cases are frequent.
It was also highlighted that the Ministry could not avail of the services of a
Psychologist from other Ministries due to shortage of staff and overload of work.
Recommendation 3
38.22
We recommend the creation of a grade of Psychologist. Appointment thereto

should be made by selection from among candidates possessing a Masters
degree in Clinical Psychology or Counselling Psychology or Psychology or an
38.23
Incumbent would be required, among others, to: provide assistance in the elaboration
of new legislation, regulations, standards, code of practice and any other form of
practical guidance related to industrial or organisational psychology; assist in
inspection of work place, establish any correlation with occupations and employees
mental condition; welfare and/or that of any other person in employment and to
identify potential psychological factors affecting working community and to
recommend remedial actions; investigate, as and when required any incident,
accident and conditions related to employment, employee, and working environment
which may have impaired workers mental condition; provide psychological
counselling and assessment of workers; dispense training sessions and assist
workers who are victims of influence of work.
OCCUPATIONAL SAFETY AND HEALTH DIVISION
38.24
The Occupational Safety and Health Division is the main body regulating occupational
safety and health in the country. Its main functions, among others, are: the
preparation of legislations on safety and health; developing national occupational
safety and health strategies in line with changes in work pattern and technology;
carrying out sensitization campaign on Occupational Safety and Health to minimize
risks at work places; implementation of OSH Management System; inspection and
enforcement duties at work places and examination of ILO Conventions and SADC
documents on Occupational Safety and Health.
38.25
It comprises two specific domains namely: Occupational Safety and Health

Inspectorate (OSHI) and the Specialist Support Services (SSS). The OSH
Inspectorate ensures that there is a safe work environment in line with international
norms in the work place and enforces the OSH Act 2005 and its subsidiary
regulations. It carries out inspections and investigates into accidents and dangerous
occurrences at places of work. The Specialist Support Services Unit on its part
provides specialized engineering services in the field of Electrical, Mechanical, Civil
and Chemical Engineering to the OSH Inspectorate and to management of
enterprises.
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38.26
The Director, Occupational Safety and Health is responsible for the overall
administration of the Occupational Safety and Health Inspectorate and the Specialist
Support Services. He is supported in his duties by officers of the OSHI Cadre and
those of the Specialist Support Services and the general service grades.
38.27
Representatives of OSHI elaborated lengthily on their proposals, namely to: upgrade

the qualification at entry level from Diploma to Degree in Occupational Health and
Safety or Engineering or equivalent; thereafter to align salaries of the whole cadre
with corresponding grades of the Professional Cadre; create the grade of Deputy
Director, Occupational Safety and Health; payment of an on-call allowance to the
Director and Chief Occupational Safety and Health Officer and other officers posted
at the Accident Investigating Unit and to decentralize the service.
38.28
With regards to upgrading of qualification, parties were apprised that such a request
may be considered after examining the evolution in complexity of the duties of the
grade and whether this justifies new skills and technicalities. Clarifications were given
on the principle of alignment of salaries which should be in line with the Bureaus
framework of pay determination. Several requests pertained to internal working
arrangement and Management stated that it is its responsibility to address them
administratively.
38.29
The present organisation structure is serving its purpose. We are however, on the
basis of functional needs and submissions received, providing an additional level to
deputise for the Director, OSH and to monitor and coordinate all activities of the
Occupational Safety and Health Inspectorate and the Specialist Support Services.
Deputy Director, Occupational Safety and Health (New Grade)

38.30
There are several units in the OSHI, each under the responsibility of a Chief
Occupational Safety and Health Officer. The Chief Occupational Safety and Health
Officers and the Head, Special Support Service report directly to the Director,
Occupational Safety and Health.
38.31
It has been submitted that with the setting up of the Prosecution Unit, Construction
Unit and Maritime Safety Unit, issues related to Occupational Safety and Health
Hazards would be covered at large by the OSHI and SSS. Consequently, this would
impact on the workload of the Director, Occupational Safety and Health who is taken
up mostly at policy level. A demand has been made to create a level to deputise for
the Director and to monitor the day to day management and administration of each
domain.
38.32
Taking into consideration the evolution in the work, the specificity and scope of the
Division, there is need to reinforce the grading structure at Directorate Level.
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Recommendation 4
38.33
We recommend the creation of the grade of Deputy Director, Occupational

Safety and Health. Appointment thereto should be made by selection from
among officers in the grade of Chief Occupational Safety and Health Officer
and Head, Specialist Support Services, each reckoning at least five years
service in a substantive capacity in the respective grade and having managerial
and leadership qualities together with a sound knowledge of the provisions of
the Occupational Safety and Health Act and any other related Safety and Health
Legislations/Administration.
38.34
Incumbent would deputise for the Director, Occupational Safety and Health and assist
him in the discharge of his duties. He would also be responsible, among others, for
the management and administration of the units; advise on legislations, code of
practice, standard and guidelines; provide guidance on training of officers; and
coordinate projects in respect of occupational safety and health issues.
38.35
In view of the specificity of the administration of the Occupational Safety and

Health Division and to meet the organisational requirement, Management may
consider the advisability of creating more than one post of Deputy Director,
Occupational Safety and Health.
38.36
With the creation of the grade of Deputy Director, Occupational Safety and Health,
and in line with the guidelines of the MCSAR regarding drafting of schemes of service
consequential amendment is being brought in the scheme of service of the grade of
Director, Occupational Safety and Health.
Recommendation 5
38.37
We recommend that, in future, the grade of Director, Occupational Safety and

Health should be filled by promotion on the basis of merit and experience of
officers in the grade of Deputy Director, Occupational Safety and Health.

Recommendation 6
38.38
We recommend that officers in the grade of Occupational Safety and Health

Engineer/Senior Occupational Safety and Health Engineer reckoning at least 10
years service in the grade and eligible for the payment of the Special
Professional Retention Allowance at the rate of 7% of the monthly salary as at
31 December 2015 should continue to be paid same up to 31 December 2016.
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38.39


(i)
(ii)
38.40
All officers in the grade of Occupational Safety and Health Engineer/Senior

Occupational Safety and Health Engineer who are eligible for the payment of
REGISTRY OF ASSOCIATIONS
38.41
The Registry of Associations deals with the registration and inspection of trade
unions, associations and sports clubs/committees/federations. It enforces the
Registration of Associations Act 1978, the Employees Relations Act 2008, and the
Sports Act 2013.
38.42
It is headed by the Registrar of Associations who is responsible for the day-to-day

management of the Registry of Associations including the implementation of
approved programmes. He is assisted by the Deputy Registrar of Associations and
the technical staff of the Inspector of Association Cadre.
38.43
During the course of oral submissions, representatives of the union conveyed, among
others, their proposals which are as follows: creation of additional posts; alignment of
salary of the grade of Inspector of Associations with the grades of Senior Examiner
of Accounts and Senior Accounting Technician; payment of an allowance to attend to
court; posting of officers to assist officers of the cadre; changing mode of appointment
at the level of Principal Inspector of Associations; creation of the Public Relations
Office/Counter Service; to restyle the grade of Deputy Registrar of Associations to
Chief Inspector of Associations and providing conducive working environment.
38.44
Parties were apprised that it is the prerogative of Management to create additional

posts or to change the mode of appointment for any grade. Staff officials were further
told that the Bureau would as far as possible refrain from bringing any change in the
scheme of service where there is no agreement between parties concerned.
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They were also informed of the Bureaus framework on pay determination. In respect
of change in appellation they were explained that the purposes of a job title is to
convey an immediate understanding and identification of the work performed by the
designated position. Management proposed to address issues related to scheme of
service and working environment administratively.
38.45
While maintaining the existing organisation structure, we are recommending that

Management carries out an HRP exercise to identify the need for additional HR
requirements and to prompt appropriate remedial measures.
38.46
Officers in the grade of Inspector of Associations who have successfully completed

all papers of Fundamentals (Skills) formerly Part II of the ACCA Examination or an
equivalent qualification should be allowed to proceed beyond the Qualification Bar
(QB) inserted in the salary scale of the grade.
Posting of Management Support Officers

38.47
Representations have been received from the staff side to avail the services of
Management Support Officers as they usually have to perform routine clerical and
other ancillary duties, which take much of their time at the expense of their technical
responsibilities.
Recommendation 6
38.48
We recommend that Management should consider the advisability of posting

Management Support Officers in the appropriate sections where the services
of supporting staff are required.
EMPLOYMENT DIVISION
38.49
The Employment Division deals with the management of Employment Information

Centres (EIC); registration, counselling, placement of jobseekers in employment,
carrying out work permit inspections and recommendations; collection and
publication of statistics on the labour market, including employment and
unemployment; provision of advice on matters related to employment, unemployment
and training.
38.50
There are at present 13 Employment Information Centres located throughout the

island of Mauritius and one in Rodrigues to enable all job seekers to have easy access
to its services.
38.51
The grading structure comprises a Director, Employment Service as head of the

Division who is Responsible for the day-to-day administration of the Employment
Service Division. He is assisted in his tasks by a Deputy Director, Employment
Service and officers of the Employment Officer Cadre and those of the general
services.
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~730~
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38.52
Management reported that training has been added to the port folio of the Ministry
and is now responsible for the Dual Training Programme (DTP), namely Youth
Employment Programme (YEP) and Back to Work Programme (BWP). While YEP
is geared towards the training and placement of youth aged between 16-30 years,
BWP focuses on the training and placement of women aged 30 years and above.
The Dual Training Programme, on its part, is an Apprenticeship Scheme for Diploma
and Degree holders and each programme has a specific clientele. The DTP would
be beneficial to approximately 5000 youth and 3000 unemployed female.
Management has therefore submitted that there is need for a Training Programme
Coordinator to liaise with private sector/other training institution for placement of
trainees and mounting of courses to match market reality and sustain government
policy.
38.53
During the course of consultation with representatives of the Employment Service

Union, the main points raised, among others, pertained to: upgrading of qualification
at the level of Employment Officer to a Diploma in the related field; insertion of a
Qualification Bar in the salary scale of the grade of Senior Employment Officer;
creation of additional posts at higher level; provision of training to officers of the cadre
both local and overseas; alignment of salaries with sister grades in the same Ministry
and grant of loan to purchase a 70% duty exempted car for official travelling.
38.54
Parties were informed that request relating to upgrading of qualification of a grade

may be considered in light of the job evolution and increasing complexity of tasks
requiring new skills. They were also told that new grades would be created on the
basis of functional considerations. It was further explained to them that after the
publication of this report, each Organisation/Department/Ministry would be required
to carry out an HR Audit to address human resource issues. Staff officials were also
reminded that ample provisions have been made in our reports in respect of training
and it should be dealt at Management level. As regards alignment of salaries, it was
pointed out that this may be considered against the Bureaus framework of pay
determination. Due explanation was also given on the criteria for the grant of duty
free vehicles. Additional information was provided on certain specific issues raised
during consultations.
38.55
While maintaining the present structure, we are, on the basis of functional needs,
providing a new grade of Training Programme Coordinator to facilitate the
implementation of all training schemes in line with the objectives of Government. We
are equally reviewing the salary gradings to reflect the additional responsibilities
conferred upon the cadre.
Training Programme Coordinator (New Grade)

Recommendation 7
38.56
We recommend the creation of the grade of Training Programme Coordinator.

possessing a Masters Degree in Management/Business/Public Administration,
Economics, Human Resource Management, Law or any other related fields and
reckoning at least five years post qualification working experience at
~731~
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Civil Service

managerial level and demonstrating good communication and coordination

skills and ability to manage demanding and complex programmes/projects.
38.57
Incumbent would be responsible, among others, to the Director, Employment

Services for all aspects relating to the implementation and management of the Youth
Employment Programme, Back to Work Programme, Dual Training Programme and
other training projects; design sectoral training curriculum and initiative for the
unemployed; coordinate formal and non-formal training providers to train youth in
market-drive skills and create strong linkages to the private sector and employment
opportunities; make arrangements for placement of trainees in enterprises in the
course of training programmes; identify linkages between the unemployed and microfinance institutions and monitor the effectiveness and efficiency of training of
programmes.
CAREERS GUIDANCE SERVICE
38.58
The Careers Guidance Service (CGS) ensures that career information is understood
and that people value and know how to use advice tendered for their personal level
of career development. Its main focus is to help individual to manage their choices
within initial education and their entry to the labour market and help adults who are
unemployed to gain access to the world of work.
38.59
As the Careers Guidance Service has been freshly attributed under the aegis of the
Ministry of Labour, Industrial Relations, Employment and Training, no proposals were
made by Management. We are, therefore, maintaining the status quo and providing
the revised salaries of all the grades.
MINISTRY OF LABOUR, INDUSTRIAL RELATIONS, EMPLOYMENT AND TRAINING

SALARY SCHEDULE
Salary Code
02 000 106

Rs 122000
Permanent Secretary
19 059 081
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
08 058 074
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525

45375
Pay Review 2016
~732~
Civil Service

Salary Code
08 051 070

Rs 23200 x 775 32500 x 925 37125 x 1225 39575
Shorthand Writer
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200
Driver
24 016 043
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 19200
Stores Attendant
24 015 041
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 18950
Handy Worker
24 001 038
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x

260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker
LABOUR ADMINISTRATION AND INDUSTRIAL RELATIONS
18 092 094
Rs 77175 x 2825 80000 x 3000 83000

Director, Labour and Industrial Relations
18 075 090
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

72400
Deputy Director, Labour and Industrial Relations (New Grade)
18 072 087
Rs 42325 x 1525 49950 x 1625 62950 x 1850 66650

Assistant Director, Labour and Industrial Relations
18 066 080
Rs 35275 x 925 37125 x 1225 40800 x 1525 49950 x 1625

54825
Principal Labour and Industrial Relations Officer
18 056 076
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 48425

Senior Labour and Industrial Relations Officer
~733~
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Civil Service
Salary Code
18 036 070


Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x
775 32500 x 925 35275 QB 36200 37125 x 1225 39575
OCCUPATIONAL SAFETY AND HEALTH

18 092 094
Rs 77175 x 2825 80000 x 3000 83000

Director, Occupational Safety and Health
18 077 091
Rs 49950 x 1625 62950 x 1850 68500 x 1950 74350

Deputy Director, Occupational Safety and Health (New Grade)
18 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
Chief Occupational Safety and Health Officer
18 066 081
Rs 35275 x 925 37125 x 1225 40800 x 1525 49950 x 1625 53200

QB 54825 X 1625 56450
Divisional Occupational Safety and Health Officer
18 056 078
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 48425

QB 49950 x 1625 51575
Principal Occupational Safety and Health Officer
18 044 074
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 45375
Occupational Safety and Health Officer/Senior Occupational Safety and
Health Officer
26 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
Head, Specialist Support Services
26 059 085
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 62950
Occupational Safety and Health Engineer/Senior Occupational Safety
and Health Engineer
Pay Review 2016
~734~
Civil Service

Salary Code

NATIONAL REMUNERATION BOARD
02 000 102
Rs 110000
Chairperson, National Remuneration Board
02 085 095
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

86000
Vice-Chairperson, National Remuneration Board
02 077 091
Rs 49950 x 1625 62950 x 1850 68500 x 1950 74350

Head Remuneration Analyst
02 069 085
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Senior Remuneration Analyst
02 054 081
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
Remuneration Analyst
REGISTRY OF ASSOCIATIONS
18 092 094
Rs 77175 x 2825 80000 x 3000 83000

Registrar of Associations
18 072 087
Rs 42325 x 1525 49950 x 1625 62950 x 1850 66650

Deputy Registrar of Associations
18 062 082
Rs 31725 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 58075
Principal Inspector of Associations (Personal)
18 062 080
Rs 31725 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 54825
Principal Inspector of Associations
18 052 073
Rs 23975 x 775 32500 x 925 37125 x 1225 40800 x 1525

43850
Senior Inspector of Associations
~735~
Pay Review 2016
Civil Service

Salary Code
18 036 070

Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x
775 32500 x 925 35275 QB 36200 37125 x 1225 39575
EMPLOYMENT DIVISION
18 092 094
Rs 77175 x 2825 80000 x 3000 83000

Director, Employment Service
02 059 085
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 62950
Training Programme Coordinator (New Grade)
18 068 083
Rs 37125 x 1225 40800 x 1525 49950 x 1625 59700

Deputy Director, Employment Service
18 058 076
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525

48425
Chief Employment Officer
18 044 071
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125

x 1225 40800
18 030 064
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 32500 x 925 33425
Employment Officer
CAREER GUIDANCE SERVICE

18 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
Principal Careers Counsellor
18 069 085
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Senior Careers Counsellor
Pay Review 2016
~736~
Civil Service

Salary Code
18 055 081

Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525
49950 x 1625 56450
Careers Counsellor
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200
Driver
24 018 044
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575
Security Guard
24 016 043
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 19200
Stores Attendant
24 015 041
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18950
Handy Worker
24 001 038
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x

260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker
**********
~737~
Pay Review 2016
Civil Service
Pay Review 2016

~738~
Workmens Group
Civil Service
39.
WORKMENS GROUP
39.1
Employees in the Workmens Group are categorised into two broad occupational
classifications namely Workmens Group-General and Workmens Group-Tradesman
based on the nature of task, the skills and competencies required. The Workmens
Group-General comprises employees in grades as well as incumbents in
corresponding supervisory grades who are generally engaged in or are directly
associated with work of a routine nature, while the Workmens Group-Tradesman
englobes employees in grades as well as incumbents in corresponding supervisory
grades who are required to perform skilled job in a panoply of trades.
39.2
The large number of grades under the Workmens Group and their wide dispersion
across the public sector render it difficult to deal with the literatures of these grades
under their respective Ministries/Departments. Consequently, with a view to avoiding
the risk of omission and repetition, this Chapter deals with salient issues pertaining
to this important group. Issues of general nature are dealt with in the first instance,
followed by those which concern specific Ministries/Departments and thereafter those
that cut across several organisations.
WORKMENS GROUPGENERAL
39.3
The Workmens Group-General consists of some 175 grades and represents a

sizeable proportion of the total labour force in the public sector. Certain grades are
departmental ones while others cut across the various Ministries/Department.
Employees in this group need to be literate but require little or no work experience as
they normally perform elementary duties along with providing support to skilled
workers and technicians with a view to enabling them to fulfill organisational
objectives.
39.4
In this Report, recommendations have been made in respect of the various grades in
this group based on submissions from both Management and Staff Associations of
different Ministries/Departments, our own findings and survey results.
GENERAL RECOMMENDATIONS
Change of Appellation
39.5
The staff side representing the various grades in the Workmens Group-General have
made representations to change the grade appellations in this group from Attendant
to, among others, Assistant or Support Assistant. According to them the term
Attendant is seen to be derisory. Union members were, during meetings at the
Bureau, informed that the grade appellations and qualifications should reflect the
nature of duties being performed and should not be in conflict with other grades
across the public service and in several instances they were requested to provide
alternate job appellations.
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Workmens Group
Civil Service
39.6
The Management side of various organisations have also been approached with a
view to obtaining alternate job appellations that would be in conformity with the above.
However, in almost all cases both Management and the staff side have not submitted
a suitable alternate job appellation. In cases where alternate job appellations have
been provided to the Bureau, indepth study has been carried out and wherever
possible/relevant changes are being recommended.
Laboratory Attendant Cadre

39.7
The grades of Laboratory Attendant and Senior Laboratory Attendant, which have
been restyled in the EOAC Report 2013 into departmental grades in certain
organisations, exist in various Ministries/Departments across the Civil Service.
Incumbents in the various grades have requested for the change of appellation from
Attendant to Assistant or Support Assistant or Technician. During meetings
with the various stakeholders, requests have been made to both the staff side and
Management of organisations concerned for the submission of a more appropriate
appellation that would not be in conflict with other grades in the public sector and that
reflect the nature of duties to be performed by incumbents. The representatives of
the staff side, have upon request of the Bureau, submitted that the appellation of
Attendant be restyled to Auxiliary. We have studied the submissions and as the
job appellation is within the parameters set by the Bureau, we are making appropriate
recommendation.
Recommendation 1
39.8
We recommend that the following grades be restyled as per the table below:
Grade
Restyled to
Assay Laboratory Attendant
Assay Laboratory Auxiliary
Computer Laboratory Attendant
Computer Laboratory Auxiliary
Forensic Laboratory Attendant
Forensic Laboratory Auxiliary
Laboratory Attendant
Laboratory Health Attendant
Laboratory
Attendant
(Ex
SPI) Laboratory Auxiliary (Ex SPI)(Personal)
(Personal)
Senior Computer Laboratory Attendant Senior Computer Laboratory Auxiliary
Senior Health Laboratory Attendant
Senior Health Laboratory Auxiliary
Senior Forensic Laboratory Attendant
Senior Forensic Laboratory Auxiliary
Senior Laboratory Attendant
Pay Review 2016
~740~
Workmens Group
Civil Service
Allowance for Collection and Deposit of Keys at Police Stations

39.9
Incumbent in certain grades in the Workmens Group-General, who are required to

walk or travel by bicycle over and above the home to office journey and back for the
purpose of collecting and leaving keys at the Police Station, are presently paid a nonpensionable allowance on the basis of the distance covered. Representations have
been received to extend the payment of the allowance to other employees in this
group who are called upon to collect and leave keys at Police Stations. The moreso,
Management of certain organisations have, during meetings at the Bureau, confirmed
that the payment of this allowance has also been extended to General Workers who
have been entrusted this task on an adhoc basis and have therefore requested for an
appropriate recommendation in this respect. The Bureau has analysed the request
and we are recommending accordingly.
Recommendation 2
39.10
We recommend that incumbents in the Workmens Group-General who are

called upon to collect and deposit keys at Police Stations be paid a monthly
non-pensionable allowance of:
(i)
Rs 350 provided they have to cover, over and above the home to office
journey and back, an aggregate of two to six kilometres daily; and
(ii)
Rs 500 for having to cover, over and above the home to office journey
and back, an aggregate of more than six kilometres daily.
Leading Hand Cadre

39.11
The grades of Leading Hand and Senior Leading Hand have always existed as two
distinct grade across the Civil Service prior to the EOAC Report 2013 which restyled
the grades of Leading Hand and Senior Leading Hand on the establishment of the
then Ministry of Local Government and Outer Islands only. In the context of this
Report, several representations have been received from incumbents in the grades
of Leading Hand and Senior Leading Hand for the merging/restyling of the two grades
across the Civil Service. The views of appropriate Managements were sought by the
Bureau and it was observed that all stakeholders concerned were favourable to the
request given that there was no supervision by incumbents in the grade of Senior
Leading Hand whilst in some organisations only the grade of Leading Hand exists.
Following a thorough examination of Job Description Questionnaires submitted by
incumbents posted in the various Ministries/Departments and an indepth study
carried out, the Bureau considers that in a spirit of parity as well as to have a
harmonised cadre across the Civil Service, the request may be favourably
considered.
Recommendation 3
39.12
We recommend that the grades of Leading Hand and Senior Leading Hand on
the establishment of the various Ministries/Departments across the Civil
Service be restyled Leading Hand/Senior Leading Hand.
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Workmens Group
Civil Service
Risk Allowance
39.13
Among the various factors considered for salary determination of a grade, risk is one
of the compensable factors in the job evaluation scheme used by the Bureau.
However, whenever certain officers by virtue of the nature of their work and posting
to a workplace, are exposed to a higher than normal risk compared to their
colleagues, these officers are compensated additionally.
39.14
In the context of this review exercise, there has been numerous representations from
amongst others, Office Care Attendant cadre, Drivers, Social Security Attendants,
Laboratory Auxilliary cadre formerly Laboratory Attendant cadre, Security Guards,
Insecticide Sprayer Operators, Woodcutters, Mortuary Attendants and employees in
the Workmens Group on the establishment of the MOH and QL, etc, for the extension
of risk allowance to incumbents in the various grades notwithstanding whether they
are exposed to higher than normal risk or not. During meetings at the Bureau, the
various Unions have been explained the philosophy governing the eligibility for risk
allowance. The Bureau considers that a Risk Assessment Exercise should be
carried out by Ministries/Departments concerned to identify instances whereby
incumbents in a particular grade are exposed to higher than the normal risk as
compared to their colleagues and submit same to the Bureau for consideration.
Training to employees in the Workmens Group - General

39.15
The Bureau has in its 2013 Report (Volume 1) recommended that organisations
should ensure that all their employees irrespective of grade be provided a minimum
hours of meaningful work related training and a minimum of 40 hours of training per
year was also recommended for employees in the Workmens Group-General.
39.16
In the context of this Review exercise, representations have been received from all
Unions representing the interest of employees in the Workmens Group-General, that
training was not being provided. The Bureau has raised the issue with the
Management side of organisations concerned whereby the majority have confirmed
that training has not been mounted whilst according to some only a few employees
have benefited from appropriate training. During discussion with Management of
MOH & QL , the Bureau was informed that the Ministry was agreeable to mount
appropriate training courses for employees in this group. Given that training plays
a vital role in the improvement of the performance of individual employees as
well as service delivery, the Bureau recommends that organisations should
ensure that all their employees be provided with appropriate training as per
provisions made in Chapter 9 of Volume 1 of this Report.
Assistance to Driver (Heavy Vehicles)

39.17
The staff side have represented that there has been cases of accident due to poor
visibility while operating lorries categorised as Heavy Vehicles and have requested
for the assistance of a Lorry Loader or Handy Worker during operations with a view
to avoiding/minimising accidents. The Bureau considers that the request is in line
with government policy to provide a safer work environment as well as to reduce the
rate of accidents and is, therefore, making appropriate recommendation.
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Recommendation 4
39.18
We recommend that organisations should look into the possibility of posting a

Lorry Loader or Handy Worker in vehicles categorised as Heavy Vehicles with
a view to providing appropriate assistance to the Driver (Heavy Vehicles)
during operations.
Cook Cadre
39.19
The EOAC Report 2013 introduced the payment of a risk allowance to incumbents in
the grades of Cook (Roster) and Senior Cook on the establishment of the MOH and
QL. Following representations from incumbents in the Cook cadre at the Mauritius
Police Force and the Mauritius Prisons Service, the committee set up to look into the
representations arising out of the Errors, Omission and Anomalies Committee
(EOAC) Report 2013 extended the payment of the allowance to incumbents in the
grade of Cook (Roster) only in these two Departments.
39.20
Staff side have represented that the payment of this allowance be further extended
to incumbents in the grades of Senior Cook and Head Cook in organisations where
these grades exist. Following a scrutiny of the Job Description Questionnaires
submitted to the Bureau and an analysis of the schemes of service of the grades of
Senior Cook and Head Cook, the Bureau considers that the representation is justified
and is making appropriate recommendation.
Recommendation 5
39.21
The Bureau recommends that incumbents in the grades of Cook (Roster),

Senior Cook and Head Cook on the establishment of the various
Ministries/Departments be paid a monthly risk allowance equivalent to one and
a half increments of their respective salary scale.
SPECIFIC RECOMMENDATIONS
OFFICE OF THE PRESIDENT
Personal Attendant
39.22
The duties devolving on the grade of Personal Attendant are presently being
performed by an employee of the Office of the President against payment of an
allowance, representing the difference between the salary of the Personal Attendant
and his salary. The present arrangement is considered to be appropriate by the
Management and is, therefore, being maintained.
Recommendation 6
39.23
The Bureau recommends that the position of Personal Attendant should not be
filled in a substantive capacity. The duties of the Personal Attendant should
continue to be assigned to an employee of the Office of the President against
payment of an allowance equivalent to the difference between the salary of the
Personal Attendant and his salary.
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NATIONAL ASSEMBLY
Allowance to employees in the Office Care Attendant/Senior Office Care Attendant
Cadre
39.24
Employees in the Office Care Attendant/Senior Office Care Attendant Cadre who are
called upon to perform work over and above their normal duties during parliamentary
sittings are paid an ad hoc allowance of Rs 180 per sitting. We are revising the
quantum of the allowance.
Recommendation 7
39.25
We recommend that the Head Office Care Attendants and Office Care
Attendant/Senior Office Care Attendants, who, during Parliamentary sittings
perform work over and above their normal duties, be paid an adhoc allowance
of Rs 190 per sitting.
PRIME MINISTERS OFFICE

Risk Allowance
39.26
At present, incumbents in the grade of Vulcaniser at the Prisons Department are paid
a risk allowance for performing duties in the same workshop or shed together with
detainees. This allowance remains valid.
Recommendation 8
39.27
We recommend that incumbents in the grade of Vulcaniser at the Prisons

Department be continued to be paid a risk allowance equivalent to one
increment at the initial of their salary scale for performing duties in the same
workshop or shed together with detainees.
Meal Allowance
39.28
In addition to the provisions made at paragraph 18.11.4 of Volume 1 of this Report

Prisons Drivers (Shift) of the Mauritius Prison Service who are compelled to double
their shift due to the exigencies of the service are either provided with meals where
catering facilities are available or paid an allowance of Rs 125 for each meal. The
recommendation is being maintained whilst the quantum of the allowance is being
revised.
Recommendation 9
39.29
We recommend that Prisons Drivers (Shift) on the establishment of the

Mauritius Prison Service, who are compelled to double their shift due to
exigencies of the service should continue to be either provided with meals
where catering facilities are available or paid an allowance of Rs 130 for each
meal.
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SCIENTIFIC RESEARCH
Library Attendant Cadre
39.30
The Library Attendant cadre at the Ministry of Education and Human Resources,
Tertiary Education and Scientific Research (MOE & HR, TE & SR) consists of a twolevel hierarchy namely Library Attendant and Senior Library Attendant. The staff side
has represented that the element of supervision is not exercised by incumbents in the
grade of Senior Library Attendant as there is only one established post. They have
also pointed out that normally in schools the Library Officer or Librarian assumes the
responsibility of supervision and as regards the other duties listed in the scheme of
service of the grade of Senior Library Attendant same are being performed by
incumbents in the grade of Library Attendant.
39.31
Request has, therefore, been made to merge and restyle the grades of Library
Attendant and Senior Library Attendant with a view to compensating incumbents in
the grade of Library Attendant for the work being performed as well as the lack of
career prospects. During discussion at the Bureau, the Management side has
confirmed that there was only one post of Senior Library Attendant on its
establishment and was agreeable to the request made by the Union. After analysing
the request and taking into consideration that the grade exists in other organisations,
the Bureau is making appropriate recommendation.
Recommendation 10
39.32
We recommend that the grade of Library Attendant and Senior Library

Attendant on the establishment of the MOE & HR, TE & SR be merged and
restyled Library Attendant/Senior Library Attendant.
39.33
We further recommend that the grade of Library Attendant on the establishment

of the National Assembly and the Rodrigues Regional Assembly be also
restyled Library Attendant/Senior Library Attendant.
Home Economics Attendant (New Grade)

39.34
Both the Management side and the staff side have submitted that there is need for a
dedicated grade on the establishment of the MOE & HR, TE & SR to service the
Home Economics Room, the specialised equipment therein and also to assist the
Educator (Secondary) in keeping constant watch over the security of pupils. The
Bureau has studied the request and is making appropriate recommendation.
Recommendation 11
39.35
We recommend the creation of the grade of Home Economics Attendant on the

establishment of the MOE & HR, TE & SR. Appointment, thereto should be by
selection from among candidates who possess a Cambridge School Certificate
with at least a pass in Food and Nutrition or Fashion and Fabrics; and are aware
of the rudimentary safety precautions needed in handling equipment in the
Home Economics Room.
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39.36
Incumbent would, inter alia, be responsible for the general cleanliness of the Home
Economics Room, equipment and furniture; general care and maintenance of
utensils, materials and equipment in use in the room including the lubricating of
sewing machines and other apparatuses; distribution and control of utensils and
materials/foodstuff in use during practical class; and assisting the Educator
(Secondary) in keeping constant watch over the security of pupils.
School Caretaker Cadre

39.37
The staff side has apprised the Bureau that no Computer Laboratory Attendants are
posted in Government Primary Schools and, therefore, the task of cleaning
specialised IT rooms/computer Labs is being performed by incumbents in the School
Caretaker cadre. Representation has been received for the grant of appropriate
compensation to incumbents in the cadre pending the posting of Computer
Laboratory Attendants. During meeting with Management the latter concurred that
the task of cleaning Computer room was being performed by incumbents in the
School Caretaker cadre and supported the claim of School Caretakers for the
payment of an appropriate allowance. We are recommending accordingly.
Recommendation 12
39.38
We recommend that incumbents in the School Caretaker cadre who are

assigned the task of cleaning Computer rooms/Specialist IT rooms be paid a
monthly non-pensionable allowance equivalent to one increment at the initial
of the salary scale of the grade of Computer Laboratory Auxiliary formerly
Computer Laboratory Attendant.
Driver (Roster)
39.39
In the context of this review exercise, the Management side has submitted that the
grade of Driver (Roster) which was made evanescent by the EOC Report 2009, be
restablished whilst the grade of Driver (Roster day and night) created in the same
report would no longer be required in view of the hours of operations of the Ministry.
The Bureau has analysed the request and recommends that the grade of Driver
(Roster) be reinstated and that of Driver (Roster day and night) be made
evanescent.

Bank Scheme for Attendant (Hospital Services)
39.40
The Bank Scheme was introduced in the 2013 PRB Report for employees in the grade
of Attendant (Hospital Services) formerly Hospital Care Attendant. In the context of
this review exercise, the Management side has requested for the extension of the
Bank Scheme to other grades in the Workmens Group on the establishment of the
MOH and QL with a view to curbing the payment of overtime. As regards the staff
side, one union has requested for maintaining the Bank Scheme along with reviewing
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the quantum of the Bank rate whilst the other remaining Unions have requested for a
complete removal of the system and were against the extension of the scheme to
other grades in the Workmens Group-General. Most of the unions have also
reported that the Bank Scheme was wrongly being used. During discussion at the
Bureau, all stakeholders including Management were apprised that the philosophy
for the introduction of the Bank Scheme was to ensure the smooth delivery of services
by having recourse to employees in the Attendant (Hospital Services) cadre who are
off duty or on leave or on retirement. They were also apprised that the Bank System
was not meant to replace the payment of overtime but was rather a tool to tap the
services of additional manpower.
Recommendation 13
39.41
The Bureau recommends that:

(i)
the services of Attendant (Hospital Services) and Senior Attendant

(Hospital Services) who are off duty or on leave or on retirement be
enlisted to perform Attendant (Hospital Services) duties on sessional
basis of four hours duration on weekdays, Sundays and public holidays
against payment of an all-inclusive allowance of Rs 375 per session
during the day and Rs 425 per session during the night. The allowance
should be paid on a prorata basis whenever the employees are required
to work for more, or less, than the specified number of hours.
(ii)
the Ministry should resort to the payment of overtime rate as per

provision at Chapter 18.5 of Volume 1 of this Report instead of Bank rate
to employees in the Attendant (Hospital Services) cadre who are called
upon to work for two consecutive shifts in a pre-set pattern of work.
Allowance for Mortuary Attendants

39.42
At present, Mortuary Attendants are paid Rs 300 for each post mortem case where
their services are required either during normal working hours or after. They are also
paid an allowance for being on-call and in-attendance. These allowances are being
revised.
Recommendation 14
39.43
We recommend that the non-pensionable allowances paid to Mortuary

Attendants be revised as follows:
(i)
Rs 500 for each case where these services are required whether during
normal working hours or while in attendance during on-call period;
(ii)
Rs 80 for being on call from 1800 hours to midnight; and
(iii) Rs 105 per hour for actual attendance during on-call period.
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Allowance for Delivery of Corpse in the absence of Mortuary Attendants

39.44
The staff side has requested for an allowance to compensate incumbents in the
Attendant (Hospital Services) cadre who are called upon to deliver dead bodies in the
absence of Mortuary Attendants. The Management of MOH and QL has confirmed
that the delivery of dead bodies in the absence of Mortuary Attendants is conducted
with the help of incumbents in the above cadre and that there is a case for an
adequate compensation. The Bureau has analysed the issue and is making
Recommendation 15
39.45
We recommend that incumbents in the Attendant (Hospital Services) cadre

who, in the absence of Mortuary Attendants, are called upon to help in the
delivery of dead bodies be paid a non-pensionable allowance of Rs 50 for each
dead body delivered.
Stores Attendant
39.46
Incumbents in the grade of Stores Attendant posted at the Central Stores Department
of the MOH and QL have reported that certain stores items are kept in cold rooms
and have requested for an allowance for exposure to variations in temperature in the
course of their duties. The Bureau has analysed the issue and considers that
Management should ensure that employees posted/having access to cold room
should be provided with appropriate protective equipment.
Sanitary Attendant
39.47
The MOH and QL has submitted that following Governments decision, cleaning
services in hospitals and other institutions have to be carried out in-house. The
Ministry has therefore requested that the grade of Sanitary Attendant be restyled
Sanitary/Cleaning Attendant with a view to ensuring that incumbents in the grade may
be called upon to perform all cleaning works in addition to the cleaning of toilets and
bathrooms. The Bureau has studied the request and is making appropriate
recommendation.
Recommendation 16
39.48
The Bureau recommends that the grade of Sanitary Attendant on the

establishment of the MOH and QL be restyled Sanitary/Cleaning Attendant and
the scheme of service of the grade be amended to include other cleaning works.
This element has been taken into consideration in arriving at the salary
Ambulancier
39.49
With the development in the Health Sector and the acquisition of ambulances
equipped with latest technology, the Management side has requested for the creation
of a dedicated polyvalent grade of Ambulancier (on shift) against the abolition of the
grade of Ambulance Driver (on shift). Incumbent in the grade would, along with
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driving duties, called upon to provide support to patients. The Bureau has analysed
the proposed qualifications requirements as well as the set of duties that would be
devolving upon the new grade of Ambulancier (on shift). Based on Management
submission, it has been found that the duties and responsibilities are similar to those
of the grade of Ambulance Driver (on shift). In view thereof the Bureau is refraining
from creating the grade and is maintaining the current arrangements.
Ambulance Driver (SAMU)
39.50
Ambulance Drivers working in the SAMU Ambulance are required to clean and look
after the vehicles themselves as no Ambulance Attendants are attached to the SAMU
team. They are currently being paid a monthly non-pensionable allowance of Rs 450.
Recommendation 17
39.51
The Bureau recommends that Ambulance Drivers driving SAMU Ambulance,

not provided with the services of Ambulance Attendant, be paid a monthly nonpensionable allowance of Rs 450.
Senior Attendant (Hospital Services)

39.52
Senior Attendant (Hospital Services) posted in Operation Theatre for a whole month
are presently being paid a non-pensionable allowance of Rs 450. We are maintaining
the quantum of the allowance.
Recommendation 18
39.53
The Bureau recommends that Senior Attendants (Hospital Services) posted in

Operation Theatre for a whole month be paid a monthly non pensionable
Risk Allowance to Attendant (Hospital Services) posted at the Detainees Ward of

Jawaharlall Nehru Hospital
39.54
A risk allowance equivalent to one and a half increments at the initial of the salary
scale is presently being paid to Attendants (Hospital Services) working at the
Detainees Ward of Jawaharlall Nehru Hospital. We are maintaining this provision.
Recommendation 19
39.55
We recommend the payment of a risk allowance equivalent to one and a half

increments at the initial of the salary scale of employees in the grade of
Attendant (Hospital Services) working at the Detainees Ward of Jawaharlall
Nehru Hospital.
Risk Allowance
39.56
Employees in the Workmens Group who are exposed to greater risks while working
in constant and close contact with mental patients, TB patients and drug addicts are
exceptionally paid a monthly non-pensionable allowance equivalent to one and a half
increments at the initial of the salary scale. The payment of this allowance should
continue and therefore the Bureau recommends accordingly.
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Recommendation 20
39.57
The Bureau recommends that employees in the Workmens Group who are
exposed to greater risks while working in constant and close contact with
mental patients, TB patients and drug addicts should continue to be paid a
monthly non-pensionable allowance equivalent to one and a half increments at
the initial of their salary scale
MINISTRY OF AGRO- INDUSTRY AND FOOD SECURITY

39.58
Following the setting up of the Mauritius Cane Industry Authority (MCIA) which has,
among others, the responsibility for exercising the powers and performing the function
of the ex-Cane Planters and Millers Arbitration and Control Board, the grades of
Sampler and Senior Sampler were granted personal salaries in the 2013 PRB
Reports. Incumbents in these two grades have, upon option exercised by them,
either been granted VRS or redeployed within the Ministry of Agro Industry and Food
Security.
39.59
In the context of this review exercise, the staff side has requested that the grade of
Sampler (Personal), which has become a misnomer as incumbents are performing
simple clerical duties on a full time basis, be restyled to a more appropriate job
appellation. The Management side has also confirmed that incumbents in the grade
of Sampler (Personal) were performing simple clerical duties on a full time basis
instead of performing same during off crop season only and have in line with the
reorganisation of the Agricultural Services at the Ministry, requested that the grade of
Sampler be restyled to Office Assistant with a view to reflect the nature of duties being
performed by incumbents and that of Senior Sampler (Personal) be abolished as
there is no one in post. The Bureau has analysed the issue and is making appropriate
recommendation along with abolishing the grade of Senior Sampler (Personal).
Recommendation 21
39.60
We recommend that the grade of Sampler (Personal) be restyled Office

Assistant and the scheme of service of the grade be amended, such that
incumbents would be required to be responsible to the Senior Technical
Officer, and/or Officer in Charge of the Station/Division/Laboratory where they
are posted for, inter alia, performing the duties of the sale of agricultural
produce; collecting of fees and remittance into bank; keeping records, stores
and stores ledgers; providing assistance during conferences, seminars,
exhibitions and other related activities; putting into operations audio visual
equipment; performing clerical duties; and carrying out simple surveys under
supervision.
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Allowance to employees in the grades of Carpenter and General Worker posted at
Serge Constantin Theatre and at the Pointe Canon Open Theatre
39.61
Employees in the grades of Carpenter and General Worker posted at Serge

Constantin Theatre and at the Pointe Canon Open Theatre who are required, during
and after normal office hours, to open and close the curtain, lift/pull doors to/from the
attic during plays, move and/or change decors on stage while plays are on; mount
and dismantle decors during blackouts; bring down the giant screen prior to film
festivals and place loud speakers on stage, among others are paid a monthly
allowance of Rs 750 for these extra duties. We are maintaining the quantum of the
allowance.
Recommendation 22
39.62
We recommend that employees in the grades of Carpenter and General Worker

posted at Serge Constantin Theatre and at the Pointe Canon Open Theatre be
paid a monthly allowance of Rs 750 for performing the duties outlined at the
above paragraph during or beyond normal office hours and such employees be
additionally entitled to the payment of overtime for work performed beyond
normal working hours.
MINISTRY OF INDUSTRY, COMMERCE AND CONSUMER PROTECTION

Legal Metrology Services
39.63
Employees in the grade of Laboratory Auxiliary formerly Laboratory Attendant play a

vital role in the functioning of the Legal Metrology Services of the Ministry of Industry,
Commerce and Consumer Protection. The staff side has represented that the
absence of career prospect for employees in the grade usually result in an exode of
employees to other Ministries/Departments where a proper career path exist thereby
disrupting the work of the Division. Management has submitted that a supervisory
level to supervise the work of incumbents in the grade of Laboratory Auxiliary formerly
Laboratory Attendant is essential to ensure the proper functioning of the organistion.
The Bureau, after analysing the request and considering the current staff size along
with the need for proper coordination of work among Laboratory Auxiliary formerly
Laboratory Attendant and the need for career prospect, is making appropriate
recommendation.
Recommendation 23
39.64
We recommend the creation of a grade of Senior Laboratory Auxiliary on the

establishment of the Ministry of Industry, Commerce and Consumer Protection.
ppointment thereto should be by promotion, on the basis of experience and
merit, of Laboratory Auxiliaries formerly Laboratory Attendants on the
establishment of the Ministry reckoning at least five years service in a
39.65
The Senior Laboratory Auxiliary would, among others, be responsible for the
organisation of work, supervision, control and training of Laboratory Auxiliary formerly
Laboratory Attendant; the cleanliness of laboratories, workshops, verification room,
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benches, glassware and other equipment; and performing the duties of Laboratory
Auxiliary formerly Laboratory Attendant, as and when required.
MINISTRY OF OCEAN ECONOMY, MARINE RESOURCES, FISHERIES, SHIPPING AND
OUTER ISLANDS
Nursery Attendant (Fisheries) Cadre
Nursery Attendant/Senior Nursery Attendant (Fisheries) (Roster)
formerly Nursery Attendant (Fisheries) (Roster)
Senior Nursery Attendant (Fisheries) (Roster)
39.66
The Nursery Attendant (Fisheries) (Roster) cadre at the Ministry of Ocean Economy,
Marine Resources, Fisheries, Shipping and Outer Islands comprises a three levels
hierarchy namely Nursery Attendant (Fisheries) (Roster), Senior Nursery Attendant
(Fisheries) (Roster) and Head Nursery Attendant (Fisheries) (Roster). In the context
of this Report, the staff side has apprised the Bureau that the level of Senior Nursery
Attendant (Fisheries) (Roster) is vacant and the duties as well as responsibilities
devolving upon the grade are being performed by incumbents in the grade of Nursery
Attendant (Fisheries) (Roster). As such, request has been made for the grades of
Nursery Attendant (Fisheries) (Roster) and Senior Nursery Attendant (Fisheries)
(Roster) to be merged and restyled. Management has supported the request and
has also pointed out that according to the latest scheme of service the mode of
appointment to the grade of Head Nursery Attendant (Fisheries) (Roster) is by
promotion, on the basis of experience and merit, of Nursery Attendant (Fisheries)
(Roster) holding a substantive appointment in the grade. After analysing the issue
and taking into consideration that supervision is exercised by the Head Nursery
Attendant (Fisheries) (Roster), the Bureau is making appropriate recommendation.
Recommendation 24
39.67
We recommend that the grades of Nursery Attendant (Fisheries) (Roster) and

Senior Nursery Attendant (Fisheries) (Roster) on the establishment of the
Ministry of Ocean Economy, Marine Resources, Fisheries, Shipping and Outer
Islands be merged and restyled Nursery Attendant/Senior Nursery Attendant
(Fisheries) (Roster).
Sea-Going Allowance
39.68
Presently, a Sea-Going Allowance is payable, among others, to the

Scientific/Technical staff who are required to go out at sea for the placing and
maintenance of Fish Aggregating Devices, for research work and training of those
fishermen working in the Aquaculture Division, the Marine Conservation Centre, the
Import/Export Quarantine Clearance Unit and the Licensing Unit. Request has been
received for extension of this allowance to incumbents in the Laboratory Auxiliary
Cadre formerly Laboratory Attendant Cadre who in the performance of their duties
are required to accompany the above mentioned officers at sea. Management has
confirmed that incumbents in the Laboratory Auxiliary Cadre formerly Laboratory
Attendant Cadre effectively accompany and assist officers concerned whenever they
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go out at sea and that there was need for appropriate compensation. The Bureau
has examined the request and is making appropriate recommendation.
Recommendation 25
39.69
We recommend the payment of a Sea-Going Allowance to incumbents in the

Laboratory Auxiliary Cadre formerly Laboratory Attendant Cadre who, in the
performance of their duties; accompany and assist the Scientific/Technical
staff of the Ministry, at sea as follows:
(a)
one days pay for working in the open sea for four hours up to
12 hours on working days.
(b)
1 days pay for working beyond 12 hours, including Saturdays, up to

24 hours.
(c)
one days pay and one day off for working four to 12 hours on Public
Holidays and Sundays.
MINISTRY OF ENVIRONMENT, SUSTAINABLE DEVELOPMENT, DISASTER AND

BEACH MANAGEMENT
Senior Laboratory Auxiliary (New Grade)
39.70
The National Environmental Laboratory is staffed with employees in the Scientific

Officer cadre, Technical Officer cadre and Laboratory Auxiliary formerly Laboratory
Attendant. The staff side has represented that there is no career prospect for
employees in the grade of Laboratory Auxiliary formerly Laboratory Attendant and
most often employees apply for the post of Laboratory Auxiliary formerly Laboratory
Attendant in other institutions where a proper career path exists, thus hampering
service delivery upon their departure. We have studied the request and taking into
consideration the staff size in the grade of Laboratory Auxiliary formerly Laboratory
Attendant, as well as the need to ensure proper coordination of work among these
employees, we are making appropriate recommendation.
Recommendation 26
39.71
We recommend the creation of a grade of Senior Laboratory Auxiliary on the

establishment of the Ministry of Environment, Sustainable Development,
Disaster and Beach Management. Appointment, thereto should be by
promotion, on the basis of experience and merit, of Laboratory Auxiliaries
formerly Laboratory Attendants on the establishment of the Ministry reckoning
at least five years service in a substantive capacity in the grade.
39.72
The Senior Laboratory Auxiliary, would, among others, be responsible for the
organisation of work, supervision, control and training of Laboratory Auxiliary formerly
Laboratory Attendant; the cleanliness of laboratories, benches, glassware and other
equipment; and performing the duties of Laboratory Auxiliary formerly Laboratory
Attendant as and when required.
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On-Call Monthly Commuted Allowance

39.73
A monthly commuted allowance of Rs 325 is presently being paid to the Drivers at

the Ministry of Environment, Sustainable Development, Disaster and Beach Authority
whenever they are required to be on-call to attend to environmental
hazards/emergencies. We are maintaining the payment of the allowance.
Recommendation 27
39.74
We recommend that the monthly on-call commuted allowance payable to

Drivers who are required to be on call to attend to environmental
hazards/emergencies be continued to be paid a monthly on-call commuted

Office Care Attendant Cadre
39.75
The Office Care Attendant cadre comprises the grades of Office Care
Attendant/Senior Office Care Attendant and Head Office Care Attendant. In the
context of this review exercise, the staff side has among others requested for an
increase in the establishment size of the grades in the cadre. As incumbents in both
the grades are posted in the various Ministries/Departments across the Civil Service,
the Bureau recommends that the MCSAR should conduct a Human Resource
Planning/Audit exercise with a view to determining the appropriate
establishment size required.
OTHER RECOMMENDATIONS
Allowance for Making Tea
39.76
At present employees in the grade of General Worker and in the Office Care
Attendant cadre who are called upon to prepare and serve tea/coffee for official
meetings/functions are paid an allowance of Rs 5.00 per cup. We are maintaining
the quantum of the allowance.
Recommendation 28
39.77
We recommend that employees in the Office Care Attendant cadre and in the
grade of General Worker be paid an allowance of Rs 5.00 per cup for making
and serving tea/coffee.
Allowance for Washing of towels/Tablecloth

39.78
Employees in the Office Care Attendant cadre are presently entitled to the payment
of an allowance for washing of towels/table cloth. We are maintaining the provision.
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Recommendation 29
39.79
The Bureau recommends that employees in the Office Care Attendant cadre
and in the grade of General Worker who have to wash towels/tablecloth be paid
the following allowance:
(i)
For washing of towels
(ii)
For washing of tablecloth -
Rs 10 per towel
Rs 70 per kg
Allowance to Office Care Attendant Cadre for making Bulk Photocopies

39.80
The EOAC 2013 Report has introduced the payment of a monthly allowance of
Rs 650 for incumbents in the Office Care Attendant cadre who are required to make
bulk photocopies in the performance of their duties. We are maintaining the quantum
of the allowance.
Recommendation 30
39.81
The Bureau recommends that incumbents in the Office Care Attendant cadre
be paid a monthly non-pensionable allowance of Rs 650 for making bulk
photocopies.
Cleaning of Lavatories
39.82
Employees in the Workmens Group-General who are required to clean lavatories are
presently paid a monthly non-pensionable allowance of Rs 500 for cleaning of
lavatories and wherever the lavatories are used by members of the public and
cleaning is effected twice daily, they are paid an allowance of Rs 1000 monthly
instead. The Bureau is maintaining the quantum of the allowance.
Recommendation 31
39.83
The Bureau recommends that employees in the Workmens Group General be

paid a monthly non-pensionable allowance of Rs 500 for the cleaning of
lavatories. Wherever the lavatories are used by members of the public and the
cleaning is done twice daily, incumbents should be paid Rs 1000 monthly.
Security Guards
39.84
Unlike other employees in the Workmens Group whose normal working week are
40 hours, Security Guards are required to put in 60 hours per week and are entitled
to two days leave with full pay each month over and above casual or vacation leave.
This provision is being maintained.
Recommendation 32
39.85
We recommend that Security Guards should continue to be granted two days

leave with full pay each month over and above casual and vacation leave.
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Pool of Drivers in the General Services

39.86
In the 2003 Report, it was recommended that all Drivers attached to beneficiaries of
chauffeur-driven car in the Civil Service should be absorbed in the pool of drivers on
the establishment of the Ministry of Civil Service and Administrative Reforms and
classified in the General Services. However same was not implemented and the
Ministry of Civil Service and Administrative Reforms has rather resorted to the
practice that whenever a vacancy occurs in the grade of Driver under the vote of one
Ministry/Department, a redundant Driver from another Ministry/Department is
transferred to the other vote. This course of action has proved to be effective and is
still valid.
Recommendation 33
39.87
We recommend that the current practice described in the above paragraph for
Drivers be maintained for the optimum utilisation of these resources.
Allowance to Drivers
39.88
A monthly non-pensionable allowance of Rs 400 is presently paid to compensate

those Drivers who drive, on a regular basis, vehicles of more than 3.5 tons but less
than five tons. This criteria refers to the weight the vehicle can carry (i.e. load only)
as authorized by the National Transport Authority and is not inclusive of tares of the
vehicle. We are maintaining the payment of this allowance.
Recommendation 34
39.89
We recommend that Drivers who are required to drive, on a regular basis,

vehicles of more than 3.5 tons but less than five tons be paid a monthly nonpensionable allowance of Rs 400.

39.90
In the Workmens Group, employees in certain grades are by the very nature of their
duties required to work on shift in relays on a 24-hour basis. Though, the shift element
is considered in determining the salary of the respective grade, as an inducement to
those who actually perform night duty, a Night Duty Allowance is presently being paid
to this category of employees. The payment of the Night Duty Allowance remains
valid.
Recommendation 35
39.91
We recommend that the employees in the Workmens Group who effectively

work on night shift should be paid a Night Duty Allowance equivalent to 25% of
the normal rate per hour for the hours between 2300 hours and 0500 hours
39.92
The above recommendation should also apply to Security Guards who

effectively work at night.
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Workmens Group
Civil Service
Shift/Roster
39.93
Employees in the grades listed below normally work either on shift or on a roster basis
(including Sundays and Public Holidays) and this element has been taken into
consideration in the determination of the recommended salary scales. However,
where appropriate, salary scales have also been provided to employees in those
grades who are not required to work either on shift or on a roster basis.
Shift
Roster
Ambulance Care Attendant

Ambulance Driver
Attendant (Haemodialysis)
Barnman
Driver
General Worker
Attendant (Hospital Services)
Operator (Waste Water Pumping Station)
Sanitary Attendant
Senior Stockman (Rodrigues)
Shelter Care Attendant (Rodrigues)
Stockman (Rodrigues)
Ward Assistant (Male and Female)
Workshop Assistant
Sanitary/Cleaning Attendant
formerly Sanitary Attendant
Assistant Chef
Burial Ground Attendant (Rodrigues)
Caretaker (Youth and Sports)
Cook
Factory Operative
Factory Operative Assistant
Field Supervisor
Head Nursery Attendant (Fisheries)
Household Attendant
Irrigation Operator
Laundry Attendant
Mortuary Attendant
Nursery Attendant/Senior Nursery
Attendant (Fisheries)
formerly Nursery Attendant (Fisheries)
Senior Nursery Attendant (Fisheries)
Operator Pumping Station (Rodrigues)
Prisons Attendant (Rodrigues)
Stockman
Valve Operator (Rodrigues)
Wardress
Waste Water Pipe Cleaner
Water Supply Attendant (Rodrigues)
Youth Centre Attendant (Rodrigues)
Roster-Day and Night

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Workmens Group
Civil Service
Miscellaneous
39.94
Certain provisions made in this Chapter, by their very nature, are also applicable to
incumbents in the Workmens Group General on the establishment of the Parastatal
and Other Statutory Bodies and Private Secondary Schools, Local Authorities and
the Rodrigues Regional Assembly. We recommend that the provisions in the
table hereunder be extended accordingly.
Conditions/Allowances
Paragraph
Recommendation
Collection and deposit of keys at

Police Station
39.10
Tea making
39.77
28
Washing of towels/table cloth
39.79
29
Cleaning of lavatories
39.83
31
Security Guard
39.85
32
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Workmens Group
Civil Service
WORKMENS GROUP TRADESMAN CADRE

39.91
The Workmens Group Tradesman Cadre encompasses all grades performing

skilled jobs in a wide range of trades under distinct appellation with a three-level
structure with the grades of Tradesmans Assistant, Tradesman and Chief
Tradesman/Foreman. Most of the tradesman grades are posted in the Mechanical
and Building Sections of the Public Infrastructure Division of the Ministry of Public
Infrastructure and Land Transport which is responsible, among others, for the
implementation of infrastructural projects in respect of roads, bridges and
Government Buildings. However, others are departmental grades which cut-across
Ministries/Departments and are specific to their respective organisations.
39.92
Employees of the Tradesman Cadre carry out a wide range of activities and are
involved in, inter-alia, repairs and maintenance of motor vehicles; construction works;
repairs and maintenance of public buildings; hospitals as well as residential quarters
of staff.
39.93
In the context of the present review exercise, representations have been made for
the creation of grades, change in appellation, restyling of grades, revision of schemes
of service, filling of vacant post and insertion of the line inclusive of travelling time in
the recommendation for In-Attendance Allowance for ESD Electrician and Plant
Mechanic cadres as well as duty exemption and loan to purchase a car and/or
autocycle/motorcycle. We have examined all the proposals and are making
MINISTRY OF PUBLIC INFRASTRUCTURE AND LAND TRANSPORT

On-Call Allowance and In-Attendance Allowance for Electrician and Plant Mechanic
Cadres at the Energy Services Division
39.94
Employees of the Electrician and Plant Mechanic Cadres are required to work beyond
normal working hours during nights, weekends and public holidays on a system of
On-Call and In-Attendance to cater for emergencies at Government buildings,
hospitals and prisons.
39.95
At present, the employees of the Electrician and Plant Mechanic Cadres who are
required to be On-Call during nights, weekends and public holidays are paid an OnCall Allowance of Rs 150 on weekdays between 1630 hours and 0730 hours the
following day and Rs 240 on Saturday, Sunday and Public Holiday between 0730
hours and 0730 hours the following day. These employees are also paid an InAttendance Allowance of Rs 100 to carry out emergency work while on-call.
39.96
The Staff Association has represented that the travelling time should be included in
the In-Attendance Allowance when required to attend to emergencies while
On-Call. We are agreeable to this request and are making appropriate provisions
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Civil Service
to this effect while maintaining the present arrangement of On-Call and InAttendance allowances for the Electrician and Plant Mechanic Cadres.
Recommendation 36
39.97
We recommend that employees of the Electrician and Plant Mechanic Cadres

of the Energy Services Division who are required to be On-Call during nights,
weekends and public holidays and attend to emergencies during On-Call be
paid an On-Call Allowance and In-Attendance Allowance inclusive of
travelling time as hereunder:
Cadre
Period
Electrician and (i) Weekdays

between
1630
Plant Mechanic
hours and 0730 hours the
Cadres
following day
(ii) Saturday, Sunday and Public
Holiday
From 0730 hours to 0730
On-Call
Allowance
(Rs)
In-Attendance
during On-Call
Rs/hour
160
100
250
100

Operations Support Services
Risk Allowance
Orthopaedic Appliance Maker
Orthopaedic Appliance Maker (Leather)
Orthopaedic Appliance Maker (Metal)
Orthopaedic Appliance Maker (Wood)
39.98
Both Management and Staff Association have submitted that officers of the
Orthopaedic Appliance Maker cadre are exposed to serious transmissible diseases
like H1N1, HIV, TB, among others, especially when dealing with repairs of equipment
in wards and units. Hence, request was made for the payment of risk allowance to
these officers. However, given that we cannot pronounce on the degree of risk faced
by officers of the Orthopaedic Appliance Maker cadre, we are making an appropriate
recommendation to address this issue.
Recommendation 37
39.99
We recommend that Management should make necessary arrangements for the

risk faced by officers of the Orthopaedic Appliance Maker cadre. The
modalities for this exercise are spelt out at paragraph 18.15.23 of the Chapter
on Risk, Insurance and Compensation of Volume 1 of this Report.
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Civil Service
39.100 At present, Tradesmans Assistants who have successfully completed the NTC 3 and
have served for at least four years in the same grade as from the date of obtention of
the NTC 3 and are performing duties pertaining to the trade are being paid a nonpensionable allowance equivalent to two increments at the point they have reached
in the salary scale of the grade to be read from the Master Salary Scale, pending their
appointment to the grade of Tradesman. This recommendation is maintained.
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Pay Review 2016

REPORT 2016
LUM
VO
PART III
LOCAL AUTHORITIES
PAY RESEARCH BUREAU

MARCH 2016
OF
VOLUME 1
TABLE OF CONTENTS
Chapter
Page
INTRODUCTION ................................................................................................................................... 1
1.
2.
MUNICIPAL COUNCILS .......................................................................................................... 7

1. 1
THE CITY COUNCIL OF PORT LOUIS .................................................................... 33
1. 2
THE MUNICIPAL COUNCIL OF BEAU BASSIN-ROSE HILL .................................. 47
1. 3
THE MUNICIPAL COUNCIL OF CUREPIPE ............................................................ 61
1. 4
THE MUNICIPAL COUNCIL OF QUATRE BORNES ............................................... 71
1. 5
THE MUNICIPAL COUNCIL OF VACOAS-PHOENIX .............................................. 83
DISTRICT COUNCILS ........................................................................................................... 95

2.1
THE DISTRICT COUNCIL OF BLACK RIVER ......................................................... 97
2.2
THE DISTRICT COUNCIL OF FLACQ ............................................................... 105
2.3.
THE DISTRICT COUNCIL OF GRAND PORT ................................................... 113
2.4
THE DISTRICT COUNCIL OF MOKA ................................................................. 123
2.5
THE DISTRICT COUNCIL OF PAMPLEMOUSSES ............................................... 131
2.6
THE DISTRICT COUNCIL OF RIVIERE DU REMPART ........................................ 141
2.7
THE DISTRICT COUNCIL OF SAVANNE .......................................................... 149
MASTER SALARY CONVERSION TABLE ..........Annex
Local Authorities
Introduction
LOCAL AUTHORITIES
INTRODUCTION
1.
The Local Authorities which are established and governed by the provisions of the
Local Government Act No. 36 of 2011, fall under the aegis of the Ministry of Local
Government.
2.
Local Authorities in Mauritius comprises five Municipal Councils, seven District

Councils and 124 Village Councils and all their activities are coordinated under the
responsibility of the Permanent Secretary of the Ministry of Local Government. Every
local authority is a body corporate.
3.
The vision of the Ministry of Local Government is to: foster a vibrant local democracy;
provide effective transparent and proactive delivery of services by Local Authorities;
bridge the development divide between rural and urban areas; and achieve the
highest standards of cleanliness and sanitation in the country through sound and
effective infrastructural and environmental policies and practices.
4.
Objectives of the Ministry include: bringing changes to the Local Government Act to
better meet the needs of the public and enhance local democracy and community
participation; enhancing service delivery at Local Government Level by promoting
capacity building, streamlining of procedures and harnessing the potential of ICT;
reducing wastage, inefficiencies and unnecessary expenditure within Local
Authorities; and encouraging partnerships between Local Authorities and civil
society to solve social problems and promote economic well-being. The Ministry
has been mandated by Government to focus on priorities that would uplift the daily
life of citizens.
Municipal Councils
5.
The five Municipal Councils are namely: The City Council of Port-Louis and The
Municipal Councils of Beau Bassin-Rose Hill, Curepipe, Quatre Bornes and VacoasPhoenix. Each of them is headed by a Chief Executive who is responsible to the
Permanent Secretary of the Ministry of Local Government.
6.
Following the promulgation of the Local Government Act 2011, the activities of each
Municipal Council are organised under six departments namely: Administration
Department, Finance Department, Land Use and Planning Department, Public
Infrastructure Department, Public Health Department, and Welfare Department.
Each Department has a Technical Head who reports to, and works under the
supervision of the Chief Executive.
District Councils
7.
The seven District Councils are namely: The District Councils of Black River, Flacq,
Grand Port, Moka, Pamplemousses, Rivire du Rempart and Savanne. Each of
them, as the Municipal Councils, is headed by a Chief Executive who is responsible
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Local Authorities
Introduction
to the Permanent Secretary of the Ministry of Local Government. A number of

Village Councils operate under the jurisdiction of each District Council.
8.
As for the Municipal Councils, the activities of all District Councils are also organised
under six Departments namely: Administration Department, Finance Department,
Land Use and Planning Department, Public Infrastructure Department, Public Health
Department and Welfare Department. Each Department has a Technical Head who
reports to, and works under the supervision of the Chief Executive.
Theme of the Report

9.
For the 2016 Report, the Bureau would make its recommendations based on a
theme: Transformation of the Public Sector for effective service delivery to meet the
citizens needs, non-citizens needs and other stakeholders needs as well. The aim
is to improve and sustain organisation performance with alignment of resources at
institutional, organisational and employees levels while at the same time ensuring
that employees are professionally trained and developed, have promotion
opportunities in their hierarchy/cadre, work in a safe and healthy environment and
users of public service are satisfied with a high level of service delivery.
Digitisation
10.
For Public Sector Organisations across the world, the pressures for improved
efficiency during the past decades are now accompanied by an equally strong need
to revolutionise service delivery to create solutions that better meet citizens needs.
The increased importance and use of technology is to empower organisations to
better serve the citizens in the digital age. Public Sector organisations are attempting
a transition from closed, top-down, bureaucratic, and paper-based transactional
models towards online, integrated digital offerings that encourage a new kind of
interaction between citizens and the government.
11.
It is an undeniable fact that digitisation can significantly improve public service

delivery by increasing accuracy, efficiency and also reducing costs as compared to
the manual, paper-based process which slows operations. Digitisation will change
fundamentally and for the better the way that public sector organisations provide
services to citizens and businesses. Services will be more accessible, more
convenient, easier to use and quicker in response and more cost effective.
12.
We are, therefore, making general recommendations in Chapter 17 of Volume 1 and

specific recommendations in all Local Authorities to reinforce, where relevant, and
review the organisation structure of IT Departments/ Divisions/Sections/Units and
equip them with professional, technical as well as supportive grades.
Structure of the Report

13.
The EOAC Report, following the publication of the 2013 PRB Report, recommended
the establishment of a consolidated list of all grades of the Local Authorities
(Municipal Councils and District Councils) with new salary codes department wise.
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Local Authorities
Introduction
14.
This recommendation gave rise to several implementation problems. While some

local authorities have claimed to fill posts that do not exist on their respective
establishment, others have made submissions for creation of existing grades in the
context of this review exercise. Moreover, the salaries granted for part-time workers
having the same grade appellation in the different local authorities vary according to
the number of hours of work put in thus making the consolidation difficult to
implement. Users of the report have also complained about the difficulties of finding
the hierarchy of grades of several cadres in different local authorities.
15.
In view of the problems arising we have, in the context of this review exercise,
reverted to our previous approach regarding the structure of the report for Local
Authorities.
16.
We deal in the first instance with the general recommendations which, in one way
or the other, have implications in almost all the Municipal and District Councils and
thereafter with specific recommendations, if any, pertaining to each Council. The
salary recommendations pertaining to each Municipal Council and District Council
follow immediately after the specific recommendations, if any.
Alignment of Schemes of Service

17.
Generally many grades in Local Authorities have the same qualifications, duties and
responsibilities as those of corresponding levels/hierarchies in the civil Service.
There is need to align the schemes of service as well.
18.
Whenever the qualifications, duties and responsibilities of grades in Local

Authorities have been aligned to those of corresponding levels in the Civil
Service, the schemes of service of these grades should, wherever applicable
and relevant, be prescribed along the same lines of their counterparts in the
Civil Service.
Unified Local Government Service Board

19.
The Unified Local Government Service Board (ULGSB) has been set up under
section 68 of the Local Government Act 2011. The ULGSB is presided by the
Permanent Secretary of the Ministry of Local Government and comprises
representatives of the Prime Ministers Office, the Ministry of Finance and Economic
Development, the Ministry of Civil Service and Administrative Reforms, the Ministry
of Labour, Industrial Relations and Employment and Training, and the Ministry of
Local Government.
20.
The ULGSB has been vested with such powers that were formerly exercised either
by the Minister, the Local Government Service Commission (LGSC), or the
Permanent Secretary of the Ministry. While the Local Government Service
Commission (LGSC) continues to exercise its role of recruiting the required human
resources and taking disciplinary action wherever necessary, the ULGSB is a central
body that ensures an optimum use of human resources in the Local Authorities.
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21.
Introduction
The staffing structure of the ULGSB comprises a Secretary, Unified Local

Government Service Board which was created in the 2013 EOAC Report to be filled,
in future, by assignment of duties of an officer not below the level of Deputy
Permanent Secretary. We are maintaining the present arrangement.
Training for officers in the General Services

22.
In our last Report, we recommended appropriate training for officers in the General
Services so that these officers are equally trained as their counterparts in the Civil
Service. To ensure that organisations are manned by officers of relevant skills,
competencies and aptitudes such training are necessary and we are recommending
accordingly.
Course for Management Support Officer

Recommendation 1
23.
We recommend that the Ministry of Civil Service & Administrative Reforms, in

consultation with the Ministry of Local Government and the Local Authorities
should continue to mount and run appropriate training programmes with the
Civil Service College for incumbents in the grade of Management Support
Officer to render them skilled and polyvalent.
Office Management Course for Office Management Assistant

Recommendation 2
24.
We recommend that Office Management Assistants should follow the

Advanced Course in Effective Office Management and Supervision mounted
by the Civil Service College.
25.
We further recommend that, on successful completion of the course,

incumbents in the grade of Office Management Assistant should be granted
one increment, subject to the top salary of the grade.
Advanced Course in Effective Office Management and Supervision for Higher Executive
Officers
Recommendation 3
26.
We recommend that Higher Executive Officers should follow the Advanced

Course in Effective Office Management and Supervision mounted by the Civil
Service College.
27.
We further recommend that Higher Executive Officers who have successfully

completed the Advanced Course in Effective Office Management and
Supervision, on reaching the top of their salary scale, be allowed to move
incrementally up to salary point Rs 42325 in the Master Salary Scale provided
that they:(i)
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~4~
Local Authorities
Introduction
(ii)

preceding year; and
(iii)
Advanced Secretarial Course for Confidential Secretary

28.
The Ministry of Local Government has informed the Bureau that further to claims
from Confidential Secretaries in the Local Authorities, arrangements have been
made with the Open University of Mauritius to mount and run the Advanced
Secretarial Course, in line with what is provided to their counterparts in the Civil
Service. To this end, request has been made to equally compensate these officers
on successful completion of the course.
29.
We consider that the request is fully justified, the moreso Confidential Secretaries in
the Civil Service are granted one increment upon successful completion of the
course. To this effect, we are agreeable to extend this provision to officers
concerned in the Local Authorities.
Recommendation 4
30.
We recommend that:
(i)
Confidential Secretaries, on successful completion of the Advanced

Secretarial Course, should be granted one increment, subject to the top salary
of the grade; and
(ii)
Confidential Secretaries who have successfully completed the Advanced

Secretarial Course after having reached the last point in their salary scale,
should be paid a non-pensionable lump sum equivalent to twelve times the
value of the last increment drawn.
New Salary Codes

31.
We are, hereunder, providing for new salary codes for the Municipal and District
Councils:
Municipal Councils
Code
(i)
Port Louis
PL
(ii)
Beau Bassin-Rose Hill
BH
(iii)
Curepipe
CE
(iv)
Quatre Bornes
QB
(v)
Vacoas-Phoenix
VP
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Local Authorities
Introduction
District Councils
Code
(i)
District Council of Black River
BR
(ii)
District Council of Flacq
FQ
(iii)
District Council of Grand Port
GP
(iv)
District Council of Moka
MA
(v)
District Council of Pamplemousses
PS
(vi)
District Council of Rivire du Rempart
RR
(vii) District Council of Savanne
SE
The codes for the different departments within each Municipal Council are as
follows:
Department
Code
(i)
Administration
AM
(ii)
Finance
FI
(iii)
PI
(iv)
Land Use and Planning
LP
(v)
Welfare
WL
(vi)
Public Health
PH
The codes for the six departments in each District Council and that of Village Councils
are as follows:
Department
Code
(i)
Administration
AM
(ii)
Finance
FI
(iii)
PI
(iv)
Land Use and Planning
LP
(v)
Public Health
PH
(vi)
Welfare
WL
(vii) Village Councils
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VC
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Local Authorities
Municipal Councils
1.
MUNICIPAL COUNCILS
ADMINISTRATION DEPARTMENT
1.1
The Administration Department is mainly responsible to co-ordinate the activities of

all the departments of the Municipal Council; exercise administrative control; and
ensure implementation and follow-up of all decisions taken by the Municipal
Council. It oversees the following sections: Human Resource, Correspondence,
Committee, Internal Audit, Information Technology and Legal as well as the Library
Services. The Chief Executive is the administrative head of a Municipal Council. He
is assisted in his daily functions by a Deputy Chief Executive, Assistant Chief
Executives and other heads of department.
1.2
The 2013 PRB and EOAC Reports brought significant changes to various structures
in the Administration Department namely in the IT Unit, General Services cadre,
Internal Control Officer cadre and Attendant cadre, which entailed changes in
appellations and qualification requirements of relevant grades.
1.3
In the context of this Report, the Bureau received among others, strong
representations from the Staff Associations as well as Management of Local
Authorities to allow Clerical Officer/Higher Clerical Officers not possessing the
prescribed qualifications the option to join the grade of Management Support Officer
as they reckon long years of experience and perform the same duties as
Management Support Officers.
1.4
After careful examination, the Bureau considers that since appointment of

unqualified Clerical Officers/Higher Clerical Officers in the grade of Management
Support Officer in the Civil Service was a Government decision, extension of same
in the Local Authorities should be dealt with at the level of the Ministry of Local
Government. However, in this Report, we are bringing some fundamental changes
in the General Services cadre which will facilitate career progression of concerned
officers in this cadre.
1.5
Given that major changes have already been brought to several structures in our
previous Reports, we consider that except for the General Services, Internal Control
and Usher/Prosecutor cadres, the existing structures are appropriate and are being
maintained. We are also reviewing the mode of appointment to the grade of
Assistant IT Officer, creating a professional grade of Internal Auditor and making
provision for the amendment of the scheme of service of the grade of Office
Superintendent. In addition, we are creating a grade of Local Disaster Management
Coordinator and maintaining existing allowances whilst introducing a few grades
deem justified.
Chief Executives in Local Authorities

1.6
In the Local Authorities, provisions exist for the filling of the position of Chief
Executive on a contractual basis with specified performance targets or on
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Local Authorities
Municipal Councils
assignment basis for a period of two years. Moreover, a public officer if appointed
to or assigned duties in this position may, on retirement, benefit from the
pensionable emoluments on certain conditions. We consider this arrangement to
be appropriate, and same is being maintained.
Recommendation 1
1.7
We recommend that :
(i)
appointment to or filling of the position of Chief Executive in Local

Authorities should continue to be made on contractual terms or on
assignment basis for a period of two years; and
(ii)
after the expiry of the two-year period, incumbent on establishment

would be appointed in a substantive capacity subject to his performance
and the continued relevance of his competence.
1.8
We further recommend that the salary of the Chief Executive on contractual

terms shall be as determined for the substantive position. The package shall
include a gratuity equivalent to two months salary on completion of every
twelve months satisfactory service. The other terms and conditions of
employment shall be as recommended for contract officers.
1.9
We also recommend that a public officer on permanent establishment

assigned the duties of the position of Chief Executive would continue to be
eligible for an allowance representing the difference between the pay of the
Chief Executive and the substantive salary of the officer. On the officers
retirement, the pensionable emoluments shall be those of the Chief Executive
(i)
(ii)
not been reverted to his substantive post on ground of inefficiency or

(iii) at the time of his retirement/reversion he has 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)
OR
Restructuring of the General Services Cadre
1.10
Further to the restructuring being brought to the General Services cadre in the Civil
Service, we are strengthening that of the Local Authorities with the creation of a
grade of Clerical Officer. In the same breath, the duties of the grade of Management
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~8~
Local Authorities
Municipal Councils
Support Officer are being revamped coupled with a salary upgrading. We are
making appropriate recommendations to that effect.
Clerical Officer (New Grade)
Recommendation 2
1.11
We recommend the creation of a grade of Clerical Officer on the establishment

of all Local Authorities. Appointment thereto should be made by selection
from among candidates who:
(i)
possess the Cambridge School Certificate with credit in at least five

subjects including English Language, French and Mathematics or an
equivalent qualification;
(ii)
possess the Cambridge Higher School Certificate or passes in at least

two subjects obtained on one certificate at the General Certificate of
Education Advanced Level or an equivalent qualification; and
(iii)
1.12
are computer literate.
Incumbent would be required to, inter- alia, perform duties of a clerical nature
including the preparation, scrutiny and processing of straight forward documents,
arithmetical work and registry work; simple finance, establishment and stores work
under supervision; drafting of replies or simple correspondence and simple data
entry and updating of information in a computer system, as and when required.
Management Support Officer

1.13
Further to the creation of the grade of Clerical Officer, the mode of appointment and
duties of the grade of Management Support Officer are being reviewed.
Recommendation 3
1.14
We recommend that, in future, appointment to the grade of Management

Support Officer should be made by selection from among officers holding a
substantive appointment in the grades of Clerical Officer, Clerical
Officer/Higher Clerical Officer (Personal) and Clerk/Word Processing
Operator (Personal).
1.15
Incumbents in the grade of Management Support Officer would, henceforth, be

required to, inter alia, assist in providing administrative support to the Council in
general administration, human resource management or other areas; carry out pay
and cashier duties, as and when required; manage record books and registers;
make arrangements for and monitor logistics, including distribution of transport and
equipment; control a section of the Council; and co-ordinate and monitor the work
of junior staff.
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Municipal Councils
Office Superintendent
1.16
During consultations, Management has submitted that there is urgent need to

review the qualification requirements of the grade of Office Superintendent as same
have become obsolete. In fact, with the advent of the grade of Office Management
Assistant (OMA) and the creation of various structures namely Procurement and
Supply, Financial Operations and Human Resource, officers who were eligible to
apply for the post have been absorbed in other cadres. Moreover, the salary cut
point recommended in the existing scheme of service is obsolete as it has not been
reviewed in subsequent Reports which is delaying the filling of the post.
1.17
The Bureau has examined the issue and acknowledges that there is indeed an
imperative need to amend the scheme of service in order to facilitate the filling of
the post. We are addressing the issue through an appropriate recommendation.
Recommendation 4
1.18
We recommend that the Ministry of Local Government in consultation with the

Ministry of Civil Service and Administrative Reforms (MCSAR) and the Local
Government Service Commission (LGSC) amends the scheme of service of
the grade of Office Superintendent in the Local Authorities to facilitate the
recruitment of qualified officers at this level.
Legal Section
Attorney (Part Time)
1.19
In certain Municipal Councils, the services of a part-time Attorney are enlisted as

difficulties are still encountered to fill the post of Attorney on a full-time basis.
Incumbents are paid an all-inclusive monthly allowance provided they put in a
minimum of 10 hours weekly. We are maintaining the allowance whilst revising the
quantum.
Recommendation 5
1.20
We recommend that the all-inclusive monthly allowance payable to Attorneys

employed on a part-time basis be revised to Rs 27720.
Allowance to Attorney employed on a full time basis

1.21
Attorneys employed on full-time basis in Local Authorities are presently paid an allinclusive yearly allowance of Rs 22000 to cater for certain costs incurred in the
performance of their duties. We are maintaining the allowance and revising the
quantum.
Recommendation 6
1.22
We recommend that the all-inclusive yearly allowance payable to Attorneys

on the permanent and pensionable establishment of Local Authorities be
revised to Rs 23100.
Pay Review 2016
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Local Authorities
Municipal Councils
Usher/Prosecutors Unit
Usher/Prosecutor/Senior Usher/Prosecutor
1.23
The Usher/Prosecutors cadre in the Local Authorities consists of the grades of

Usher/Prosecutor and Senior Usher/Prosecutor except in the Municipal Council of
Beau Bassin/Rose Hill where in addition, the grade of Supervisor,
Usher/Prosecution Section as head of the cadre exists, on a personal basis.
1.24
Further to representations made, the Bureau has carried out an in-depth analysis
on the Usher/Prosecutors cadre and observes that the duties of incumbents have
much evolved in terms of responsibilities, complexity and workload. Moreover, it
has also been noted that there is a major overlapping of duties of the grades of
Usher/Prosecutor and Senior Usher/Prosecutor such that the supervisory element
has become superfluous.
1.25
Against this background, we consider it more appropriate to restyle the grade of

Usher/Prosecutor to Usher/Prosecutor/Senior Usher/Prosecutor whilst making the
grade of Senior Usher/Prosecutor evanescent. We are also providing for a clothing
allowance to incumbents in the cadre owing to the nature of work performed.
Recommendation 7
1.26
We recommend that the grade of Usher/Prosecutor

Usher/Prosecutor/Senior Usher/ Prosecutor.
be
restyled
1.27
We further recommend that the grade of Senior Usher/Prosecutor be made

evanescent and abolished on vacancy. We have provided a personal salary
to incumbents in post as at 31.12.15.
1.28
We also recommend that incumbents in the evanescent grade of Senior

Usher/Prosecutor be paid a monthly allowance equivalent to two increments
at the salary point reached in the salary scale for continuing to assume
supervisory duties.
Clothing Allowance
1.29
Incumbents in the Usher/Prosecutors cadre are required in the performance of their

duties related to prosecution, to attend courts on almost a daily basis to represent
the Council. In this context, the officers have represented that it is mandatory for
them to appear in coat and tie when they attend courts to act as Prosecutor. We
have examined the representation and consider that there is a merit in the case.
We are, therefore, providing for a monthly clothing allowance as an assistance to
incumbents in meeting partly expenses incurred in that respect.
Recommendation 8
1.30
We recommend that officers in the Usher/Prosecutors cadre of all Municipal

Councils be paid a monthly clothing allowance of Rs 400.
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Prosecution Duties
1.31
At present a fee of Rs 150 per case is paid to officers in the grades of Chief Building
Inspector, Senior Building Inspector, Principal Health Inspector, Senior Health
Inspector and Health Inspector for acting as Prosecutor. The Bureau considers that
since there is an established legal section, the payment of such fees should be
gradually phased out. We are nevertheless revising the quantum of the allowance.
Recommendation 9
1.32
We recommend that officers in the grades of Chief Building Inspector, Senior

Building Inspector, Principal Health Inspector, Senior Health Inspector and
Health Inspector who are designated to act as Prosecutor be paid a fee of
Rs 160 per case.
IT Section
Assistant IT Officer
1.33
Further to a determination of the Public Bodies Appeal Tribunal, Management has

requested to review the qualification requirements of the grade of Assistant IT
Officer by enlarging the fields in which a diploma is required, in view of avoiding
certain implementation/interpretation problems. We are agreeable to the proposal
and are recommending accordingly.
Recommendation 10
1.34
We recommend that in future, appointment to the grade of Assistant IT Officer

should be made by selection from among officers in the grade of Database
Supervisor (Personal) possessing a Diploma in Computer Science or
Information Technology (IT) or Computer Engineering or Information
Systems or an equivalent qualification and reckoning at least two years
experience in the field of IT. In the absence of qualified Database Supervisors
(Personal), the grade should be filled by selection from among outside
candidates possessing the prescribed qualifications.
1.35
We further recommend that officers in the grade of Assistant IT Officer

possessing a Degree in Computer Science or Information Technology or
Computer Engineering or Information Systems or an equivalent qualification
and who have reached the top of their salary scale should be allowed to move
incrementally in the master salary scale up to salary point Rs 45375
provided they:
(i)
have drawn their top salary for a year;
(ii)

preceding year; and
(iii)
Pay Review 2016
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Local Authorities
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Internal Audit Section

Internal Control Cadre
1.36
In the 2008 PRB Report, we redesigned the structure of the Internal Control cadre
of the Local Authorities along similar lines obtaining in the Civil Service through the
provision of a standard three level structure comprising the grades of Internal Control
Officer, Senior Internal Control Officer and Principal Internal Control Officer. The
structure was further strengthened and reviewed in the 2013 PRB Report, in line
with what obtained in the Civil Service.
1.37
However, the EOAC Report recommended a different salary structure for the
Internal Control cadre which in turn disturbed existing relativities and gave rise to
anomalous situations. With a view to addressing these issues, in this Report, we
are reviewing the existing structure as well as aligning salaries with those obtained
for corresponding levels in the Civil Service. We are, at the same time, allowing
officers in post to maintain the prevailing provisions regarding salary scale and the
continued incremental movement in the master salary scale, on a personal basis,
subject to the same conditions, so as not to render them worse off. We are making
Recommendation 11
1.38
We recommend that:
(i)
officers in the grade of Internal Control Officer/Senior Internal Control

Officer, in post as at 31.12.15, possessing all papers of Fundamentals
(Knowledge) and who have obtained passes in Papers F4, F5 and F8 of
Fundamentals (Skills) or possess the Certificate in Business Accounting
(Foundation Level) and have obtained passes in Papers P1, P7 and P8
of the Advanced Diploma in Management Accounting (Managerial Level)
of the CIMA Examinations (New Syllabus) or an equivalent qualification
from a recognised institution and having reached the top salary in their
salary scale, should continue to be allowed to move incrementally in the
master salary scale on a personal basis, up to salary point Rs 45375,
provided they have drawn their top salary for a year; have been efficient
and effective in their performance during the preceding year and are not
under report;
(ii)
officers in the grade of Principal Internal Control Officer, in post as at

31.12.15, should be granted a personal salary scale as hereunder:
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950;
(iii)
the salary scale as recommended at paragraph 1.38 (ii) above should

apply on a personal basis to Internal Control Officer/Senior Internal
Control Officers in post as at 31.12.15, upon being promoted to the
higher grade of Principal Internal Control Officer;
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(iv)
in future, appointment to the grade of Chief Internal Control Officer

should be made by promotion, on the basis of experience and merit, of
Principal Internal Control Officers in post as at 31.12.15;
(v)
the salary scale of the grade of Chief Internal Control Officer should be:
Rs 33425 x 925 37125 x 1225 40800 x 1525 49950 x 1625 53200; and
(vi) the grade of Chief Internal Control Officer should gradually be phased
out once all Principal Internal Control Officers in post as at 31.12.15 have
been promoted to the higher grade.
1.39
We further recommend that, in future, incumbents in the grade of Internal

Control Officer/Senior Internal Control Officer, possessing all papers of
Fundamentals (Knowledge) and who have obtained passes in Papers F4, F5
and F8 of Fundamentals (Skills) or possess the Certificate in Business
Accounting (Foundation Level) and have obtained passes in Papers P1, P7
and P8 of the Advanced Diploma in Management Accounting (Managerial
Level) of the CIMA Examinations (New Syllabus) or an equivalent qualification
and having reached the top salary in their salary scale should be allowed to
move incrementally in the master salary scale up to salary point Rs 42325
provided they:
(i)
have drawn their top salary for a year;
(ii)
have been efficient and effective in their performance during

preceding year; and
the

Internal Auditor (New Grade)
1.40
Following the restructuring of the Internal Audit Section in the 2008 PRB Report
with the creation of the grades of Internal Control Officer, Senior Internal Control
Officer and Principal Internal Control Officer, the grade of Internal Auditor (Qualified)
was made evanescent. We also recommended that in Local Authorities where the
grade of Internal Auditor (Qualified) exists, the grade of Principal Internal Control
Officer should not be created. This arrangement at that point in time was
appropriate to enable the Local Authorities to deliver on their mandate.
1.41
In the context of this Report, it has been submitted that to be in line with good
corporate governance principles and for the proper control of the Internal Audit
section, there is need to re-establish a professional grade to oversee the core
internal audit functions. The Bureau considers the request to be justified and is
agreeable to same. However, in view of the fact that the District Councils have been
split into separate entities, creation of a professional grade on their establishment
is not warranted. We are, therefore, making an appropriate recommendation to that
end.
Pay Review 2016
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Recommendation 12
1.42
We recommend the creation of a grade of Internal Auditor on the

establishment of all Municipal Councils. Appointment thereto should be
made by selection from among candidates possessing a pass in the final
examination required for admission to membership of one of the following
bodies:
(i)
The Chartered Association of Certified Accountants;
(ii)
The Institute of Chartered Accountants in England and Wales;
(iii)
The Institute of Chartered Accountants of Scotland;
(iv)
The Institute of Chartered Accountants of Ireland;
(v)
The Chartered Institute of Management Accountants; and
(vi)
The Chartered Institute of Public Finance and Accounting
and who are a registered member of the Mauritius Institute of Professional

Accountants (MIPA).
1.43
Incumbent would be responsible to the Chief Executive of the Council for the
administration and efficient running of the Internal Audit Section and would be
required, inter alia, to: submit to the council within a maximum period of six months
after the closing of the financial year an Internal Control report on the accounting
and financial situation of the Council; be responsible for the conduct of internal audit
functions; devise and implement an Internal Audit system; and prepare strategic
and annual audit plans.
Human Resource Management Section

Human Resource Officer
1.44
At present, the grade of Human Resource Officer is filled by selection from among
officers holding a substantive appointment in the grades of Executive Officer and
Higher Executive Officer possessing a diploma in Human Resource Management
or an equivalent qualification acceptable to the Local Government Service
Commission and from outside candidates possessing the required qualification.
1.45
Management of the Local Government Service Commission has submitted that with
a view to attracting more qualified candidates, the mode of appointment may be
reviewed such that only the open competition mode would prevail. On the other
hand, the Ministry of Local Government views that as there are many officers within
the Local Authorities who are fully qualified to apply for the post, the grade may be
filled from serving candidates in view of providing better promotion prospects to
them.
1.46
The Bureau has carefully studied both representations and opines that both streams
of appointment to the grade could be considered: one is providing a career path to
serving qualified officers and the other would allow new blood to join the cadre. We
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are, therefore, maintaining the mode of appointment to the grade of Human

Resource Officer.
Local Disaster Management Coordinator (New Grade)
1.47
The Management of Municipal Councils has represented that in view of the

prevailing climatic condition, there is need for a dedicated grade on the
establishment of all Municipal Councils whereby the incumbent would represent the
Council at the Local Disaster Risk Reduction and Management Committee and be
the liaison officer between the Council and the stakeholders. The Ministry of Local
Government has concurred with the proposal and has also requested that the grade
be extended in the District Councils. To this end, we are making an appropriate
recommendation.
Recommendation 13
1.48
We recommend the creation of the grade of Local Disaster Management

Coordinator on the establishment of all Local Authorities. Appointment
thereto should be made by selection from among candidates holding a degree
in Sociology or Business Administration or Management or an equivalent
qualification acceptable to the Local Government Service Commission and
reckoning at least five years experience in the implementation of community
mobilisation programmes and activities.
1.49
Incumbent would be responsible, inter-alia to: collaborate with the National Disaster
Risk Reduction and Management Centre (NDRRMC) in liaison with the Local
Disaster Risk Reduction and Management Committee (LDRRMC) for disaster risk
analysis and vulnerability assessment; coordinate with all stakeholders during
disasters; and coordinate activities with all stakeholders during recovery phase.
Cashier Duties
1.50
Prior to 2008 PRB Report, cashier duties were being performed by officers in the
grade of Cashier. However, further to the restructuring of the Finance Department
as recommended by the 2008 PRB Report, the Financial Operations Officer cadre
was created and the grade of Cashier became evanescent. Its duties were taken
over by the grades of Assistant Financial Operations Officer and Financial
Operations Officer/Senior Financial Operations Officer. As regards cashier duties,
same have been incorporated in the scheme of service of the grade of Management
Support Officer.
1.51
In the context of this Report, it has been reported that there are difficulties to assign
someone to perform cashier duties and this situation causes disruption in the daily
money transactions and business activities of the Department. In this perspective,
Management has requested for the grade of Cashier to be no longer evanescent or
to create a grade of Cashier.
Pay Review 2016
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Local Authorities
1.52
Municipal Councils
After careful examination, the Bureau considers that it would not be appropriate,
effective and efficient to create a standalone grade to perform only cashier duties
on a full time basis. We, therefore, view that Management should devise a proper
pattern of work and increase the establishment size of the grade of Management
Support Officer to address the issue. We are recommending accordingly.
Recommendation 14
1.53
We recommend that Management should increase the establishment size of

the grade of Management Support Officer and put in place a proper pattern of
work which provides for incumbents to perform cashier duties on a rotational
basis as prescribed in their scheme of service.
Allowance for Performing Cashier Duties

1.54
The 2013 EOAC Report has provided for the payment of an allowance to officers in
the grade of Clerical Officer/Higher Clerical Officer and Management Support
Officer for performing cashier duties. According to the Bureaus policy, allowances
are granted, among others, in cases where officers are required to perform extra
duties which normally do not form part of their scheme of service and for which they
need to be additionally compensated.
1.55
In the case of the polyvalent and multifunctional grade of Management Support

Officer in the Local Authorities, performing cashier duties is one of its
responsibilities. This fact has already been taken into consideration when
determining the salary of the grade. The Bureau, therefore, views that it is not
justified for the Management Support Officers to be paid an allowance. This
practice should, therefore be discontinued.
Recommendation 15
1.56
We recommend that Clerical Officer/Higher Clerical Officers (Personal) and

Clerical Officers in all Local Authorities should be paid an allowance for
performing cashier duties as below:
(i)
Rs 35 per day for giving assistance to the Cashier; and
(ii)
Rs 100 per day for replacing the full-time Cashier.
Allowance to General Workers for performing woodcutting duties.

1.57
At present, General Workers who are called upon to perform woodcutting duties
using a chainsaw machine are paid a daily allowance. We are maintaining this
provision.
Recommendation 16
1.58
We recommend that General Workers who are called upon to perform

woodcutting duties which involve the handling of a chainsaw machine be paid
an allowance of Rs 75 daily.
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FINANCE DEPARTMENT
1.59
The Finance Department is responsible, among others, to collect revenues accruing

to the Council; effect all payments and all purchases; prepare the yearly estimates
and financial statements; and for the overall financial administration of the Council,
provision of financial advice and information and exercising control on all financial
transactions.
1.60
The Department consists of four main sections under which the activities are
organised: Income, Expenditure, Pay Administration and Stores. The Financial
Controller is the head of the Department, which is staffed by officers of the
Accountant, Financial Officer and Procurement and Supply Officer cadres.
1.61
In the 2008 PRB Report, we redesigned the structure of the Finance Department of
the Local Authorities through the provision of the Financial Operations and
Procurement and Supply cadres. Subsequently, in the 2013 PRB Report, the
Bureau strengthened and reviewed these structures to the extent possible, along
similar lines obtaining in the Civil Service.
1.62
However, with the advent of the EOAC Report, a different structure for the Finance
and Procurement and Supply cadres has been recommended. As a result, existing
relativities have been disturbed, which in turn created anomalous situations. With a
view to addressing these issues, in this Report, we are maintaining the existing
structures of the two cadres while aligning salaries with those obtainable for
corresponding levels in the Civil Service. In the same breath, in order not to make
officers in post worse off, we are allowing them to maintain their prevailing provisions
regarding salary scale as well as the continued incremental movement in the master
salary scale, on a personal basis, subject to the same conditions. We are making
1.63
In addition, for this review exercise, the Bureau received various representations
from different quarters, which consisted mainly in providing a proper career path to
Cashiers, Revenue Collectors and Senior Cashiers; reinstating the grade of Cashier;
and reviewing the qualifications requirements of grades in the Procurement and
Supply Officer cadre.
1.64
We have duly examined all the representations, in line with the main theme of this
Report: Transforming the Public Sector for an enhanced service delivery.
Consequently, we are addressing the issue of absence of promotional prospect for
Cashiers, Senior Cashiers and Revenue Collectors, reviewing the qualification
requirements of grades in the Accountant and Procurement and Supply cadres
whilst providing better career earnings to Accountants, and aligning salaries, as far
as possible, with what obtain in the Civil Service.
Pay Review 2016
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Financial Officer Cadre

Recommendation 17
1.65
We recommend that:
(i)
Officers in the grade of Financial Officer/Senior Financial Officer, in post

as at 31.12.15, possessing a Diploma in Public Financial Management
and Accounting or a Diploma in Accountancy from a recognised
institution, should on reaching their top salary, continue to be allowed
to move incrementally in the Master Salary Scale on a personal basis,
up to salary point Rs 45375, provided they have been efficient and
effective in their performance during the preceding year and are not
under report;
(ii)
Officers in the grade of Principal Financial Officer, in post as at 31.12.15,

should be granted a personal salary scale as hereunder:
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950; and
(iii)
1.66
The salary scale as recommended at paragraph 1.65 (ii) above should

apply on a personal basis to Financial Officer/Senior Financial Officers
in post as at 31.12.15, upon being promoted to the higher grade of
Principal Financial Officer.
We further recommend that in future, officers in the grade of Finance

Officer/Senior Financial Officer possessing a Diploma in Public Financial
Management and Accounting or a Diploma in Accountancy from a recognised
institution, should on reaching their top salary, be allowed to move
incrementally in the Master Salary Scale, up to salary point Rs 42325 provided
they:
(i)
(ii)

preceding year; and

Procurement and Supply Cadre
1.67
The Procurement and Supply cadre comprises the grades of Purchasing and Supply
Officer (Personal), Assistant Procurement and Supply Officer (Personal),
Procurement and Supply Officer/Senior Procurement and Supply Officer and
Principal Procurement and Supply Officer.
1.68
During consultations, the Ministry of Local Government informed that vacant posts
in the Procurement and Supply cadre were not being filled owing to a few
implementation problems arising out of recommendations made in the last report.
Whilst analyzing the issue, we have also kept in view the observations/proposals
made by the Local Government Service Commission (LGSC) to address these
problems. The Bureau opines that it would be more appropriate to revisit the
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qualification requirements of the grade of Procurement and Supply Officer/Senior

Procurement and Supply Officer and Principal Procurement and Supply Officer.
1.69
Moreover, further to a reported case of fraud, Management proposed that the

functions of procurement and supply should be carried out by officers of two
separate grades, instead of only one grade of Procurement and Supply
Officer/Senior Procurement and Supply Officer. In so doing, the risk of irregularities
and fraudulent practices occurring would be reduced significantly.
1.70
The Bureau considers that the need for two distinct grades is not warranted as the
two functions may be assigned separately to two or more persons of the same
grade, as is the practice in the Civil Service. Moreover, Management should
ensure that the grade of Principal Procurement and Supply Officer does not remain
vacant as incumbent plays a vital role in overseeing the work of subordinates, hence
ensuring a proper monitoring and control of the procurement and supply activities.
1.71
Further to the observations made and problems highlighted by Management and the
LGSC, we are making appropriate recommendations to address these issues. In
addition, we are maintaining the existing structure as well as the provision allowing
Procurement and Supply Officer/Senior Procurement and Supply Officers to move
incrementally beyond their top salary.

1.72
We recommend that:
(i)
In future, appointment to the grade of Procurement and Supply

Officer/Senior Procurement and Supply Officer should be made by
promotion, on the basis of experience and merit, of Purchasing and
Supply Officers (Personal), reckoning at least two years service in a
substantive capacity in the grade and who have successfully
completed a Certificate in Purchasing and Supply Management or an
equivalent qualification. In the absence of qualified Purchasing and
Supply Officers (Personal), the grade of Procurement and Supply
Officer/Senior Procurement and Supply Officer, should be filled by
promotion, on the basis of experience and merit, of Assistant
Procurement and Supply Officers (Personal) possessing the required
qualifications and reckoning at least two years service in a substantive
(ii)
on the complete phasing out of the grades of Purchasing and Supply

Officer (Personal) and Assistant Procurement and Supply Officer
(Personal), appointment to the grade of Procurement and Supply
Officer/Senior Procurement and Supply Officer should be made by
selection from among incumbents in the grade of Office Management
Assistant reckoning at least four years service in a substantive
capacity in the grade or an aggregate of at least four years service in
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a substantive capacity in the grades of Office Management Assistant,

Executive Officer and Higher Executive Officer.
(iii)
1.73
in future, appointment to the grade of Principal Procurement and

Supply Officer should be made by promotion, on the basis of
experience and merit, of officers in the grade of Procurement and
Supply Officer/Senior Procurement and Supply Officer possessing a
Diploma in Purchasing and Supply Management and reckoning at least
two years service in a substantive capacity in the grade or a Certificate
in Purchasing and Supply Management and reckoning at least four
We further recommend that management should strongly consider the

advisability of increasing the establishment size of the grade of Procurement
and Supply Officer/Senior Procurement and Supply Officer and filling vacant
posts in the grade of Principal Procurement and Supply Officer.
Movement for Procurement and Supply Officer/Senior Procurement and Supply Officers
1.74
We recommend that:
(i)
Officers in the grade of Procurement and Supply Officer/Senior

Procurement and Supply Officer, in post as at 31.12.15, possessing a
Diploma in Purchasing and Supply Management from a recognised
institution, should on reaching their top salary, continue to be allowed
to move incrementally in the Master Salary Scale on a personal basis,
up to salary point Rs 45375, provided they have been efficient and
effective in their performance during the preceding year and are not
under report;
(ii)
Officers in the grade of Principal Procurement and Supply Officer, in

post as at 31.12.15, should be granted a personal salary scale as
hereunder:
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950; and
(iii)
The salary scale as recommended at paragraph 1.74 (ii) above should

apply on a personal basis to Procurement and Supply Officer/Senior
Procurement and Supply Officers in post as at 31.12.15, upon being
promoted to the higher grade of Principal Procurement and Supply
Officer.
Recommendation 18
1.75
We further recommend that in future, officers in the grade of Procurement and

Supply Officer/Senior Procurement and Supply Officer possessing a Diploma
in Purchasing and Supply Management or an equivalent qualification should
on reaching their top salary be allowed to move incrementally in the Master
Salary Scale up to salary point Rs 42325 provided they:
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(i)
(ii)

preceding year; and
(iii) are not under report

formerly Accountant
Principal Accountant
Financial Controller
1.76
Management has submitted that there is need to review the qualification

requirements of the grades of Accountant, Principal Accountant and Financial
Controller in line with current practice in the Public Sector. We are agreeable to the
request, and in addition, restyling the grade of Accountant.
Recommendation 19
1.77
We recommend that:
(i)
the grade of Accountant be restyled Accountant/Senior Accountant.
(ii)
the qualification requirement of the grade of Accountant/Senior

Accountant formerly Accountant be reviewed so that, in future,
appointment should be made by selection from among candidates who
are registered as professional Accountant with the Mauritius Institute
of Professional Accountants (MIPA) in accordance with Section 51 of
the Financial Reporting Act 2004.
(iii)
the qualification requirement of the grade of Principal Accountant be

reviewed so that, in future, appointment thereto, should be made by
selection from among registered Accountant/Senior Accountant
formerly Accountant in the Local Government Service reckoning at
least five years service in a substantive capacity in the grade. In the
absence of serving qualified candidates, recruitment should be made
from among candidates who are registered as professional
Accountants with the MIPA and reckoning at least five years post
qualification experience;
(iv)
the qualification requirement of the grade of Financial Controller be

reviewed so that, in future, appointment thereto should be made by
selection from among registered Principal Accountants of the Local
Government Service, reckoning at least five years service in a
substantive capacity in the grade. In the absence of serving qualified
candidates, recruitment should be made from among candidates who
are registered as professional Accountants with the MIPA and
reckoning at least 10 years post qualification experience, including 5
years at senior accounting and management level;
Pay Review 2016
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Local Authorities
1.78
Municipal Councils
The Bureau has been apprised that as per section 154(2) (b) of the Local
Government Act 2011, the Financial Controller or his Deputy is required to sign
cheques upon a banking account kept by a local authority. Given that the grade of
Deputy Financial Controller does not exist and that Accountant/Senior Accountant
formerly Accountant and Principal Accountant are called upon to deputise for the
Financial Controller whenever required, we are making a provision to address this
issue.
Recommendation 20
1.79
We recommend that officers in the grades of Principal Accountant and

Accountant, now restyled Accountant/Senior Accountant, should be required
to deputise for the Financial Controller, as and when required. The schemes
of service should, therefore, be revisited to include this additional function.
Senior Cashier (Personal)

Cashier (Personal)
1.80
The Bureau has received persistent and strong representations from both
employees in the grades of Cashier (Personal) and Revenue Collector (Personal)
as well as from Management to integrate incumbents into the mainstream.
1.81
The grades of Cashier, Senior Cashier and Revenue Collector were made
evanescent in the 2008 PRB Report further to the creation of the Financial
Operations Officer cadre in the Local Authorities. The duties of these three grades
were taken over by the grades of Assistant Financial Operations Officer and
Financial Operations Officer. With the restructuring exercise, incumbents in the
evanescent grades found themselves without any promotion prospect given that
entry to the Financial Operations Officer cadre has been opened to Assistant
Financial Operations Officers only.
1.82
Upon an in-depth analysis, the Bureau considers that there is merit in the case on
grounds of fairness and equity given that prior to the restructuring exercise these
officers could aspire for a higher position in the organisation. We are redressing
this issue through appropriate recommendations.
Recommendation 21
1.83
We recommend that officers in the grades of Cashier (Personal), Revenue

Collector (Personal) and Senior Cashier (Personal) in post as at 31 December
2015, reckoning at least five years service in their respective grades, be given
the option to join the grade of Financial Officer/Senior Financial Officer and
be granted one increment upon joining.
1.84
The Bureau further recommends that Management should implement the

above recommendation before filling any post of Financial Officer/Senior
Financial Officer on vacancy arising.
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PUBLIC INFRASTRUCTURE DEPARTMENT

1.85
The Public Infrastructure Department in the Municipal Councils comprises the

following sections: Administration, Mechanical Workshop, Roads and Road
Marking, Drain Engineering and Masonry, Carpentry and Street Lighting. The
Department, is responsible, inter alia, for the construction, maintenance,
improvement and lighting of all public needs; the management, maintenance and
improvement of housing estates pertaining to the Local Authorities; and the
provision and maintenance of traffic centres within the jurisdiction of the municipal
boundaries.
1.86
The Head of the Public Infrastructure Department is responsible to the Chief

Executive for the overall administration, management and discipline of staff as well
as financial control of the department. He also advises the Council on engineering
matters and implementation of its decision; the implementation and application of
the Building Act, the Town and Country Planning Act, the Road Act and the Local
Government Act.
1.87
In the performance of his professional functions, the Head, Public Infrastructure

Department is assisted by an Engineer in all the Municipal Councils except at the
City Council of Port Louis where he is supported by a Mechanical Engineer/Senior
Mechanical Engineer. The Head is also supported by officers in the technical and
tradesmen grades and other staff of different levels.
1.88
In the context of this review exercise, representations have been received from
Heads, Public Infrastructure Department for an increase in salary to match at least
that of the Financial Controller, grant of On-Call Allowance and Special Allowance
for attending meetings/site visits outside working hours, increase in Special
Retention Allowance to 10% on appointment and increase in customs duty
remission to a 1850 cc or diesel equivalent and renewable every five years.
1.89
Upon request from the Bureau, Heads Public Infrastructure Department also
submitted their demands to the Management of Municipal Councils/District Councils
for their views.
1.90
Following an in-depth study of the Job Description Questionnaires submitted by

incumbents in the grade of Head, Public Infrastructure Department, their
submissions as well as the views of Management of Local Authorities, we found
that the requests of incumbents fall outside the parameters of the Bureau and
therefore not receivable.
1.91
The existing organisation structure is being maintained as it is enabling the Public

Infrastructure Department to meet its objectives.
Pay Review 2016
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Local Authorities
Municipal Councils
Special Professional Retention Allowance to Head, Public Infrastructure Department

1.92
retention problems in the fields of Engineering/Architecture/Quantity Surveying
1.93
1.94
strong representations for maintaining SPRA and for extending same to other
grades.
1.95

professionals of high calibre possessing scarce skills are leaving the public sector,
and also to assess the market value of these professionals.
1.96
However, it is worth noting that the survey revealed no serious recruitment and
Besides, the labour market has an over-supply of qualified candidates in these
fields.
1.97
It is also worth highlighting that some organisations have not responded to the
survey carried out and as such the Bureau has not been able to ascertain whether
these organisations are still encountering difficulties in recruiting and retaining
professionals of right profile and calibre in the Engineering/Architecture/Quantity
Surveying fields. Though some organisations have not responded to the survey,
they have nevertheless made representations for maintaining SPRA and extending
same to other categories of professionals.
1.98
In the given circumstances and taking into consideration: (i) the findings of the
survey; (ii) representations from stakeholders; and (iii) position of concerned
organisations, we are in this Report maintaining the payment of the SPRA to eligible
officers in post as at 31 December 2015 up to 31 December 2016.
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Pay Review 2016
Local Authorities
Municipal Councils
Recommendation 22
1.99
We recommend that incumbents in the grade of Head, Public Infrastructure

Department, reckoning at least 10 years service in the grade and eligible for
the payment of the Special Professional Retention Allowance of 7% of
monthly salary as at 31 December 2015 should continue to be paid same up
to 31 December 2016.
1.100

(i)
(ii) retire from the service on reaching the age at which they may retire
1.101
1.102
Officers in the grade of Head, Public Infrastructure Department who are

THE LAND USE AND PLANNING DEPARTMENT

1.103
Local Authorities are vested with the authority for execution and enforcement of the
Building Control Act 2012 and Town and Country Planning Act 1954. The Land Use
and Planning Department, which is a dedicated department for that purpose, is
responsible to issue Building and Land Use Permits or an Outline Planning
Permission, subject to applications being in conformance with the Building Control
Act 2012, Town and Country Planning Act 1954, Planning and Development Act
2004 and Environment Protection Act 2002.
1.104
The Head, Land Use and Planning is at the apex of the department, which is also
manned by officers of the professional and inspection cadres, amongst others.
Pay Review 2016
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Local Authorities
Municipal Councils
1.105
As enforcement duties, the officers of the department attend to complaints and

where there is illegal development/constructions, they initiate legal action against
defaulters. Besides, they are also responsible for the management of the cadastral
system.
1.106
In the context of the present review, the main representations pertain to requests
for an upgrading of salaries for the various grades. A job re-evaluation exercise
was carried out and all work related information collected were examined and taken
into consideration in arriving at the recommended salaries. However, concerning
requests in relation to merging of grades of the professional and technical cadres,
the parties concerned were apprised during meetings, of the fundamental reasons
justifying our refusal or disagreement.
1.107
In the last Report, we restyled the appellations of grades of the Planning cadre to
better reflect the duties being performed. Based on the views expressed by the
Management of the Local Authorities, the structure of the department is adequate
for it to meet its objectives. We are, therefore, not bringing any change to the
existing organisational structure.
WELFARE DEPARTMENT
1.108
The Welfare Department in the Municipal Councils provides welfare services for the
local community. It organizes socio-cultural, youth, sporting, athletic and
recreational activities, besides being responsible for running nurseries, pre-primary
schools and kindergartens. The department also organises exhibitions, civil
receptions and other religious and social gatherings in collaboration with several
other non-governmental organisations, socio-cultural agencies and Ministries with
a view to upgrading existing leisure and community facilities in deprived areas of
the respective Municipal Councils.
1.109
In Municipal Councils, the Welfare Department is mainly responsible for the

achievement of a coordinated approach to planning and developing social
infrastructures through the creation of greater awareness about the social realities
and sensitization of people with a view to inculcating a culture of good responsible
citizenship among the residents. The Department also aims at inducing more
community participation by upgrading existing leisure and community facilities in
deprived areas, and also creating new infrastructure which would provide social
services and leisure requirements in the different Municipal boundaries.
1.110
At present the Welfare Department in the Municipal Councils encompasses the

Cultural, Sports, Community Welfare and Social and the Education Sections. At the
operational level, the department is being served by officers in the Welfare Officer
Cadre, namely Chief Welfare Officer, Principal Welfare Officer, Senior Welfare
Officer and Welfare Officer and they are supported by officers in the grades of Infant
School Teacher and other General Services Officer at the Supportive level,
depending upon operational requirements. For some other activities, the Councils
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Local Authorities
Municipal Councils
usually have recourse to employment of staff on a part-time, casual or sessional

basis to palliate for unforeseen events or events of a casual nature.
1.111
The present organisation structure of the Welfare Department in the different

Municipal Councils, is meeting its objectives set in the New Local Government Act
2011 and therefore does not need/require a change at this stage.
Compensation for regular extra hours

1.112
In the Municipal Councils, at present, a monthly commuted allowance is paid to

officers of the Welfare Cadre who put in a minimum of 20 hours over and above
their normal working hours in the month and the quantum paid is as follows: Welfare
Officer Rs 1980; Senior Welfare Officer Rs 2245; Principal Welfare Officer Rs 2705;
and Chief Welfare Officer Rs 3300. We are maintaining the present commuted
allowance paid to officers of the Welfare Cadre while introducing a new mode of
computation of adhoc allowance.
1.113
The Bureau has received representations to the effect that the commuted allowance
paid to officers of the welfare cadre for the extra hours put in over and above their
normal working hours in the month, does not reflect the actual number of hours
effectively put in, and any officer who puts in less than 20 hours a month, on a
regular basis, is not being paid any compensation, owing to the present regulations
governing overtime.
1.114
We have re-examined in-depth the issue taking into consideration the importance
of welfare activities provided to citizens at odd hours. In this respect, while we are
maintaining the commuted allowance and revising its quantum, we consider also
that a reasonable allowance should be paid to those officers who are involved in
the welfare functions but cover less than 20 hours monthly.
Recommendation 23
1.115
We recommend that officers of the Welfare Cadre in the Local Authorities who
are called upon, on a regular basis, to put in extra hours beyond their normal
working hours in the month, be paid an adhoc allowance equivalent to the
normal hourly rate at the salary point reached in their respective salary scales
provided they put in at least 20 additional hours beyond the normal working
hours in the month.
PUBLIC HEALTH DEPARTMENT

1.116
The Public Health Department of Municipal Councils has, as core responsibility, to

provide services which are essential for maintaining sound and healthy conditions
within the respective municipal jurisdictions. Its services comprise, among others,
provision of daily refuse collection services to private households and public
commercial enterprises; cleaning of roads and public places, water courses, drains
and canals; upkeeping of markets, cemeteries, crematoriums and recreational
Pay Review 2016
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Local Authorities
Municipal Councils
places; and issue of trade licences to commercial, industrial, professional and other
related activities.
1.117
As a regulating body, the Public Health Department enforces statutory provisions

regarding public health. It also ensures that all individuals and economic operators
comply with those regulations.
1.118
The overall responsibility of the Public Health Department rests upon the Chief
Health Inspector who is assisted by other officers of the Health Inspectorate cadre.
The structure of Health Inspectorate cadre is more or less standard across all five
municipal councils. At the supportive, skilled and semi-skilled levels, the grades
vary in the municipal councils, depending on their operational requirements. In the
last Report, we had abolished the grade of Trainee Health Inspector and
restructured the scheme of service of that of Health Inspector while making the
grade of Assistant Health Inspector evanescent.
LPG Fired Human Crematorium Furnaces (Incinerators)

1.119
Following Government decision to implement the LPG Fired Human Crematorium

Furnaces (Incinerators) Project, several computer operated incinerators have been
placed at various locations under the aegis of the Local Authorities. The new
incinerator is a modern apparatus which has been endowed with computer enabled
programming and requires appropriate trained personnel who are well versed in
computer applications.
1.120
It has been reported that since the Incinerator Operators are not conversant with
computer applications, the Ministry of Local Government, after consultations with
the Councils and Health Inspectors in charge of cemeteries, decided to grant a
monthly allowance of Rs 2250 to the Health Inspectors for the operation of the new
incinerators. These Health Inspectors have been provided with appropriate training
by the supplier. They are required, among others, to: open and close the
crematorium and the incinerator by push button; operate a touch screen PLC base
to ignite/operate the incinerator at specified time prior to incineration; and arrange
for the placing of the corpse into the incineration furnace by making use of an
automatic loading table/trolley and monitor incineration until completion.
1.121
In the light of this situation, the Ministry of Local Government has made a proposal
to include the duties pertaining to the operation of the LPG Fired Human
Crematorium Furnaces (Incinerators) in the scheme of service of the grade of
Health Inspectors.
1.122
After examining the proposal, the Bureau considers it more appropriate that training
be provided to the Incinerator Operators to acquaint them with the computer
applications. We are, in the meanwhile maintaining the allowance being paid to the
Health Inspectors and revising its quantum.
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Local Authorities
Municipal Councils
Recommendation 24
1.123
We recommend that the Ministry of Local Government should expeditiously

arrange for the provision of appropriate training to equip the Incinerator
Operators with the required skills to operate the LPG Fired Human
Crematorium Furnaces (Incinerators).
1.124
We further recommend that the monthly allowance payable to the Health

Inspectors for the operation of the new incinerators be revised to Rs 2360.
Allowance for Performing Refuse Collection Duties

1.125
At present, employees not belonging to the grade of Refuse Collector (Roster) are
paid an allowance of Rs 75 daily for performing refuse collection duties. We are
maintaining this provision while revising the quantum.
Recommendation 25
1.126
We recommend that the allowance payable to employees not belonging to the

grade of Refuse Collector (Roster) but who are performing refuse collection
duties be revised to Rs 100 daily.
Special Provision for Refuse Collection Service

1.127
The Refuse Collection Service operates on a system of task work which entails
working five hours daily for six-days a week or six hours daily for those working on
a five-day week. This mode of operation eases the provision of an efficient and
effective service to the local communities.
1.128
In the last Report, a Bank System was introduced for the Refuse Collection Service
comprising Refuse Collectors (Roster), Driver/Scavenging Supervisors (Roster),
Supervisor, Refuse Collection (Roster) and all employees of the Workmens group
who are eligible for protective equipment. The philosophy behind the introduction
of such a system was to: cope with the increasing workload; palliate the shortage
of employees; and to curb excessive overtime. Under this System, employees are
paid an allowance of Rs 255 for up to three hours and on pro-rata basis for all
additional hours of work put in.
1.129
During consultations, Management pointed out that: Refuse Collectors are reluctant
to work under the bank system considering that they would have earned more had
they been paid the overtime rate; the workforce is limited in the Local Authorities
and as such it is difficult to constitute the pool of Refuse Collectors in advance; it is
only at the last moment that the HR Department is apprised of absentees; and to
provide continuous service for good sanitation and healthy environment, the Chief
Executives have to avail the services of those Refuse Collectors who are already
working on a particular site to complete the work against payment of overtime at
hourly rate.
Pay Review 2016
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Local Authorities
Municipal Councils
1.130
The Staff side, on its part, have requested for the payment of overtime to Refuse
Collectors after they have completed their task work which is of 30 hours duration
a week.
1.131
After examining the arguments put forward by both the official and staff side and
considering, among others, the difficulties faced to constitute the Bank System for
Refuse Collection Service and its resultant impact on public health and service
delivery, the Bureau views that there is need for some inducement to ensure a
continuous Refuse Collection Service to the population.
Recommendation 26
1.132
We recommend that:
(i)
employees working under the Bank System for the Refuse Collection
Service, comprising Refuse Collectors (Roster), Driver/Scavenging
Supervisors (Roster), Supervisor, Refuse Collection (Roster) and all
employees of the Workmens group who are eligible for protective
equipment should EXCEPTIONALLY be paid at applicable overtime rate
for all additional hours of work put in above 30 hours; and
(ii)
employees involved in task work should complete their daily task to

qualify to work under the Bank System.
*************
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Pay Review 2016
Local Authorities
Pay Review 2016
Municipal Councils
~ 32 ~
Local Authorities
City Council of Port Louis
1. 1 THE CITY COUNCIL OF PORT LOUIS

Allowance for providing assistance to the Technical Assistant (Printing)
1.1.1
At present, an allowance of Rs 750 per month is paid to the Attendant/Senior

Attendant who assists the Technical Assistant (Printing) in the performance of his
duties. We are maintaining the payment of this allowance.
Recommendation 1
1.1.2
We recommend that an allowance of Rs 750 monthly be paid to the Attendant/

Senior Attendant who assists the Technical Assistant (Printing) in the
performance of his duties.
Allowance to General Workers

1.1.3
General Workers when posted at the Theatre, are paid a monthly allowance of
Rs 750 for performing duties related to theatre dcor during and after normal working
hours. We are maintaining the payment of this allowance.
Recommendation 2
1.1.4
We recommend that General Workers who are posted at the Theatre, should
be paid a monthly allowance of Rs 750 for performing duties related to theatre
dcor, during and after normal working hours. However, the payment of this
allowance should not preclude the payment of overtime for work performed

Allowance to Carpenter and Assistant Tradesman (Carpenter)
1.1.5
Incumbents in the grades of Carpenter and Assistant Tradesmans (Carpenter)

when posted at the Theatre, are paid a monthly allowance of Rs 750 for performing
duties relating to theatre dcor during and after normal working hours. We are
maintaining the payment of the allowance.
Recommendation 3
1.1.6
We recommend that Carpenters and Assistant Tradesmen (Carpenter) when

posted at the Theatre, be paid a monthly allowance of Rs 750 for duties
relating to theatre dcor during and after normal working hours. This,
however, does not preclude the payment of overtime for work performed
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Pay Review 2016
Local Authorities
WELFARE DEPARTMENT
Height Allowance
1.1.7
At present, a non-pensionable height allowance is paid to officers in the grades of

Technician (Stage Lighting) and Technician (Sound) who, in the performance of their
duties, are required, among others, to climb scaffolding at a height ranging from 20
to 30 feet for rigging and focusing projectors and installing various light and sound
equipment. The computation of the allowance is at 80% of the normal hourly rate
for each hour of such work. In this Report, we are maintaining the present
arrangement.
Recommendation 4
1.1.8
We recommend that officers in the grades of Technician (Stage Lighting) and

Technician (Sound) should continue to be paid a non-pensionable height
allowance at 80% of the normal hourly rate for each hour, whenever they are
required to work at a height above 20 feet.
SALARY SCHEDULE
PL AM 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
PL AM 2
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18825
Tradesmans Assistant (Binder)
PL AM 3
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575
Security Guard
PL AM 4
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
Library Attendant
PL AM 5
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21475
Attendant/Senior Attendant
PL AM 6
Rs 14325 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21475
Pay Review 2016
~ 34 ~
Local Authorities
ADMINISTRATION DEPARTMENT (Contd.)

PL AM 7
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200
Driver
Driver (Van, Lorry)
PL AM 8
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200
Field Supervisor
PL AM 9
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 23975
Head Attendant
PL AM 10
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 24750
Binder
PL AM 11
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 25525
Telephone Operator/Receptionist
PL AM 12
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 25525
Driver, Heavy Mechanical Unit
PL AM 13
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 27075
Technical Assistant (Printing)
PL AM 14
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 29400
PL AM 15
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 30175
Clerical Officer/Higher Clerical Officer (Personal to officers in post as at
31.12.12)
Clerk/Word Processing Operator (Personal to officers in post as at
31.12.12)
Library Clerk
~ 35 ~
Pay Review 2016
Local Authorities

PL AM 16
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 31725
PL AM 17
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
PL AM 18
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
Executive Officer (Personal to officers in post as at 31.12.12)
PL AM 19
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500

PL AM 20
Rs 18825 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 33425
Committee Clerk
PL AM 21
Rs 15150 x 300 15750 x 325 17700 x 375 19575 x 475 21950 x

625 23200 x 775 32500 x 925 37125 x 1225 38350
PL AM 22
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 37125 x 1225 38350
Database Supervisor (Personal to officers in post as at 31.12.12)
PL AM 23
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 37125 x 1225 38350
Data Entry Controller (Personal to officers in post as at 31.12.12)
PL AM 24
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 37125 x 1225 38350
PL AM 25
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

Higher Executive Officer (Personal to officers in post as at 31.12.12)
Senior Usher/Prosecutor (Personal to officers in post as at 31.12.15)
Pay Review 2016
~ 36 ~
Local Authorities

PL AM 26
Rs 27075 x 775 32500 x 925 37125 x 1225 38350

Senior Committee Clerk
PL AM 27
Rs 21950 x 625 23200 x 775 32500 x 925 37125 x 1225 39575

PL AM 28
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 37125 x 1225 40800
PL AM 29
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
Library Officer
PL AM 30
Rs 21000 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 43850
Deputy Superintendent of Parks and Gardens
PL AM 31
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 45375

Principal Internal Control Officer
PL AM 32
Rs 27850 x 775 32500 x 925 37125 x 1225 40800 x 1525 46900

PL AM 33
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 48425

PL AM 34
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

Senior Human Resource Officer
PL AM 35
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
PL AM 36
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Librarian
~ 37 ~
Pay Review 2016
Local Authorities

PL AM 37
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Human Resource Management Officer
PL AM 38
Rs 33425 x 925 37125 x 1225 40800 x 1525 49950 x 1625 56450

PL AM 39
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 62950
IT Officer/Systems Administrator
PL AM 40
Rs 34350 x 925 37125 x 1225 40800 x 1525 49950 x 1625

62950
Attorney
PL AM 41
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Senior Librarian
PL AM 42
Rs 53200 x 1625 62950 x 1850 68500 x 1950 74350 x 2825

80000 x 3000 86000
PL AM 43
Rs 101000
Chief Executive
PART TIME WORKERS
PL AM 44
Rs 310 per session of 4 hours

Library Attendant
FINANCE DEPARTMENT
SALARY SCHEDULE
PL FI 1
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 19200
Stores Attendant
PL FI 2
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 31725
Controlling Officer
Pay Review 2016
~ 38 ~
Local Authorities
FINANCE DEPARTMENT (Contd.)

PL FI 3
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
Assistant Financial Operations Officer (Personal)
Purchasing and Supply Officer (Personal)
PL FI 4
Rs 18825 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 35275
Senior Cashier (Personal)
PL FI 5
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 40800

PL FI 6
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 45375

Principal Financial Officer
Principal Procurement and Supply Officer
PL FI 7
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 62950
formerly Accountant
PL FI 8
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850

68500 x 1950 70450
PL FI 9
Rs 66650 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

86000

SALARY SCHEDULE
PL PI 1
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18450
Handy Worker
~ 39 ~
Pay Review 2016
Local Authorities
PUBLIC INFRASTRUCTURE DEPARTMENT (Contd.)

PL PI 2
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18825
Assistant Plumber and Pipe Fitter
Roadmender/Tarman (Personal to officers in post as at 30.06.08)
Tradesmans Assistant (Carpenter)
Tradesmans Assistant (Mason)
Tradesmans Assistant (Painter)
PL PI 3
Rs 11450 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19200
PL PI 4
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
Gardener
PL PI 5
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21000
Senior Gardener
PL PI 6
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200
Barbender
PL PI 7
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 23975
Blacksmith
Carpenter
Electrician
Mason
Mechanic
Painter
Tinsmith
Vulcaniser
Welder
PL PI 8
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 27075
Overseer
Pay Review 2016
~ 40 ~
Local Authorities

PL PI 9
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 29400
Overseer (Personal to officers appointed prior to 15.09.05)
PL PI 10
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 30175

Chief Mechanic
Chief Tradesman
Foreman
PL PI 11
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 31725
Surveying Assistant
PL PI 12
Rs 21950 x 625 23200 x 775 32500

Workshop Supervisor
PL PI 13
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 35275
PL PI 14
Rs 21475 x 475 21950 x 625 23200 x 775 32500 x 925 36200

Inspector of Works
PL PI 15
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 42325

PL PI 16
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 40800 x

1525 48425
PL PI 17
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525 48425

PL PI 18
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Land Surveyor
PL PI 19
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Civil Engineer
~ 41 ~
Pay Review 2016
Local Authorities

PL PI 20
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 62950
PL PI 21
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850

68500 x 1950 72400
LAND USE AND PLANNING DEPARTMENT

SALARY SCHEDULE
PL LP 1
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 31725
Cadastral Assistant
PL LP 2
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 31725
Planning and Development Assistant
PL LP 3
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 36200
Cadastral Officer
PL LP 4
Rs 21475 x 475 21950 x 625 23200 x 775 32500 x 925 36200

Building Inspector
PL LP 5
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
PL LP 6
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 42325

PL LP 7
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525 48425

PL LP 8
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Pay Review 2016
~ 42 ~
Local Authorities
LAND USE AND PLANNING DEPARTMENT (Contd.)

PL LP 9
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850

68500 x 1950 72400
WELFARE DEPARTMENT
SALARY SCHEDULE
PL WL 1
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700
Caretaker
PL WL 2
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18525
Nursery Attendant
PL WL 3
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200
PL WL 4
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 27075
Assistant Nursery Matron
PL WL 5
Rs 13270 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 29400
Stadium Supervisor
PL WL 6
Rs 15150 x 300 15750 x 325 17700 x 375 19575 x 475 21950 x

625 23200 x 775 29400
Nursery Matron
PL WL 7
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 27075 QB 27850 x 775 30175
Infant School Teacher
PL WL 8
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 30950
Swimming Pool Technician
PL WL 9
Rs 18825 x 375 19575 x 475 21950 x 625 23200 x 775 32500

~ 43 ~
Pay Review 2016
Local Authorities
WELFARE DEPARTMENT (Contd.)

PL WL 10
Rs 15450 x 300 15750 x 325 17700 x 375 19575 x 475 21950 x

625 23200 x 775 32500 x 925 34350
Technician (Sound)
Technician (Stage Lighting)
PL WL 11
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 35275
Swimming Coach/Life Saver
PL WL 12
Rs 20525 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 38350
Sound and Lighting Designer
PL WL 13
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 37125 QB 38350 x 775 39575
Welfare Officer
Welfare Officer (Personal to holder appointed before 01.07.87)
PL WL 14
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 39575

QB 40800 x 1525 42325
PL WL 15
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 40800 x

1525 43850
Theatre Controller
PL WL 16
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 48425

PL WL 17
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 40800

x 1525 49950 x 1625 56450
Theatre Administrator
PL WL 18
Rs 34350 x 925 37125 x 1225 40800 x 1525 49950 x 1625 56450

Pay Review 2016
~ 44 ~
Local Authorities
PART TIME WORKERS

PL WL 19
Rs 3725
Key Keeper
PL WL 20
Rs 7615
Embroidery Instructress
Music Instructress
Photography Instructor
Sewing Instructress
Yoga Instructor
PL WL 21
Rs 9745
Instructor (Tamil Language, Yoga)
PL WL 22
Rs 16630
Dressmaking Teacher
SALARY SCHEDULE
PL PH 1
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18450
Handy Worker (Sanitation/Disease Control)
PL PH 2
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575
Refuse Collector (Roster)
PL PH 3
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
Burial Ground Attendant (Roster)
PL PH 4
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
Chemical Sprayer Operator
PL PH 5
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950
Waste Water Pipe Cleaner
PL PH 6
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 23975
~ 45 ~
Pay Review 2016
Local Authorities
PUBLIC HEALTH DEPARTMENT (Contd.)

PL PH 7
Rs 13270 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 24750
Driver (Roster)
PL PH 8
Rs 13530 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 26300
Driver (Heavy Mechanical Unit) (Roster)
PL PH 9
Rs 13270 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 28625
Supervisor, Refuse Collection (Roster)
PL PH 10
Rs 17050 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 37125 x 1225 38350 QB 39575
Health Inspector
PL PH 11
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 43850

PL PH 12
Rs 32500 x 925 37125 x 1225 40800 x 1525 48425

PL PH 13
Rs 35275 x 925 37125 x 1225 40800 x 1525 49950 x 1625

54825
Deputy Chief Health Inspector
PL PH 14
Rs 42325 x 1525 49950 x 1625 62950 x 1850 66650

*************
Pay Review 2016
~ 46 ~
Local Authorities
The Municipal Council of Beau Bassin-Rose Hill
1. 2 THE MUNICIPAL COUNCIL OF BEAU BASSIN-ROSE HILL

Allowance to Carpenters
1.2.1
Incumbents in the grades of Carpenter and Assistant Tradesmans (Carpenter)

when posted at the Theatre, are paid a monthly allowance of Rs 750 for performing
duties relating to theatre dcor during and after normal working hours. We are
maintaining payment of the allowance.
Recommendation 1
1.2.2
We recommend that Carpenter when posted at the Theatre, be paid a monthly

allowance of Rs 750 for duties relating to theatre dcor during and after
normal working hours. This, however, does not preclude the payment of
overtime for work performed beyond normal working hours.
WELFARE DEPARTMENT
Allowance to Carpenter and Scene Shifter
Chief Carpenter and Scene Shifter
1.2.3
At present, officers in the grades of Carpenter and Scene Shifter and Chief
Carpenter and Scene Shifter are paid a monthly allowance of Rs 750 and
Rs 800 respectively for performing duties relating to theatre dcor during and after
normal office hours notwithstanding the payment of overtime for work performed
beyond normal working hours. We are maintaining the allowance.
Recommendation 2
1.2.4
We recommend that officers in the grades of Carpenter and Scene Shifter and
Chief Carpenter and Scene Shifter should continue to be paid a monthly
allowance of Rs 750 and Rs 800 respectively for performing duties relating to
theatre dcor during and after normal working hours.
1.2.5
We further recommend that the payment of this allowance should not preclude
the payment of overtime for work performed beyond normal working hours.
Height Allowance
1.2.6
A non-pensionable height allowance is actually paid to officers in the grades of

Technician (Stage Lighting) and Technician (Sound) who, in the performance of
their duties, are required, among others, to climb scaffolding at a height ranging
from 20 to 30 feet for rigging and focusing projectors and installing various light and
sound equipment. The computation of the allowance is at 80% of the normal hourly
rate for each hour of such work. In this Report, we are maintaining the present
arrangement.
~ 47 ~
Pay Review 2016
Local Authorities
Recommendation 3
1.2.7
We recommend that officers in the grades of Technician (Stage Lighting) and

Technician (Sound) should continue to be paid a non-pensionable height
allowance at 80% of the normal hourly rate for each hour, whenever they are
required to work at a height above 20 feet.
SALARY SCHEDULE
BH AM 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
BH AM 2
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575
Security Guard
BH AM 3
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
Library Attendant
BH AM 4
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21475
BH AM 5
Rs 14325 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21475
BH AM 6
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200
Driver
BH AM 7
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 23975
Head Attendant
BH AM 8
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 24750
Binder
Pay Review 2016
~ 48 ~
Local Authorities

BH AM 9
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 25525
BH AM 10
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 25525
BH AM 11
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 29400
BH AM 12
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 30175
31.12.12)
31.12.12)
Library Clerk
BH AM 13
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 31725
BH AM 14
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
BH AM 15
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500

BH AM 16
Rs 18825 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 33425
Committee Clerk
BH AM 17
Rs 15150 x 300 15750 x 325 17700 x 375 19575 x 475 21950 x

625 23200 x 775 32500 x 925 37125 x 1225 38350
Usher/Prosecutor/Senior Usher /Prosecutor
~ 49 ~
Pay Review 2016
Local Authorities

BH AM 18
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 37125 x 1225 38350
BH AM 19
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 37125 x 1225 38350
BH AM 20
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 37125 x 1225 38350
BH AM 21
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

Senior Usher/Prosecutor (Personal to Officers in post as at 31.12.15)
BH AM 22
Rs 27075 x 775 32500 x 925 37125 x 1225 38350

BH AM 23
Rs 21950 x 625 23200 x 775 32500 x 925 37125 x 1225 39575

BH AM 24
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 37125 x 1225 40800
BH AM 25
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
Library Officer
BH AM 26
Rs 27850 x 775 32500 x 925 37125 x 1225 40800 x 1525 43225

Supervisor, Ushers/Prosecution Section (Personal)
BH AM 27
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 45375

BH AM 28
Pay Review 2016
Rs 27850 x 775 32500 x 925 37125 x 1225 40800 x 1525 46900

~ 50 ~
Local Authorities

BH AM 29
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 48425

BH AM 30
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

BH AM 31
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
BH AM 32
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Librarian
BH AM 33
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
BH AM 34
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 62950
BH AM 35
Rs 34350 x 925 37125 x 1225 40800 x 1525 49950 x 1625

62950
Attorney
BH AM 36
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Senior Librarian
BH AM 37
Rs 53200 x 1625 62950 x 1850 68500 x 1950 74350 x 2825

80000 x 3000 86000
BH AM 38
Rs 101000
Chief Executive
PART-TIME WORKERS
BH AM 39

Library Attendant
~ 51 ~
Pay Review 2016
Local Authorities
FINANCE DEPARTMENT
SALARY SCHEDULE
BH FI 1
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 19200
Stores Attendant
BH FI 2
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
BH FI 3
Rs 18825 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 35275
Cashier (Personal)
BH FI 4
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 40800

BH FI 5
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 45375

BH FI 6
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 62950
formerly Accountant
BH FI 7
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850

68500 x 1950 70450
BH FI 8
Pay Review 2016
Rs 66650 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

86000
~ 52 ~
Local Authorities

SALARY SCHEDULE
BH PI 1
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18075
Lorry Loader (Personal)
BH PI 2
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18450
Handy Worker
BH PI 3
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18825
Tradesmans Assistant (Automobile Electrician)
Tradesmans Assistant (Electrician)
Tradesmans Assistant (Mechanic)
Tradesmans Assistant (Panel Beater)
Tradesmans Assistant (Welder)
BH PI 4
Rs 11450 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19200
BH PI 5
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
Gardener
BH PI 6
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21000
BH PI 7
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 23975
Carpenter
Electrician
Mason
Mechanic
Painter
Panel Beater
Welder
~ 53 ~
Pay Review 2016
Local Authorities

BH PI 8
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 23975
Head Gardener
BH PI 9
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 27075
Overseer
BH PI 10
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 29400
Overseer (Personal to officer in post as at 01.07.93)
Overseer (Drains, Works) (Personal to officers appointed prior
to 15.09.05)
Overseer (Parks and Gardens) (Personal to officers appointed prior
to 15.09.05)
BH PI 11
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 30175
Senior Overseer
BH PI 12
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 30175

Chief Carpenter
Chief Electrician
Chief Mason
Chief Mechanic
Chief Painter
BH PI 13
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 31725
BH PI 14
Rs 21950 x 625 23200 x 775 32500

Workshop Supervisor
BH PI 15
Rs 21475 x 475 21950 x 625 23200 x 775 32500 x 925 34350

Supervisor (Lighting Section) (Personal to officer in post as at
30.06.03)
BH PI 16
Rs 21475 x 475 21950 x 625 23200 x 775 32500 x 925 36200

Inspector of Works
Pay Review 2016
~ 54 ~
Local Authorities

BH PI 17
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
BH PI 18
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 42325

BH PI 19
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 40800 x

1525 48425
BH PI 20
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525 48425

BH PI 21
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Land Surveyor
BH PI 22
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Civil Engineer
BH PI 23
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850

68500 x 1950 72400

SALARY SCHEDULE
BH LP 1
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 31725
Cadastral Assistant
BH LP 2
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 31725
BH LP 3
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 36200
Cadastral Officer
~ 55 ~
Pay Review 2016
Local Authorities

BH LP 4
Rs 21475 x 475 21950 x 625 23200 x 775 32500 x 925 36200

Building Inspector
BH LP 5
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 42325
BH LP 6
BH LP 7
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525 48425

BH LP 8
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
BH LP 9
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850

68500 x 1950 72400
WELFARE DEPARTMENT
SALARY SCHEDULE
BH WL 1
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 23975
Carpenter and Scene Shifter
BH WL 2
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 27075
BH WL 3
Rs13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 29400
Overseer (Stadium) (Personal to officers in post as at 30.06.08)
Theatre Electrician/Technical Assistant
BH WL 4
Rs 15150 x 300 15750 x 325 17700 x 375 19575 x 475 21950 x

625 23200 x 775 29400
Nursery Matron
Pay Review 2016
~ 56 ~
Local Authorities

BH WL 5
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 27075 QB 27850 x 775 30175
BH WL 6
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 30175

Chief Carpenter and Scene Shifter
BH WL 7
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 31725
Art Gallery Supervisor
BH WL 8
Rs 18825 x 375 19575 x 475 21950 x 625 23200 x 775 32500

BH WL 9
Rs 15450 x 300 15750 x 325 17700 x 375 19575 x 475 21950 x

625 23200 x 775 32500 x 925 34350
Technician (Stage Lighting)
Technician (Sound)
BH WL 10
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 37125 x 1225 38350
Assistant Stage Designer
BH WL 11
Rs 20525 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 38350
Sound and Lighting Designer
BH WL 12
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 37125 QB 38350 x 1225 39575
Welfare Officer
BH WL 13
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 37125 x 1225 40800 x 1525 42325
Stage Designer
BH WL 14
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 39575

QB 40800 x 1525 42325
BH WL 15
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 40800x

1525 43850
Theatre Controller
~ 57 ~
Pay Review 2016
Local Authorities

BH WL 16
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 48425

BH WL 17
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Theatre Administrator
BH WL 18
Rs 34350 x 925 37125 x 1225 40800 x 1525 49950 x 1625 56450

PART-TIME WORKERS
BH WL 19

Social Hall Attendant
BH WL 20
Rs 425 per session of 1 - 2 hours

Cooking Instructor
Judo Instructor
Modern Dance Instructor (Aerobic)
Tai Chi Instructor
Yoga Instructor
BH WL 21
Rs 4430
Art Teacher
BH WL 22
Rs 9240
Dance Teacher
BH WL 23
Rs 11145
Karate Teacher
BH WL 24
Rs 16630
Dressmaking Teacher

SALARY SCHEDULE
BH PH 1
Pay Review 2016
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18075
Sanitary Attendant
~ 58 ~
Local Authorities

BH PH 2
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18825
Refuse Collector (Personal)
BH PH 3
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575
BH PH 4
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
BH PH 5
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 23975
BH PH 6
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 24750
Driver/Scavenging Supervisor (Personal)
BH PH 7
Rs 13270 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 24750
Driver (Roster)
Rs 13530 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x
375 19575 x 475 21950 x 625 23200 x 775 26300
Driver/Scavenging Supervisor (Roster)
BH PH 8
BH PH 9
BH PH 10
BH PH 11
Rs 17050 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 37125 x 1225 38350 QB 39575
Health Inspector
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 43850

Rs 32500 x 925 37125 x 1225 40800 x 1525 48425
~ 59 ~
Pay Review 2016
Local Authorities

BH PH 12
Rs 42325 x 1525 49950 x 1625 62950 x 1850 66650

*************
Pay Review 2016
~ 60 ~
Local Authorities
The Municipal Council of Curepipe
1. 3
THE MUNICIPAL COUNCIL OF CUREPIPE

SALARY SCHEDULE
CE AM 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
CE AM 2
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18825
CE AM 3
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575
Security Guard
CE AM 4
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
Library Attendant
CE AM 5
Rs 12230 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20525
Office Attendant (Personal to officers in post as at 30.06.87)
Office Attendant (Personal to officers in post as at 30.06.98)
CE AM 6
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21475
CE AM 7
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200
Driver
CE AM 8
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200
Field Supervisor
CE AM 9
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 23975
Head Attendant
~ 61 ~
Pay Review 2016
Local Authorities

CE AM 10
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 24750
Binder
CE AM 11
Rs 13270 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 24750
Driver (Roster)
CE AM 12
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 25525
CE AM 13
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 25525
CE AM 14
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 29400
CE AM 15
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 30175
31.12.12)
31.12.12)
Library Clerk
CE AM 16
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 31725
CE AM 17
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
CE AM 18
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
Pay Review 2016
~ 62 ~
Local Authorities

CE AM 19
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500

CE AM 20
Rs 18825 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 33425
Committee Clerk
CE AM 21
Rs 15150 x 300 15750 x 325 17700 x 375 19575 x 475 21950 x

625 23200 x 775 32500 x 925 37125 x 1225 38350
Usher/Prosecutor /Senior Usher/Prosecutor
CE AM 22
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 37125 x 1225 38350
CE AM 23
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 37125 x 1225 38350
CE AM 24
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

CE AM 25
Rs 27075 x 775 32500 x 925 37125 x 1225 38350

CE AM 26
Rs 21950 x 625 23200 x 775 32500 x 925 37125 x 1225 39575

CE AM 27
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 37125 x 1225 40800
CE AM 28
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
~ 63 ~
Pay Review 2016
Local Authorities

CE AM 29
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 45375

CE AM 30
Rs 27850 x 775 32500 x 925 37125 x 1225 40800 x 1525 46900

CE AM 31
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

CE AM 32
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

Citizens Advice Officer
CE AM 33
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
CE AM 34
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Librarian
CE AM 35
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
CE AM 36
Rs 33425 x 925 37125 x 1225 40800 x 1525 49950 x 1625 56450

CE AM 37
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 62950
CE AM 38
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Senior Librarian
CE AM 39
Rs 53200 x 1625 62950 x 1850 68500 x 1950 74350 x 2825

80000 x 3000 86000
CE AM 40
Rs 101000
Chief Executive
Pay Review 2016
~ 64 ~
Local Authorities
FINANCE DEPARTMENT
SALARY SCHEDULE
CE FI 1
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 19200
Stores Attendant
CE FI 2
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
CE FI 3
Rs 18825 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 35275
Cashier (Personal)
CE FI 4
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 40800

CE FI 5
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 45375

CE FI 6
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 62950
formerly Accountant
CE FI 7
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850

68500 x 1950 70450
CE FI 8
Rs 66650 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

86000

SALARY SCHEDULE
CE PI 1
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18450
Handy Worker
~ 65 ~
Pay Review 2016
Local Authorities

CE PI 2
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18825
CE PI 3
Rs 11450 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19200
CE PI 4
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21000
CE PI 5
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 23975
Carpenter
Electrician
Mason
Mechanic
Painter
Panel Beater
Welder
Vulcaniser
CE PI 6
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 30175

Chief Electrician
Chief Mechanic
Chief Painter
Foreman
CE PI 7
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 31725
CE PI 8
Rs 21475 x 475 21950 x 625 23200 x 775 32500 x 925 36200

Chief Controller of Works (Personal to officer in post as at 01.07.93)
Inspector of Works
Pay Review 2016
~ 66 ~
Local Authorities

CE PI 9
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 42325

CE PI 10
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 40800 x

1525 48425
Engineering Assistant (Works)
CE PI 11
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Land Surveyor
CE PI 12
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Civil Engineer
CE PI 13
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850

68500 x 1950 72400
SALARY SCHEDULE
CE LP 1
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 31725
Cadastral Assistant
CE LP 2
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 31725
CE LP 3
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 36200
Cadastral Officer
CE LP 4
Rs 21475 x 475 21950 x 625 23200 x 775 32500 x 925 36200

Building Inspector
CE LP 5
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
~ 67 ~
Pay Review 2016
Local Authorities

Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 42325
CE LP 6
CE LP 7
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
CE LP 8
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850

68500 x 1950 72400
WELFARE DEPARTMENT
SALARY SCHEDULE
CE WL 1
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 27075 QB 27850 x 775 30175
CE WL 2
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 37125 QB 38350 x 1225 39575
Welfare Officer
Welfare Officer (Personal to holder appointed before 01.07.87)
CE WL 3
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 39575

QB 40800 x 1525 42325
CE WL 4
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 48425

CE WL 5
Rs 34350 x 925 37125 x 1225 40800 x 1525 49950 x 1625

56450
SALARY SCHEDULE
CE PH 1
Pay Review 2016
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575
~ 68 ~
Local Authorities

CE PH 2
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
CE PH 3
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
CE PH 4
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 23975
CE PH 5
Rs 13530 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 26300
CE PH 6
Rs 13270 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 28625
CE PH 7
Rs 17050 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 37125 x 1225 38350 QB 39575
Health Inspector
CE PH 8
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 43850

CE PH 9
Rs 32500 x 925 37125 x 1225 40800 x 1525 48425

CE PH 10
Rs 42325 x 1525 49950 x 1625 62950 x 1850 66650

*************
~ 69 ~
Pay Review 2016
Local Authorities
Pay Review 2016
~ 70 ~
Local Authorities
1. 4
The Municipal Council of Quatre Bornes
THE MUNICIPAL COUNCIL OF QUATRE BORNES

SALARY SCHEDULE
QB AM 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
QB AM 2
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18825
QB AM 3
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575
Security Guard
QB AM 4
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
Library Attendant
QB AM 5
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21475
QB AM 6
Rs 14325 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21475
QB AM 7
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200
Driver
QB AM 8
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200
Field Supervisor
QB AM 9
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 23975
Head Attendant
~ 71 ~
Pay Review 2016
Local Authorities

QB AM 10
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 24750
Binder
QB AM 11
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 25525
QB AM 12
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 25525
QB AM 13
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 29400
QB AM 14
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 30175
31.12.12)
Library Clerk
QB AM 15
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 31725
QB AM 16
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
QB AM 17
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500

QB AM 18
Rs 18825 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 33425
Committee Clerk
QB AM 19
Rs 15150 x 300 15750 x 325 17700 x 375 19575 x 475 21950 x

625 23200 x 775 32500 x 925 37125 x 1225 38350
Pay Review 2016
~ 72 ~
Local Authorities

QB AM 20
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 37125 x 1225 38350
QB AM 21
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 37125 x 1225 38350
QB AM 22
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 37125 x 1225 38350
QB AM 23
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

QB AM 24
Rs 27075 x 775 32500 x 925 37125 x 1225 38350

Rs 21950 x 625 23200 x 775 32500 x 925 37125 x 1225 39575
QB AM 25
QB AM 26
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 37125 x 1225 40800
QB AM 27
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
Library Officer
QB AM 28
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 45375

QB AM 29
Rs 27850 x 775 32500 x 925 37125 x 1225 40800 x 1525 46900

QB AM 30
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 48425

~ 73 ~
Pay Review 2016
Local Authorities

QB AM 31
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

QB AM 32
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
QB AM 33
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Librarian
QB AM 34
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
QB AM 35
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 62950
QB AM 36
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Senior Librarian
QB AM 37
Rs 53200 x 1625 62950 x 1850 68500 x 1950 74350 x 2825

80000 x 3000 86000
QB AM 38
Rs 101000
Chief Executive
FINANCE DEPARTMENT
SALARY SCHEDULE
QB FI 1
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 19200
Stores Attendant
QB FI 2
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
Pay Review 2016
~ 74 ~
Local Authorities

QB FI 3
Rs 18825 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 35275
Cashier (Personal)
Revenue (Collector) (Personal)
QB FI 4
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 40800

QB FI 5
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 45375

QB FI 6
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

Accountant (Non- Qualified) (Personal)
QB FI 7
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 62950
formerly Accountant
QB FI 8
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850

68500 x 1950 70450
QB FI 9
Rs 66650 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

86000

SALARY SCHEDULE
QB PI 1
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18075
QB PI 2
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18450
Handy Worker
~ 75 ~
Pay Review 2016
Local Authorities

QB PI 3
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18825
Tradesmans Assistant (Automobile Electrician)
Tradesmans Assistant (Mechanics)
QB PI 4
Rs 11450 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19200
QB PI 5
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
Gardener
QB PI 6
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21000
QB PI 7
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200
QB PI 8
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200
Barbender
QB PI 9
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 23975
Carpenter
Electrician
Mason
Mechanic
Painter
Panel Beater
Welder
Pay Review 2016
~ 76 ~
Local Authorities

QB PI 10
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 23975
Head Gardener
QB PI 11
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 27075
Overseer
QB PI 12
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 29400
Overseer (Personal to officers in post as at 01.07.93)
QB PI 13
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 30175

Chief Carpenter
Chief Electrician
Chief Mason
Chief Mechanic
Chief Painter
Chief Welder
Foreman
QB PI 14
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 31725
QB PI 15
Rs 21950 x 625 23200 x 775 32500

Workshop Supervisor
QB PI 16
Rs 21475 x 475 21950 x 625 23200 x 775 32500 x 925 36200

Inspector of Works
QB PI 17
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
QB PI 18
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 42325

~ 77 ~
Pay Review 2016
Local Authorities

QB PI 19
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 40800

x 1525 48425
QB PI 20
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525 48425

QB PI 21
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Civil Engineer
QB PI 22
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850

68500 x 1950 72400
SALARY SCHEDULE
QB LP 1
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 31725
Cadastral Assistant
QB LP 2
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 31725
QB LP 3
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 36200
Cadastral Officer
QB LP 4
Rs 21475 x 475 21950 x 625 23200 x 775 32500 x 925 36200

Building Inspector
QB LP 5
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
QB LP 6
Pay Review 2016
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 42325

~ 78 ~
Local Authorities

QB LP 7
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525 48425

QB LP 8
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
QB LP 9
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850

68500 x 1950 72400
WELFARE DEPARTMENT
SALARY SCHEDULE
QB WL 1
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700
Caretaker
Caretaker (Childrens Playground)
QB WL 2
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18825
Attendant (Vocational Training Centre)
Childrens Playground Attendant
QB WL 3
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 27075
Dressmaking Teacher
QB WL 4
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 27075 QB 27850 x 775 30175
QB WL 5
Rs 13270 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 29400
Stadium Supervisor
QB WL 6
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 30950
Art Gallery Supervisor
~ 79 ~
Pay Review 2016
Local Authorities

QB WL 7
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 37125 QB 38350 x 1225 39575
Welfare Officer
QB WL 8
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 39575

QB 40800 x 1525 42325
QB WL 9
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 48425

QB WL 10
Rs 34350 x 925 37125 x 1225 40800 x 1525 49950 x 1625 56450

SALARY SCHEDULE
QB PH 1
Rs 10950x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18075
Sanitary Attendant
QB PH 2
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18450
QB PH 3
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18825
Refuse Collector (Personal)
QB PH 4
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575
QB PH 5
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
QB PH 6
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
Pay Review 2016
~ 80 ~
Local Authorities

QB PH 7
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 23975
QB PH 8
Rs 13270 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 24750
Driver (Roster)
QB PH 9
Rs 13530 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 26300
QB PH 10
Rs 13270 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 28625
QB PH 11
Rs 17050 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 37125 x 1225 38350 QB 39575
Health Inspector
QB PH 12
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 43850

QB PH 13
Rs 32500 x 925 37125 x 1225 40800 x 1525 48425

QB PH 14
Rs 42325 x 1525 49950 x 1625 62950 x 1850 66650

*************
~ 81 ~
Pay Review 2016
Local Authorities
Pay Review 2016
~ 82 ~
Local Authorities
The Municipal Council of Vacoas-Phoenix
1. 5
THE MUNICIPAL COUNCIL OF VACOAS-PHOENIX

FINANCE DEPARTMENT

1.5.1.
Management has submitted that there is an imperative need for a supervisory level
to, among others, oversee the work of Procurement and Supply Officer/Senior
Procurement and Supply Officer to which we subscribe. We are, therefore,
Recommendation 1
1.5.2.

Officer. Appointment thereto should be made as per the mode recommended
at paragraph 1.72 (iii) of this Report.
WELFARE DEPARTMENT
Gymnasium Instructor (Part-Time)

1.5.3.
At present, a monthly allowance of Rs 13300 is paid to the Gymnasium Instructor

(Part-Time) for putting in 27 hours weekly. Any additional number of hours put in is
paid on a pro-rata basis. Since the present arrangement has proved to be effective,
we are maintaining same and revising the quantum.
Recommendation 2
1.5.4.
We recommend that the Gymnasium Instructor (Part-Time) be paid a monthly

allowance of Rs 14895 provided that the incumbent puts in 27 hours weekly.
Any additional number of hours should be paid on a pro-rata basis.
SALARY SCHEDULE
VP AM 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
VP AM 2
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18825
Local Government Binders Assistant
VP AM 3
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575
Security Guard
~ 83 ~
Pay Review 2016
Local Authorities

VP AM 4
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
Library Attendant
VP AM 5
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21475
VP AM 6
Rs 14325 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21475
VP AM 7
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200
Driver
VP AM 8
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 23975
Head Attendant
VP AM 9
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 24750
Binder
VP AM 10
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 25525
VP AM 11
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 25525
VP AM 12
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 29400
VP AM 13
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 30175
31.12.12)
Library Clerk
Pay Review 2016
~ 84 ~
Local Authorities

VP AM 14
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 31725
VP AM 15
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
VP AM 16
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
VP AM 17
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500

VP AM 18
Rs 18825 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 33425
Committee Clerk
VP AM 19
Rs 15150 x 300 15750 x 325 17700 x 375 19575 x 475 21950 x

625 23200 x 775 32500 x 925 37125 x 1225 38350
VP AM 20
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 37125 x 1225 38350
VP AM 21
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 37125 x 1225 38350
VP AM 22
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 37125 x 1225 38350
VP AM 23
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

~ 85 ~
Pay Review 2016
Local Authorities

VP AM 24
Rs 27075 x 775 32500 x 925 37125 x 1225 38350

VP AM 25
Rs 21950 x 625 23200 x 775 32500 x 925 37125 x 1225 39575

VP AM 26
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 37125 x 1225 40800
VP AM 27
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
Library Officer
VP AM 28
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 45375

VP AM 29
Rs 27850 x 775 32500 x 925 37125 x 1225 40800 x 1525 46900

VP AM 30
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 48425

VP AM 31
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

VP AM 32
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
VP AM 33
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Librarian
VP AM 34
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Pay Review 2016
~ 86 ~
Local Authorities

VP AM 35
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 62950
VP AM 36
Rs 34350 x 925 37125 x 1225 40800 x 1525 49950 x 1625

62950
Attorney
VP AM 37
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Senior Librarian
VP AM 38
Rs 53200 x 1625 62950 x 1850 68500 x 1950 74350 x 2825

80000 x 3000 86000
VP AM 39
Rs 101000
Chief Executive
FINANCE DEPARTMENT
SALARY SCHEDULE
VP FI 1
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 19200
Stores Attendant
VP FI 2
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
VP FI 3
Rs 18825 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 35275
VP FI 4
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 40800

VP FI 5
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 45375

~ 87 ~
Pay Review 2016
Local Authorities

VP FI 6
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 62950
formerly Accountant
VP FI 7
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850 68500 x

1950 70450
VP FI 8
Rs 66650 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

86000

SALARY SCHEDULE
VP PI 1
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18450
Handy Worker
VP PI 2
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18450
VP PI 3
Rs 11450 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19200
VP PI 4
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
Gardener
VP PI 5
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 21000
Pay Review 2016
~ 88 ~
Local Authorities

VP PI 6
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200
VP PI 7
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200
Barbender
VP PI 8
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200
Carpenter
Electrician
Mason
Mechanic
Painter
Panel Beater
Plumber & Pipe Fitter
Plumber/Welder
Welder (Oxy-Acetylene Arc)
VP PI 9
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 27075
Overseer
VP PI 10
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 29400
Overseer (Works) (Personal to officers appointed prior to 15.09.05)
VP PI 11
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 29400
VP PI 12
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 30175
Senior Overseer
VP PI 13
Rs 16075 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 30175
Senior Overseer (Personal)
~ 89 ~
Pay Review 2016
Local Authorities

VP PI 14
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 30175

Chief Carpenter
Chief Electrician
Chief Mason
Chief Painter
VP PI 15
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 31725
VP PI 16
Rs 21950 x 625 23200 x 775 32500

Workshop Supervisor
VP PI 17
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 35275
VP PI 18
Rs 21475 x 475 21950 x 625 23200 x 775 32500 x 925 36200

Inspector of Works
VP PI 19
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 42325

VP PI 20
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 40800

x 1525 48425
VP PI 21
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525 48425

VP PI 22
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Land Surveyor
VP PI 23
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Civil Engineer
VP PI 24
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850

68500 x 1950 72400
Pay Review 2016
~ 90 ~
Local Authorities

SALARY SCHEDULE
VP LP 1
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 31725
Cadastral Assistant
VP LP 2
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 31725
VP LP 3
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 36200
Cadastral Officer
VP LP 4
Rs 21475 x 475 21950 x 625 23200 x 775 32500 x 925 36200

Building Inspector
VP LP 5
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 42325
VP LP 6
VP LP 7
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525 48425

VP LP 8
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
VP LP 9
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850

68500 x 1950 72400
WELFARE DEPARTMENT
SALARY SCHEDULE
VP WL 1
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18825
Nursery Attendant
~ 91 ~
Pay Review 2016
Local Authorities

VP WL 2
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 27075
VP WL 3
Rs 13270 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 29400
Stadium Supervisor
VP WL 4
Rs 15150 x 300 15750 x 325 17700 x 375 19575 x 475 21950 x

625 23200 x 775 29400
Nursery Matron
VP WL 5
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 27075 QB 27850 x 775 30175
VP WL 6
Rs 18825 x 375 19575 x 475 21950 x 625 23200 x 775 32500

VP WL 7
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 37125 QB 38350 x 1225 39575
Welfare Officer
VP WL 8
Rs 22575 x 625 23200 x 775 32500 x 925 39575 QB 40800 x 1525

42325
VP WL 9
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 48425

VP WL 10
Rs 34350 x 925 37125 x 1225 40800 x 1525 49950 x 1625 56450

PART-TIME WORKERS
VP WL 11

Dressmaking Teacher
VP WL 12
Rs 13385 (monthly)
Embroidery Instructress
Pay Review 2016
~ 92 ~
Local Authorities
PART-TIME WORKERS (Contd.)

VP WL 13
Rs 13665 (monthly)
Shorthand/Typewriting Instructress
VP WL 14
Rs 14895 (monthly)

SALARY SCHEDULE
VP PH 1
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18450
VP PH 2
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575
VP PH 3
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
VP PH 4
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
VP PH 5
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 23975
VP PH 6
Rs 13270 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 24750
Driver (Roster)
VP PH 7
Rs 13270 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 28625
VP PH 8
Rs 17050 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 37125 x 1225 38350 QB 39575
Health Inspector
~ 93 ~
Pay Review 2016
Local Authorities
PUBLIC HEALTH DEPARTMENT (Contd).

VP PH 9
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 43850

VP PH 10
Rs 32500 x 925 37125 x 1225 40800 x 1525 48425

VP PH 11
Rs 42325 x 1525 49950 x 1625 62950 x 1850 66650

*************
Pay Review 2016
~ 94 ~
Local Authorities
District Councils
2. DISTRICT COUNCILS
2.1.
There are seven District Councils namely: The District Council of Black River, Flacq,
Grand Port, Moka, Pamplemousses, Rivire du Rempart and Savanne. The
functioning of the District Councils, is governed by the Local Government Act 2011.
2.2.
The activities of the seven District Councils are organised under six Departments
namely: Administration Department, Finance Department, Land Use and Planning
Department, Public Infrastructure Department, Public Health Department, and
Welfare Department. All the Departments work under the supervision of the Chief
Executive.
2.3.
In line with changes brought in the different departments in the City and Municipal
Councils, we are, wherever relevant, bringing alignment to all District Councils.
~ 95 ~
Pay Review 2016
Local Authorities
Pay Review 2016
District Councils
~ 96 ~
Local Authorities
The District Council of Black River
2.1
THE DISTRICT COUNCIL OF BLACK RIVER

SALARY SCHEDULE
BR AM 1
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
Library Attendant
BR AM 2
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21475
BR AM 3
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 23975
Head Attendant
BR AM 4
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 25525
Receptionist/Telephonist
BR AM 5
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 29400
BR AM 6
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 30175
31.12.12)
Library Clerk
BR AM 7
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
BR AM 8
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 31725
BR AM 9
Rs 18825 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 33425
Committee Clerk
~ 97 ~
Pay Review 2016
Local Authorities
River
The District Council of Black

BR AM 10
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 37125 x 1225 38350
BR AM 11
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 37125 x 1225 38350
BR AM 12
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

BR AM 13
Rs 27075 x 775 32500 x 925 37125 x 1225 38350

BR AM 14
Rs 21950 x 625 23200 x 775 32500 x 925 37125 x 1225 39575

BR AM 15
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 37125 x 1225 40800
BR AM 16
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
BR AM 17
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 45375

BR AM 18
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
BR AM 19
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
BR AM 20
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Internal Auditor (Possessing the ACCA final or equivalent) (Personal to
officer in post as at 30.06.08)
Pay Review 2016
~ 98 ~
Local Authorities

BR AM 21
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 62950
BR AM 22
Rs 53200 x 1625 62950 x 1850 68500 x 1950 74350 x 2825

80000 x 3000 86000
BR AM 23
Rs 101000
Chief Executive
FINANCE DEPARTMENT
SALARY SCHEDULE
BR FI 1
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 19200
Stores Attendant
BR FI 2
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
BR FI 3
Rs 18825 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 35275
Cashier (Personal)
BR FI 4
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 40800

Procurement and Supply Officer/ Senior Procurement and Supply
Officer
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 45375
BR FI 5
BR FI 6
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 62950
formerly Accountant
~ 99 ~
Pay Review 2016
Local Authorities
River

BR FI 7
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850 68500 x

1950 70450
BR FI 8
Rs 66650 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

86000

SALARY SCHEDULE
BR PI 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x

260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker
BR PI 2
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18075
BR PI 3
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18450
Handy Worker
BR PI 4
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18825
Roadmender/Tarman (Personal)
BR PI 5
Rs 11450 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19200
BR PI 6
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
Gardener
BR PI 7
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21000
Pay Review 2016
~ 100 ~
Local Authorities

BR PI 8
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200
Driver
BR PI 9
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200
Field Supervisor
BR PI 10
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 23975
Carpenter
Electrician
Mason
Painter
Welder
BR PI 11
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 25525
BR PI 12
Rs 13530 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 26300
BR PI 13
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 30175

Chief Tradesman
Foreman
BR PI 14
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 31725
BR PI 15
Rs 21475 x 475 21950 x 625 23200 x 775 32500 x 925 34350

BR PI 16
Rs 21475 x 475 21950 x 625 23200 x 775 32500 x 925 36200

Inspector of Works
BR PI 17
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 42325

~ 101 ~
Pay Review 2016
Local Authorities
River

BR PI 18
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525 48425

BR PI 19
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Civil Engineer
BR PI 20
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850

68500 x 1950 72400

SALARY SCHEDULE
BR LP 1
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 31725
BR LP 2
Rs 21475 x 475 21950 x 625 23200 x 775 32500 x 925 36200

Building Inspector
BR LP 3
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
BR LP 4
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
BR LP 5
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850

68500 x 1950 72400
WELFARE DEPARTMENT
SALARY SCHEDULE
BR WL 1
Pay Review 2016
Rs 9745
Sewing Teacher (Part-Time)
~ 102 ~
Local Authorities

BR WL 2
Rs 13530 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 27850
Supervisor, Sewing Classes
BR WL 3
Rs 14895
BR WL 4
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 37125 QB 38350 x 1225 39575
Welfare Officer
BR WL 5
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 39575

QB 40800 x 1525 42325
BR WL 6
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 48425


SALARY SCHEDULE
BR PH 1
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18450
Sanitary Attendant (Personal)
BR PH 2
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575
Security Guard
BR PH 3
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
BR PH 4
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 23975
~ 103 ~
Pay Review 2016
Local Authorities
River

BR PH 5
Rs 17050 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 37125 x 1225 38350 QB 39575
Health Inspector
BR PH 6
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 43850

BR PH 7
Rs 32500 x 925 37125 x 1225 40800 x 1525 48425

BR PH 8
Rs 42325 x 1525 49950 x 1625 62950 x 1850 66650

VILLAGE COUNCILS
PART-TIME WORKERS
BR VC 1
Rs 7395
Village Hall Attendant
*************
Pay Review 2016
~ 104 ~
Local Authorities
The District Council of Flacq
2.2
THE DISTRICT COUNCIL OF FLACQ

SALARY SCHEDULE
FQ AM 1
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575
Security Guard
FQ AM 2
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21475
FQ AM 3
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 23975
Head Attendant
FQ AM 4
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 24750
Binder
FQ AM 5
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 25525
FQ AM 6
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 25525
FQ AM 7
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 29400
FQ AM 8
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 30175
31.12.12)
Library Clerk
FQ AM 9
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 31725
~ 105 ~
Pay Review 2016
Local Authorities

FQ AM 10
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
FQ AM 11
Rs 18825 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 33425
Committee Clerk
FQ AM 12
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 37125 x 1225 38350
FQ AM 13
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

FQ AM 14
Rs 21950 x 625 23200 x 775 32500 x 925 37125 x 1225 39575

FQ AM 15
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 37125 x 1225 40800
FQ AM 16
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
FQ AM 17
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 45375

FQ AM 18
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950
x 1625 56450
FQ AM 19
FQ AM 20
Pay Review 2016
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
~ 106 ~
Local Authorities

FQ AM 21
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
FQ AM 22
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 62950
FQ AM 23
Rs 53200 x 1625 62950 x 1850 68500 x 1950 74350 x 2825

80000 x 3000 86000
FQ AM 24
Rs 101000
Chief Executive
FINANCE DEPARTMENT
SALARY SCHEDULE
FQ FI 1
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
FQ FI 2
Rs 18825 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 35275
FQ FI 3
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 40800

FQ FI 4
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 45375

FQ FI 5
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 62950
formerly Accountant
FQ FI 6
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850

68500 x 1950 70450
~ 107 ~
Pay Review 2016
Local Authorities

FQ FI 7
Rs 66650 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

86000

SALARY SCHEDULE
FQ PI 1
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18450
Handy Worker
FQ PI 2
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18825
FQ PI 3
Rs 11450 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19200
FQ PI 4
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
Gardener
FQ PI 5
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21000
FQ PI 6
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 23975
Cabinet Maker
Electrician
Mason
Mechanic
Painter
Panel Beater
Welder
Welder and Painter
Pay Review 2016
~ 108 ~
Local Authorities

FQ PI 7
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 27075
Field Supervisor, Road Works (Personal)
FQ PI 8
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 30175

Foreman
FQ PI 9
Rs 21950 x 625 23200 x 775 32500

FQ PI 10
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 35275
FQ PI 11
Rs 21475 x 475 21950 x 625 23200 x 775 32500 x 925 36200

Inspector of Works
FQ PI 12
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 42325

FQ PI 13
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525 48425

FQ PI 14
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Civil Engineer
FQ PI 15
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850

68500 x 1950 72400

SALARY SCHEDULE
FQ LP 1
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 31725
FQ LP 2
Rs 21475 x 475 21950 x 625 23200 x 775 32500 x 925 36200

Building Inspector
~ 109 ~
Pay Review 2016
Local Authorities

FQ LP 3
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
FQ LP 4
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
FQ LP 5
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850

68500 x 1950 72400
WELFARE DEPARTMENT
SALARY SCHEDULE
FQ WL 1
Rs 13530 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 27850
FQ WL 2
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 37125 QB 38350 x 1225 39575
Welfare Officer
FQ WL 3
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 39575

QB 40800 x 1525 42325
FQ WL 4
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 48425

PART-TIME WORKERS
FQ WL 5
Rs 9745
Sewing Teacher (Part time)
FQ WL 6
Rs 14895 (monthly)
Gymnasium Instructor (Part time)
Pay Review 2016
~ 110 ~
Local Authorities

SALARY SCHEDULE
FQ PH 1
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18450
Handy Worker
FQ PH 2
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575
Market Watchman
FQ PH 3
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
FQ PH 4
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
FQ PH 5
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 23975
FQ PH 6
Rs 13270 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 24750
Driver (Roster)
FQ PH 7
Rs 13530 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 26300
FQ PH 8
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 26300
Field Supervisor (Scavenging) (Roster)
FQ PH 9
Rs 17050 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 37125 x 1225 38350 QB 39575
Health Inspector
FQ PH 10
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 43850

~ 111 ~
Pay Review 2016
Local Authorities

FQ PH 11
Rs 32500 x 925 37125 x 1225 40800 x 1525 48425

FQ PH 12
Rs 42325 x 1525 49950 x 1625 62950 x 1850 66650

VILLAGE COUNCILS
PART-TIME WORKERS
FQ VC 1
Rs 5090
Cremation Ground Attendant
Library Attendant
Sanitary Attendant
FQ VC 2
Rs 6380
TV Operator
FQ VC 3
Rs 7395
Sub-Hall Attendant
VILLAGE COUNCILS
PART-TIME WORKERS
FQ VC 4
Rs 10305
Village Hall Attendant and TV Operator
FQ VC 5
Rs 12265
Village Hall Attendant/TV Operator and Library Attendant
*************
Pay Review 2016
~ 112 ~
Local Authorities
The District Council of Grand Port
2.3.
THE DISTRICT COUNCIL OF GRAND PORT

SALARY SCHEDULE
GP AM 1
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575
Security Guard
GP AM 2
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21475
GP AM 3
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200
Driver
GP AM 4
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 23975
Head Attendant
GP AM 5
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 25525
GP AM 6
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 25525
GP AM 7
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 29400
Word Processing Operator (Personal to officers in post as at 31.12.12)
GP AM 8
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 30175
31.12.12)
Library Clerk
GP AM 9
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 31725
~ 113 ~
Pay Review 2016
Local Authorities

GP AM 10
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
GP AM 11
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
GP AM 12
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500

GP AM 13
Rs 18825 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 33425
Committee Clerk
GP AM 14
Rs 15150 x 300 15750 x 325 17700 x 375 19575 x 475 21950 x

625 23200 x 775 32500 x 925 37125 x 1225 38350
GP AM 15
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 37125 x 1225 38350
GP AM 16
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 37125 x 1225 38350
GP AM 17
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

GP AM 18
Rs 27075 x 775 32500 x 925 37125 x 1225 38350

GP AM 19
Rs 21950 x 625 23200 x 775 32500 x 925 37125 x 1225 39575

GP AM 20
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 37125 x 1225 40800
Pay Review 2016
~ 114 ~
Local Authorities

GP AM 21
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
Library Officer
GP AM 22
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 45375

GP AM 23
Rs 27850 x 775 32500 x 925 37125 x 1225 40800 x 1525 46900

GP AM 24
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

GP AM 25
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
GP AM 26
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
GP AM 27
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Internal Auditor (possessing the ACCA Final or equivalent)
(Personal to officer in post as at 30.06.08)
GP AM 28
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 62950
GP AM 29
Rs 34350 x 925 37125 x 1225 40800 x 1525 49950 x 1625

62950
Attorney
GP AM 30
Rs 53200 x 1625 62950 x 1850 68500 x 1950 74350 x 2825

80000 x 3000 86000
GP AM 31
Rs 101000
Chief Executive
~ 115 ~
Pay Review 2016
Local Authorities
FINANCE DEPARTMENT
SALARY SCHEDULE
GP FI 1
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 19200
Stores Attendant
GP FI 2
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
GP FI 3
Rs 18825 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 35275
Cashier (Personal)
GP FI 4
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 40800

GP FI 5
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 45375

GP FI 6
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 62950
formerly Accountant
GP FI 7
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850

68500 x 1950 70450
GP FI 8
Rs 66650 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

86000
SALARY SCHEDULE
GP PI 1
Pay Review 2016
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18450
Handy Worker
~ 116 ~
Local Authorities

GP PI 2
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18825
Assistant Mechanic
Tradesmans Assistant (Plumber and Pipe Fitter)
GP PI 3
Rs 11450 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19200
GP PI 4
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
Gardener
GP PI 5
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21000
GP PI 6
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 23975
Carpenter
Electrician
Mason
Mechanic
Painter
Welder
GP PI 7
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200
GP PI 8
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 30175

Chief Tradesman (Electrician)
Chief Tradesman (Mason)
Foreman
~ 117 ~
Pay Review 2016
Local Authorities

GP PI 9
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 31725
GP PI 10
Rs 21950 x 625 23200 x 775 32500

Workshop Supervisor
GP PI 11
Rs 21475 x 475 21950 x 625 23200 x 775 32500 x 925 34350

GP PI 12
Rs 21475 x 475 21950 x 625 23200 x 775 32500 x 925 36200

Inspector of Works
GP PI 13
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 42325

GP PI 14
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525 48425

GP PI 15
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Civil Engineer
GP PI 16
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850

68500 x 1950 72400
SALARY SCHEDULE
GP LP 1
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 31725
GP LP 2
Rs 21475 x 475 21950 x 625 23200 x 775 32500 x 925 36200

Building Inspector
GP LP 3
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
Pay Review 2016
~ 118 ~
Local Authorities

GP LP 4
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 42325

GP LP 5
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
GP LP 6
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850

68500 x 1950 72400

SALARY SCHEDULE
GP PH 1
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18450
GP PH 2
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575
GP PH 3
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
GP PH 4
Rs 13270 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 24750
Driver (Roster)
GP PH 5
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 26300
GP PH 6
Rs 13270 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 28625
GP PH 7
Rs 17050 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 37125 x 1225 38350 QB 39575
Health Inspector
~ 119 ~
Pay Review 2016
Local Authorities

GP PH 8
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 43850

GP PH 9
Rs 32500 x 925 37125 x 1225 40800 x 1525 48425

GP PH 10
Rs 42325 x 1525 49950 x 1625 62950 x 1850 66650

WELFARE DEPARTMENT
SALARY SCHEDULE
GP WL 1
Rs 13530 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 27850
GP WL 2
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 27075 QB 27850 x 775 30175
GP WL 3
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 37125 QB 38350 x 1225 39575
Welfare Officer
GP WL 4
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 39575

QB 40800 x 1525 42325
GP WL 5
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 48425

VILLAGE COUNCILS
PART-TIME WORKERS
GP VC 1
Rs 4565
Library Attendant
Sanitary Attendant
GP VC 2
Pay Review 2016
Rs 5900
~ 120 ~
Local Authorities

GP VC 3
Rs 6720
TV Attendant
GP VC 4
Rs 7235
GP VC 5
Rs 7395
Children Playground Attendant
GP VC 6
Rs 7840
Village Hall Attendant (Personal to post holder as at 01.07.93)
GP VC 7
Rs 9240
Hindi Teacher (ii)
GP VC 8
Rs 9745
Sewing Teacher
GP VC 9
Rs 11145
Hindi Teacher (i)
Marathi Teacher
GP VC 10
Rs 11425
Village Hall and TV Attendant
************
~ 121 ~
Pay Review 2016
Local Authorities
Pay Review 2016
~ 122 ~
Local Authorities
The District Council of Moka
2.4
THE DISTRICT COUNCIL OF MOKA

SALARY SCHEDULE
MA AM 1
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575
Security Guard
MA AM 2
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21475
MA AM 3
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200
Driver (Personal)
MA AM 4
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 23975
Head Attendant
MA AM 5
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 25525
MA AM 6
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 25525
MA AM 7
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 29400
MA AM 8
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 30175
Library Clerk
MA AM 9
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
~ 123 ~
Pay Review 2016
Local Authorities

MA AM 10
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 37125 x 1225 38350
MA AM 11
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 37125 x 1225 38350
MA AM 12
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

MA AM 13
Rs 27075 x 775 32500 x 925 37125 x 1225 38350

MA AM 14
Rs 21950 x 625 23200 x 775 32500 x 925 37125 x 1225 39575

MA AM 15
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 37125 x 1225 40800
MA AM 16
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
MA AM 17
Rs 27850 x 775 32500 x 925 37125 x 1225 40800 x 1525

46900
MA AM 18
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
MA AM 19
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
MA AM 20
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
Pay Review 2016
~ 124 ~
Local Authorities

MA AM 21
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 62950
MA AM 22
Rs 53200 x 1625 62950 x 1850 68500 x 1950 74350 x 2825

80000 x 3000 86000
MA AM 23
Rs 101000
Chief Executive
FINANCE DEPARTMENT
SALARY SCHEDULE
MA FI 1
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
MA FI 2
Rs 18825 x 375 19575 x 475 21950 x 625 23200 x 775 32500

x 925 35275
Cashier (Personal)
MA FI 3
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 40800

MA FI 4
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 62950
formerly Accountant
MA FI 5
MA FI 6
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525

45375
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850

68500 x 1950 70450
~ 125 ~
Pay Review 2016
Local Authorities

MA FI 7
Rs 66650 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

86000

SALARY SCHEDULE
MA PI 1
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18450
Handy Worker
MA PI 2
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18825
MA PI 3
Rs 11450 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19200
MA PI 4
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
Gardener
MA PI 5
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21000
MA PI 6
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 23975
Cabinet Maker
Electrician
Mason
Mechanic
Painter
Welder and Painter
Welder
Pay Review 2016
~ 126 ~
Local Authorities

MA PI 7
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 27075
MA PI 8
Rs 21950 x 625 23200 x 775 32500

MA PI 9
Rs 21475 x 475 21950 x 625 23200 x 775 32500 x 925 36200

Inspector of Works
MA PI 10
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525

42325
MA PI 11
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525

48425
MA PI 12
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
Civil Engineer
MA PI 13
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850

68500 x 1950 72400

SALARY SCHEDULE
MA LP 1
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 31725
MA LP 2
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
MA LP 3
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
~ 127 ~
Pay Review 2016
Local Authorities

MA LP 4
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850

68500 x 1950 72400

SALARY SCHEDULE
MA PH 1
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575
Market Watchman
MA PH 2
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
MA PH 3
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 23975
MA PH 4
Rs 13270 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 24750
Driver (Roster)
MA PH 5
Rs 13530 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 26300
MA PH 6
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 26300
MA PH 7
Rs 17050 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 37125 x 1225 38350 QB 39575
Health Inspector
MA PH 8
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525

43850
Pay Review 2016
~ 128 ~
Local Authorities

MA PH 9
Rs 32500 x 925 37125 x 1225 40800 x 1525 48425

MA PH 10
Rs 42325 x 1525 49950 x 1625 62950 x 1850 66650

WELFARE DEPARTMENT
SALARY SCHEDULE
MA WL 1
Rs 13530 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 27850
MA WL 2
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 37125 QB 38350 x 1225 39575
Welfare Officer
MA WL 3
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 39575

QB 40800 x 1525 42325
VILLAGE COUNCILS
PART-TIME WORKERS
MA VC 1
Rs 5090
Library Attendant
MA VC 2
Rs 6380
TV Operator
MA VC 3
Rs 7395
Sub-Hall Attendant
MA VC 4
Rs 9745
Sewing Teacher
MA VC 5
Rs 10305
Sub-Hall Attendant and TV Operator
Village Hall Attendant and TV Operator
~ 129 ~
Pay Review 2016
Local Authorities

MA VC 6
Rs 11425
Village Hall Attendant/TV Operator and Newspaper Collector
************
Pay Review 2016
~ 130 ~
Local Authorities
The District Council of Pamplemousses
2.5
THE DISTRICT COUNCIL OF PAMPLEMOUSSES

SALARY SCHEDULE
PS AM 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
PS AM 2
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
Library Attendant
PS AM 3
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21475
PS AM 4
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200
Field Supervisor
PS AM 5
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 23975
Head Attendant
PS AM 6
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 25525
PS AM 7
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 25525
PS AM 8
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 27075
Pre-Primary School Teacher
PS AM 9
Rs 13530 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 27850
~ 131 ~
Pay Review 2016
Local Authorities

PS AM 10
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 29400
PS AM 11
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 30175
31.12.12)
Library Clerk
PS AM 12
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 31725
PS AM 13
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
PS AM 14
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
PS AM 15
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500

PS AM 16
Rs 18825 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 33425
Committee Clerk
PS AM 17
Rs 15150 x 300 15750 x 325 17700 x 375 19575 x 475 21950 x

625 23200 x 775 32500 x 925 37125 x 1225 38350
PS AM 18
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 37125 x 1225 38350
Pay Review 2016
~ 132 ~
Local Authorities

PS AM 19
Rs 19200 x 375 - 19575 x 475 - 21950 x 625 -23200 x 775 - 32500 x

925 - 37125 x 1225 - 38350
PS AM 20
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

Higher Executive Officer (Personal to Officers in post as at 31.12.12)
PS AM 21
Rs 27075 x 775 32500 x 925 37125 x 1225 38350

PS AM 22
Rs 21950 x 625 23200 x 775 32500 x 925 37125 x 1225 39575

PS AM 23
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 32500 x 925 37125 x 1225 40800
PS AM 24
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
Library Officer
PS AM 25
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525

45375
PS AM 26
Rs 27850 x 775 32500 x 925 37125 x 1225 40800 x 1525

46900
PS AM 27
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950
PS AM 28
Rs 33425 x 925 37125 x 1225 40800 x 1525 49950 x 1625 53200

Chief Internal Control Officer
PS AM 29
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
~ 133 ~
Pay Review 2016
Local Authorities

PS AM 30
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
PS AM 31
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
PS AM 32
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 62950
PS AM 33
Rs 34350 x 925 37125 x 1225 40800 x 1525 49950 x 1625 62950

Attorney
PS AM 34
Rs 53200 x 1625 62950 x 1850 68500 x 1950 74350 x 2825

80000 x 3000 86000
PS AM 35
Rs 101000
Chief Executive
FINANCE DEPARTMENT
SALARY SCHEDULE
PS FI 1
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
PS FI 2
Rs 18825 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 35275
Cashier (Personal)
PS FI 3
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 40800

PS FI 4
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525

45375
Pay Review 2016
~ 134 ~
Local Authorities

PS FI 5
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 62950
formerly Accountant
PS FI 6
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850

68500 x 1950 70450
PS FI 7
Rs 66650 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

86000
PS PI 1
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18075
PS PI 2
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18450
Handy Worker
PS PI 3
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18825
Assistant Mechanic
PS PI 4
Rs 11450 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19200
PS PI 5
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
Groundsman (Personal to officers in post as at 30.06.08)
~ 135 ~
Pay Review 2016
Local Authorities
PUBLIC INFRASTRUCTURE DEPARTMENT (Contd.

PS PI 6
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21000
PS PI 7
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 23975
Electrician
Mason
Mechanic
Painter
Panel Beater
Tradesman (Carpenter)
Welder
PS PI 8
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 29400
PS PI 9
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 30175

Chief Tradesman
Foreman
PS PI 10
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 31725
PS PI 11
Rs 21950 x 625 23200 x 775 32500

Workshop Supervisor
PS PI 12
Rs 21475 x 475 21950 x 625 23200 x 775 32500 x 925 36200

Inspector of Works
PS PI 13
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525

42325
PS PI 14
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525

48425
Pay Review 2016
~ 136 ~
Local Authorities
PUBLIC INFRASTRUCTURE DEPARTMENT (Contd.

PS PI 15
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
Civil Engineer
PS PI 16
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850

68500 x 1950 72400

SALARY SCHEDULE
PS LP 1
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 31725
PS LP 2
Rs 21475 x 475 21950 x 625 23200 x 775 32500 x 925 36200

Building Inspector
PS LP 3
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
PS LP 4
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525

42325
PS LP 5
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
PS LP 6
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850

68500 x 1950 72400
SALARY SCHEDULE
PS PH 1
Rs 8735
Sanitary Attendant II (Part-Time)
~ 137 ~
Pay Review 2016
Local Authorities
formerly drawing Salary Rs 4500 as at 01.07.03

PS PH 2
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575
Cremation Ground Attendant (Roster)
PS PH 3
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
PS PH 4
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 23975
PS PH 5
Rs 13270 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 24750
Driver (Roster)
PS PH 6
Rs 13530 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 26300
Driver/Supervisor (Roster)
PS PH 7
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 26300
PS PH 8
Rs 13270 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 28625
PS PH 9
Rs 17050 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 37125 x 1225 38350 QB 39575
Health Inspector
PS PH 10
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525

43850
PS PH 11
Rs 32500 x 925 37125 x 1225 40800 x 1525 48425

Pay Review 2016
~ 138 ~
Local Authorities

PS PH 12
Rs 42325 x 1525 49950 x 1625 62950 x 1850 66650

WELFARE DEPARTMENT
SALARY SCHEDULE
PS WL 1
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 37125 QB 38350 x 1225 39575
Welfare Officer
PS WL 2
22575 x 625 23200 x 775 32500 x 925 37125 x 1225 39575

QB 40800 x 1525 42325
PS WL 3
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525

48425
VILLAGE COUNCILS
PART-TIME WORKERS
PS VC 1
Rs 4330
Mobile Dispensary Attendant
PS VC 2
Rs 4940
Library Attendant
PS VC 3
Rs 6280
Radio and TV Attendant (Personal)
Sanitary Attendant III (drawing Salary Rs 3175 as at 01.07.03)
Teacher, Oriental Language
PS VC 4
Rs 7395
Village Hall/Sub-Hall Attendant
PS VC 5
Rs 9490
Sanitary Attendant I (drawing salary of Rs 4865 as at 01.07.03)
PS VC 6
Rs 10025
Sewing Teacher (Personal) (3 sessions/week)
~ 139 ~
Pay Review 2016
Local Authorities

PS VC 7
Rs 10865
Village Hall and TV Attendant (Personal to holders in post as at
30.06.03)
*************
Pay Review 2016
~ 140 ~
Local Authorities
The District Council of Riviere du Rempart
2.6 THE DISTRICT COUNCIL OF RIVIERE DU REMPART

SALARY SCHEDULE
RR AM 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x

260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker
RR AM 2
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
Library Attendant
RR AM 3
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21475
RR AM 4
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 23975
Head Attendant
RR AM 5
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 25525
RR AM 6
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 25525
RR AM 7
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 27075
Pre-Primary School Teacher
RR AM 8
Rs 13530 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 27850
RR AM 9
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 29400
~ 141 ~
Pay Review 2016
Local Authorities

RR AM 10
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 30175
Library Clerk
RR AM 11
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
RR AM 12
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500

RR AM 13
Rs 18825 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 33425
Committee Clerk
RR AM 14
Rs 15150 x 300 15750 x 325 17700 x 375 19575 x 475 21950 x

625 23200 x 775 32500 x 925 37125 x 1225 38350
RR AM 15
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 37125 x 1225 38350
Database Supervisor (Personal to holders in post as at 31.12.12)
RR AM 16
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 37125 x 1225 38350
RR AM 17
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

RR AM 18
Rs 27075 x 775 32500 x 925 37125 x 1225 38350

RR AM 19
Rs 21950 x 625 23200 x 775 32500 x 925 37125 x 1225 39575

RR AM 20
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 37125 x 1225 40800
Pay Review 2016
~ 142 ~
Local Authorities

RR AM 21
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
Library Officer
RR AM 22
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525

45375
RR AM 23
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
RR AM 24
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
RR AM 25
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
RR AM 26
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 62950
RR AM 27
Rs 34350 x 925 37125 x 1225 40800 x 1525 49950 x 1625

62950
Attorney
RR AM 28
Rs 53200 x 1625 62950 x 1850 68500 x 1950 74350 x 2825

80000 x 3000 86000
RR AM 29
Rs 101000
Chief Executive
~ 143 ~
Pay Review 2016
Local Authorities
FINANCE DEPARTMENT
SALARY SCHEDULE
RR FI 1
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
RR FI 2
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 40800

RR FI 3
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525

45375
RR FI 4
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 62950
Accountant /Senior Accountant
formerly Accountant
RR FI 5
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850

68500 x 1950 70450
RR FI 6
Rs 66650 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

86000

SALARY SCHEDULE
RR PI 1
Pay Review 2016
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18450
Handy Worker
~ 144 ~
Local Authorities

RR PI 2
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18825
RR PI 3
Rs 11450 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19200
RR PI 4
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
Gardener
Groundsman (Personal to officers in post as at 30.06.08)
RR PI 5
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21000
RR PI 6
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 23975
Carpenter
Electrician
Mason
Mechanic
Painter
Panel Beater
Welder
RR PI 7
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 30175

Foreman
RR PI 8
Rs 21950 x 625 23200 x 775 32500

Workshop Supervisor
RR PI 9
Rs 21475 x 475 21950 x 625 23200 x 775 32500 x 925 36200

Inspector of Works
~ 145 ~
Pay Review 2016
Local Authorities

RR PI 10
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525

42325
RR PI 11
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525

48425
RR PI 12
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
Civil Engineer
RR PI 13
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850

68500 x 1950 72400
SALARY SCHEDULE
RR LP 1
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 31725
RR LP 2
Rs 21475 x 475 21950 x 625 23200 x 775 32500 x 925 36200

Building Inspector
RR LP 3
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
RR LP 4
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525

42325
RR LP 5
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
RR LP 6
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850

68500 x 1950 72400
Pay Review 2016
~ 146 ~
Local Authorities

SALARY SCHEDULE
RR PH 1
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575
RR PH 2
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
RR PH 3
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
RR PH 4
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 23975
RR PH 5
Rs 13270 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 24750
Driver (Roster)
RR PH 6
Rs 13530 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 26300
RR PH 7
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 26300
RR PH 8
Rs 17050 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 37125 x 1225 38350 QB 39575
Health Inspector
RR PH 9
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525

43850
RR PH 10
Rs 32500 x 925 37125 x 1225 40800 x 1525 48425

RR PH 11
Rs 42325 x 1525 49950 x 1625 62950 x 1850 66650

~ 147 ~
Pay Review 2016
Local Authorities
WELFARE DEPARTMENT
SALARY SCHEDULE
RR WL 1
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 37125 QB 38350 x 1225 39575
Welfare Officer
RR WL 2
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 39575

QB 40800 x 1525 42325
VILLAGE COUNCILS
PART-TIME WORKERS
RR VC 1
Rs 4940
Library Attendant
RR VC 2
Rs 7395
Village Hall/Sub-Hall Attendant
RR VC 3
Rs 8735
Sanitary Attendant II (Part time)
formerly drawing salary Rs 4500 as at 01.07.03
RR VC 4
Rs 10025
Sewing Teacher (Personal) (3 sessions/week)
RR VC 5
Rs 10865
Village Hall and TV Attendant (Personal to holders in post as at
30.06.03)
*************
Pay Review 2016
~ 148 ~
Local Authorities
The District Council of Savanne
2.7 THE DISTRICT COUNCIL OF SAVANNE

SALARY SCHEDULE
SE AM 1
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575
Security Guard
SE AM 2
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21475
SE AM 3
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200
Driver
SE AM 4
Rs16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 23975
Head Attendant
SE AM 5
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 25525
SE AM 6
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 25525
SE AM 7
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 29400
SE AM 8
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 30175
31.12.12)
Library Clerk
SE AM 9
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 31725
~ 149 ~
Pay Review 2016
Local Authorities

SE AM 10
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
SEAM 11
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
SE AM 12
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500

SE AM 13
Rs 18825 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 33425
Committee Clerk
SE AM 14
Rs 15150 x 300 15750 x 325 17700 x 375 19575 x 475 21950 x

625 23200 x 775 32500 x 925 37125 x 1225 38350
Usher/Prosecutor/ Senior Usher/Prosecutor
SE AM 15
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 37125 x 1225 38350
SE AM 16
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 37125 x 1225 38350
SEAM 17
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

SE AM 18
Rs 27075 x 775 32500 x 925 37125 x 1225 38350

SE AM 19
Rs 21950 x 625 23200 x 775 32500 x 925 37125 x 1225 39575

Pay Review 2016
~ 150 ~
Local Authorities

SE AM 20
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 37125 x 1225 40800
SE AM 21
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
Library Officer
SE AM 22
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 45375

SE AM 23
Rs 27850 x 775 32500 x 925 37125 x 1225 40800 x 1525 46900

SE AM 24
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

SE AM 25
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
SE AM 26
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
SE AM 27
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Internal Auditor (possessing the ACCA Final or equivalent) (Personal to
officer in post as at 30.06.08)
SE AM 28
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 62950
SE AM 29
Rs 34350 x 925 37125 x 1225 40800 x 1525 49950 x 1625

62950
Attorney
~ 151 ~
Pay Review 2016
Local Authorities

SE AM 30
Rs 53200 x 1625 62950 x 1850 68500 x 1950 74350 x 2825

80000 x 3000 86000
SE AM 31
Rs 101000
Chief Executive
FINANCE DEPARTMENT
SALARY SCHEDULE
SE FI 1
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
SE FI 2
Rs 18825 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 35275
Cashier (Personal)
SE FI 3
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 40800

SE FI 4
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 45375

SE FI 5
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 62950
formerly Accountant
SE FI 6
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850

68500 x 1950 70450
SE FI 7
Rs 66650 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

86000
Pay Review 2016
~ 152 ~
Local Authorities

SALARY SCHEDULE
SE PI 1
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18450
Handy Worker
SE PI 2
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18825
Assistant Mechanic
Tradesmans Assistant (Plumber and Pipe Fitter)
SE PI 3
Rs 11450 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19200
SE PI 4
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
Gardener
SE PI 5
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21000
SE PI 6
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 23975
Carpenter
Electrician
Mason
Mechanic
Painter
Welder
~ 153 ~
Pay Review 2016
Local Authorities

SE PI 7
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200
SE PI 8
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 30175

Chief Tradesman
Chief Tradesman (Electrician)
Foreman
SE PI 9
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 31725
SA PI 10
Rs 21950 x 625 23200 x 775 32500

Workshop Supervisor
SE PI 11
Rs 21475 x 475 21950 x 625 23200 x 775 32500 x 925 34350

SA PI 12
Rs 21475 x 475 21950 x 625 23200 x 775 32500 x 925 36200

Inspector of Works
SE PI 13
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 42325

SE PI 14
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525 48425

SE PI 15
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Civil Engineer
SE PI 16
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850

68500 x 1950 72400
Pay Review 2016
~ 154 ~
Local Authorities

SALARY SCHEDULE
SE LP 1
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 31725
SE LP 2
Rs 21475 x 475 21950 x 625 23200 x 775 32500 x 925 36200

Building Inspector
SE LP 3
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
SE LP 4
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 42325

SE LP 5
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
SE LP 6
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850

68500 x 1950 72400

SALARY SCHEDULE
SE PH 1
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18450
SE PH 2
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575
SE PH 3
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
~ 155 ~
Pay Review 2016
Local Authorities

SE PH 4
Rs 13270 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 24750
Driver (Roster)
SE PH 5
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 26300
SE PH 6
Rs 13270 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 28625
SE PH 7
Rs 17050 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 37125 x 1225 38350 QB 39575
Health Inspector
SE PH 8
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 43850

SE PH 9
Rs 32500 x 925 37125 x 1225 40800 x 1525 48425

SE PH 10
Rs 42325 x 1525 49950 x 1625 62950 x 1850 66650

WELFARE DEPARTMENT
SALARY SCHEDULE
SE WL 1
Rs 13530 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 27850
SE WL 2
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 27075 QB 27850 x 775 30175
SE WL 3
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 37125 QB 38350 x 1225 39575
Welfare Officer
Pay Review 2016
~ 156 ~
Local Authorities

SE WL 4
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 39575

QB 40800 x 1525 42325
SE WL 5
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 48425

VILLAGE COUNCILS
PART-TIME WORKERS
SE VC 1
Rs 4565
Library Attendant
Sanitary Attendant
SE VC 2
Rs 5900
SE VC 3
Rs 6720
TV Attendant
SE VC 4
Rs 7235
SE VC 5
Rs 7395
Children Playground Attendant
SE VC 6
Rs 7840
Village Hall Attendant (Personal to post holder as at 01.07.93)
SE VC 7
Rs 9240
Hindi Teacher (ii)
SE VC 8
Rs 9745
Sewing Teacher
SE VC 9
Rs 11145
Hindi Teacher (i)
SA VC 10
Rs 11425
Village Hall and TV Attendant
*************
~ 157 ~
Pay Review 2016

REPORT 2016
LUM
VO
PART II
PARASTATAL &
OTHER STATUTORY BODIES
AND
THE PRIVATE SECONDARY SCHOOLS
PAY RESEARCH BUREAU

MARCH 2016

OF
VOLUME 1
TABLE OF CONTENTS
PAGES
INTRODUCTION .....................................................................................................1
01.
AAPRAVASI GHAT TRUST FUND .............................................................................. 15
02.
AGRICULTURAL MARKETING BOARD...................................................................... 21
03.
BEACH AUTHORITY................................................................................................... 31
04.
BUS INDUSTRY EMPLOYEES WELFARE FUND ....................................................... 39
05.
CENTRAL WATER AUTHORITY ................................................................................. 41
06.
CHAGOSSIAN WELFARE FUND ................................................................................ 57
07.
CIVIL SERVICE FAMILY PROTECTION SCHEME BOARD ........................................ 59
08.
CONSEVATOIRE NATIONAL DE MUSIQUE FRANCOIS MITERRAND

TRUST FUND.............................................................................................................. 61
09.
CONSTRUCTION INDUSTRY DEVELOPMENT BOARD ............................................ 65
10.
EARLY CHILDHOOD CARE AND EDUCATION AUTHORITY ..................................... 69
11.
EMPLOYEES WELFARE FUND ................................................................................. 77
12.
FASHION AND DESIGN INSTITUTE........................................................................... 83
13.
FINANCIAL INTELLIGENCE UNIT .............................................................................. 87
14.
FINANCIAL REPORTING COUNCIL ........................................................................... 91
15.
FISHERMEN INVESTMENT TRUST ........................................................................... 95
16.
FISHERMEN WELFARE FUND ................................................................................... 97
17.
FOOD AND AGRICULTURAL RESEARCH AND EXTENSION INSTITUTE (FAREI).. 99
18.
GAMBLING REGULATORY AUTHORITY ................................................................. 123
19.
HINDI SPEAKING UNION.......................................................................................... 127
20.
HUMAN RESOURCE DEVELOPMENT COUNCIL .................................................... 129
21.
IRRIGATION AUTHORITY ........................................................................................ 139
22.
ISLAMIC CULTURAL CENTRE ................................................................................. 147
23.
LAW REFORM COMMISSION .................................................................................. 149
24.
LE MORNE HERITAGE TRUST FUND ...................................................................... 151
25.
MAHATMA GANDHI INSTITUTE ............................................................................... 155
26.
MALCOLM DE CHAZAL TRUST FUND ..................................................................... 169
27.
MANUFACTURING SECTOR WORKERS WELFARE FUND .................................... 171
28.
MAURITIAN CULTURAL CENTRE TRUST ............................................................... 175
29.
MAURITIUS BLOOD SERVICE ................................................................................. 177
30.
MAURITIUS BROADCASTING CORPORATION ....................................................... 179
31.
MAURITIUS CANE INDUSTRY AUTHORITY ............................................................ 181
32.
MAURITIUS EXAMINATIONS SYNDICATE .............................................................. 219
33.
MAURITIUS EX-SERVICES TRUST FUND ............................................................... 225
34.
MAURITIUS FILM DEVELOPMENT CORPORATION ............................................... 227
35.
MAURITIUS INSTITUTE OF EDUCATION ................................................................ 231
36.
MAURITIUS INSTITUTE OF HEALTH ....................................................................... 241
37.
MAURITIUS INSTITUTE OF TRAINING AND DEVELOPMENT ................................. 247
38.
MAURITIUS MARATHI CULTURAL CENTRE TRUST............................................... 255
39.
MAURITIUS MEAT AUTHORITY ............................................................................... 257
40.
MAURITIUS MUSEUMS COUNCIL ........................................................................... 265
41.
MAURITIUS OCEANOGRAPHY INSTITUTE............................................................. 269
42.
MAURITIUS QUALIFICATIONS AUTHORITY ........................................................... 279
43.
MAURITIUS RESEARCH COUNCIL ......................................................................... 285
44.
MAURITIUS SPORTS COUNCIL............................................................................... 291
45.
MAURITIUS STANDARDS BUREAU ........................................................................ 293
46.
MAURITIUS TAMIL CULTURAL CENTRE TRUST .................................................... 299
47.
MAURITIUS TELUGU CULTURAL CENTRE TRUST ................................................ 301
48.
MAURITIUS TOURISM PROMOTION AUTHORITY .................................................. 303
49.
NATIONAL ADOPTION COUNCIL ............................................................................ 311
50.
NATIONAL AGENCY FOR THE TREATMENT AND REHABILITATION OF SUBSTANCE

ABUSERS ................................................................................................................. 315
51.
NATIONAL ART GALLERY ....................................................................................... 319
52.
NATIONAL CHILDRENS COUNCIL .......................................................................... 321
53.
NATIONAL COMPUTER BOARD .............................................................................. 325
54.
NATIONAL HERITAGE FUND ................................................................................... 335
55.
NATIONAL INSTITUTE FOR CO-OPERATIVE ENTREPRENEURSHIP ................... 339
56.
NATIONAL LIBRARY ................................................................................................ 343
57.
NATIONAL SOLIDARITY FUND ................................................................................ 347
58.
NATIONAL TRANSPORT CORPORATION ............................................................... 349
59.
NATIONAL WOMEN ENTREPRENEUR COUNCIL ................................................... 355
60.
NATIONAL WOMENS COUNCIL .............................................................................. 359
61.
NELSON MANDELA CENTRE FOR AFRICAN CULTURE TRUST FUND ................. 363
62.
OPEN UNIVERSITY OF MAURITIUS ........................................................................ 367
63.
OUTER ISLANDS DEVELOPMENT CORPORATION ............................................... 377
64.
PRIVATE SECONDARY SCHOOLS AUTHORITY..................................................... 387
65.
PUBLIC OFFICERS WELFARE COUNCIL ............................................................... 397
66.
RABINDRANATH TAGORE INSTITUTE.................................................................... 399
67.
RAJIV GANDHI SCIENCE CENTRE TRUST FUND ................................................... 403
68.
RIGHTS MANAGEMENT SOCIETY .......................................................................... 413
69.
ROAD DEVELOPMENT AUTHORITY ....................................................................... 415
70.
SEAFARERS WELFARE FUND ................................................................................ 423
71.
SIR SEEWOOSAGUR RAMGOOLAM BOTANIC GARDEN TRUST .......................... 425
72.
SMALL AND MEDIUM ENTERPRISES DEVELOPMENT AUTHORITY ..................... 431
73.
SMALL FARMERS WELFARE FUND ........................................................................ 443
74.
ST ANTOINE PLANTERS CO-OPERATIVE TRUST .................................................. 447
75.
STATE TRADING CORPORATION ........................................................................... 449
76.
STATUTORY BODIES FAMILY PROTECTION FUND............................................... 457
77.
SUGAR INDUSTRY LABOUR WELFARE FUND ....................................................... 459
78.
SUGAR INSURANCE FUND BOARD ........................................................................ 467
79.
TAMIL SPEAKING UNION......................................................................................... 473
80.
TERTIARY EDUCATION COMMISSION ................................................................... 477
81.
TOURISM AUTHORITY ............................................................................................ 485
82.
TOURISM EMPLOYEES WELFARE FUND ............................................................... 495
83.
TOWN AND COUNTRY PLANNING BOARD ............................................................ 499
84.
TRADE UNION TRUST FUND ................................................................................... 503
85.
TRAINING AND EMPLOYMENT OF DISABLED PERSONS BOARD ........................ 505
86.
TRUST FUND FOR SPECIALISED MEDICAL CARE (CARDIAC CENTRE) .............. 509
87.
UNIVERSITE DES MASCAREIGNES ....................................................................... 527
88.
UNIVERSITY OF MAURITIUS ................................................................................... 537
89.
UNIVERSITY OF TECHNOLOGY, MAURITIUS ........................................................ 563
90.
URDU SPEAKING UNION ......................................................................................... 575
91.
VALLEE DOSTERLOG ENDEMIC GARDEN FOUNDATION .................................... 577
92.
WASTEWATER MANAGEMENT AUTHORITY ......................................................... 581
99.
PRIVATE SECONDARY SCHOOLS.......................................................................... 595
Annex
Parastatal Bodies
Introduction
PARASTATAL BODIES
INTRODUCTION
1.
Parastatal Bodies (PSBs), set up by specific Acts of Parliament, are organisations

which form part of the Public Sector. They are of utmost importance to the
economy and social development of the country. Hence, they are involved in
economic, social, commercial, agricultural, environmental and cultural activities.
2.
The Act under which each Parastatal Body operates sets the legal framework and
parameters for its operation. PSBs shall conduct their activities in a sustainable and
responsible manner with great awareness of their responsibilities, with great
transparency and fairness in accordance with the principle of good governance as
well as other principles applicable to their lines of business. Their operations are
subject to the scrutiny of Parliament.
3.
Parastatal Bodies operate as autonomous bodies under the umbrella of a ministry

and have their own goals and objectives. They are seen as the Executive arm of
government to support and promote government vision and to implement its
national policy. Each PSB is managed by a Board of Directors, appointed by the
Government, which sets the policies and directions of its operations. The Board
appoints the Chief Executive under different types of denomination according to the
Act which can be Director, Director General, General Manager or Secretary and
who is responsible for the day-to-day management of the organisation. The parent
Ministry is represented on the Board by a Desk Officer who is the effective link
between the Ministry and the organisation and whose role is to ensure proper
application/implementation of Governments policy for the economic, social and
technical development of the Country.
4.
Over the years the number of PSBs under the purview of the Bureau has kept
changing. While some PSBs have opted not to be covered by the PRB, others have
joined in and still others have expressed their interests to be under the ambit of
PRB. Recently, to be in line with the policy of the government, a number of PSBs
has been merged and integrated into one single organisation. As at today, the
Bureau reports on 92 Parastatal Bodies and the Private Secondary Schools. A list
of the PSBs covered by this Report is given in the Table of Contents.
5.
At the very outset, when meetings were being held, Management, Members of
Federations as well as Union Members were apprised of the theme of the 2016
Report: Transformation of the Public Sector for enhanced service delivery to meet
citizens needs, non-citizens needs and other stakeholders needs as well. They
were explained that transformation would be carried out at three (3) levels:
institutional, organisational and employees. The concept of transformation is to
place organisations at a higher level of service delivery to meet the needs of the
~1~
Pay Review 2016
Parastatal Bodies
Introduction
users of public service. Transformation would also give organisations a competitive

edge.
6.
During consultations with Management, Federations of Unions and Union

Representatives, members were requested to expose on the mandate of their
organisations and identify organisational problems that are impeding on their
performance. The demands received relate to review of organisational structures,
upgraded pay structure and improved conditions of service. As regards the latter
the requests concern mainly for an upgrading of qualification requirements,
compensation for additional work and working regularly odd hours and eligibility for
duty remission, among others.
7.
In the context of this Report, the Bureau has carried out an in-depth study of
management submissions, unions representations and proposals from each Parent
Ministry. We have also scrutinised all newly written Job Description Questionnaires
and examined anew all schemes of service and where necessary taken on board
our observations and findings during our visit conducted on sites of work. After
careful consideration of the above, taking into account the specificity of each PSB
and bearing in mind the theme of our Report, the Bureau has come up with
recommendations on organisation structures and conditions of employment to
render them more efficient and effective thereby enabling the PSBs to deliver on
their mandates successfully.
8.
The Bureau has also, while dealing with individual parastatal organisation in the
respective chapter, defined and spelt out clearly the goals, objectives and future
orientations of each organisation and where justified provide solutions in terms of
review of organisation and pay structures and specific conditions of service.
9.
With regard to Organisation Structures in PSB we have, after examination of the

submissions and following discussions with all parties including the parent Ministry,
provided for appropriate levels matching their needs and their functions for effective
delivery of service. We have also given due consideration, wherever desirable, to
delayering of structures and merging of grades for speedy decisions to respond
quickly to the demands of the new environment while ensuring adequate career
progression for employees. Grades which have remained vacant and where their
functional needs are no more justified are being abolished.
10.
As regards the pay structure, we have reviewed the pay levels in line with the
general framework retained for this review exercise.
Pay Review 2016
~2~
Parastatal Bodies
Introduction
Pertinent Issues
Schemes of Service
11.
The scheme of service which is a legal document contains important information

such as the title of the grade, salary, qualifications, experience and the duties. The
procedures for prescription/review of scheme of service comprise various steps
among which one is consultation with Staff Associations/Federations of Unions.
12.
In the memorandum submitted by the Federation of PSB, representation has been

made to the effect that in some organisations schemes of service are being
reviewed without any consultation with Unions/Federations and the employees
concerned thereby leading to strained industrial relations. To avoid such a
situation, the Bureau is of the view that the practice for prescription/review of
schemes of service should be followed. To harmonise and streamline the process
of scheme of service, the Ministry of Civil Service and Administrative Reforms has
come up with a guideline on scheme of service describing the steps for their
prescription.
Recommendation 1
13.
We recommend that all the Parastatal Bodies should follow strictly the
established procedures mentioned in the guidelines for prescribing/reviewing
schemes of service.
14.
Where the qualifications, duties and responsibilities of grades in Parastatal

Bodies have been aligned on those of corresponding levels in the civil
service, the schemes of service of these grades should, wherever relevant, be
amended along the same lines of their counterparts in the Civil Service.
Human Resource Planning

15.
Consultation feedback in the context of this review exercise has revealed divergent
views and reservations expressed regarding non-attainment of the objectives of
different parastatal bodies in recent years. While some are of the view that the
main cause of this problem is due to inadequacy of staff and non-filling of
vacancies, others argue that there has been in some cases a general proliferation
of grades with no clearly defined line of responsibility and which have not been
properly utilised. Others believe also that the Boards which have responsibility of
recruitment have not been properly advised or guided.
16.
The Bureau has made an in-depth study of the issue after considering the views of
the Unions, Staff Associations, Management and various press articles. We are of
the view that PSBs should put in place a mechanism to determine the number and
types of employees they need to meet their mandate. We are, therefore, advocating
the introduction of the Human Resource Planning to assist Management to resolve
the Human Resource issues.
~3~
Pay Review 2016
Parastatal Bodies
17.
Introduction
An HR Plan aims at effective resourcing to ensure provision of enough people in the

right place with the right skills to deliver the organisations mandate If properly
used, the HRP tool could maximise utilisation of Human Resources in the whole
organisation.
Recommendation 2
18.
We recommend that organisations of Parastatal Bodies should mandatorily

carry out a Human Resource Planning exercise to ensure the right size of
Human Resources with the right qualifications to meet effectively the
requirements of their mandate.
Rationalisation of the General Services

19.
In the 2008 PRB Report the two polyvalent grades of Officer and Senior Officer
were created in the Civil Service whereas in very few Parastatal Bodies the two
grades were established along similar lines as in the Civil Service.
20.
In the 2013 PRB Report, following unanimous and widespread representations,

from all stakeholders as regards the job appellations, the grades of Officer and
Senior Officer in the Civil Service were restyled General Services Officer and
General Services Executive respectively. However, the EOAC Report again
restyled the two grades to Management Support Officer and Office Management
Assistant.
21.
The EOAC also recommended that the new structure for the General Services
cadre comprising the grades of Management Support Officer and Office
Management Assistant be extended to PSBs. To that end, the Committee
recommended the creation of the grade of Management Support Officer and
Office Management Assistant on the establishment of all parastatal organisations,
on a needs basis and depending on organisational requirements only.
22.
In the context of this report, both the Federation of PSBs and individual unions
have submitted that despite the fact that recommendations have been made and
that there are needs for the grades of Management Support Officer and
Management Support Assistant, these grades have so far, for various/different
reasons, not been created on the establishment of all PSBs. The Federation as
well as the Unions have requested for a complete alignment of the general
services in PSBs to those existing in the Civil Service.
23.
After careful examination of the submissions of the Federation and of all the
Unions and taking into consideration that Parastatal Bodies differ from one
organisation to another, depending on the nature of their functions and objectives,
a complete alignment of the general services as in the Civil Service is not
technically possible. However, in light of the re-engineering of the structure of the
general services in the civil service, we are, in this report, bringing the
Pay Review 2016
~4~
Parastatal Bodies
Introduction
following changes to the structure in PSBs for an alignment to the extent

possible:
(i)
in organisations where the grade of Management Support Officer is

the first level in the General Services Cadre, we are creating a new
grade of Clerical Officer. Appointment thereto should be made by
selection from among candidates who:
(a)
possess the Cambridge School Certificate with credit in at least

five subjects including English Language, French and
Mathematics or an equivalent qualification;
(b)
possess the Cambridge Higher School Certificate or passes in at

least two subjects obtained on one certificate at the General
Certificate of Education Advanced Level or an equivalent
qualification; and
(c)
are computer literate.
(ii) in organisations where the grade of Executive Officer exists, it is being

made evanescent and we are making provision for a new grade of
Management Support Officer.
24.
The Bureau recommends that:

(i)
in future, appointment to the grade of Management Support Officer

should be made by selection from among officers in the grades of
Clerical Officer, Clerical Officer/Higher Clerical Officer and Clerk/
Word Processing Operator;
(ii)
appointment to the grade of Office Management Assistant should,

henceforth be by selection from among officers in the grades of
Executive Officer (Personal) and Management Support Officer
reckoning four years service in the cadre;
(iii) consequent to the changes brought, necessary amendments should

be made to relevant schemes of service; and
(iv) organisations which do not have the grade of Office Management
Assistant on their establishment may, on a needs basis and
depending on operational requirements, create the grade by
proceeding through the normal procedure adopted for creation of a
new level.
~5~
Pay Review 2016
Parastatal Bodies
Introduction

25.
We are, in this Report, putting emphasis on continuous training and development of

employees to ensure upgradation of knowledge, upskilling and acquisition of new
skills and competencies for continuous improvement in service delivery. To this
end, organisations should give an increased attention to learning and development
of employees, build its required capacity to deliver on their mandates.
Training for Officers in the General Services

26.
As in the past reports, the Bureau is making provision for appropriate relevant and
work related courses for officers of the general service to keep them abreast of new
development in their fields and developed their skills and competencies for
improved service delivery.
Course for Management Support Officer

Recommendation 3
27.
We recommend that the Ministry of Civil Service and Administrative Reforms,

in consultation with the parent Ministry and Parastatal Organisations, should
mount and run appropriate training programmes with the Civil Service College
for incumbents in the grade of Management Support Officer to render them
skilled and polyvalent.
Office Management Course for Office Management Assistant

Recommendation 4
28.

in consultation with the parent Ministry and Parastatal Organisations, and in
collaboration with the Civil Service College mounts the Award Course in
Office Management for incumbents in the grade of Office Management
Assistant in PSBs.
29.
We further recommend that, on successful completion of the course,

incumbents in the grade of Office Management Assistant should be granted
one increment, subject to the top salary of the grade.
Advanced Course in Effective Office Management and Supervision for Higher

Executive Officer
Recommendation 5
30.

in consultation with the parent Ministry and Parastatal Organisations, and in
collaboration with the Civil Service College mounts the course on Effective
Office Management and Supervision for incumbents in the grade of Higher
Executive Officer in Parastatal Organisations.
Pay Review 2016
~6~
Parastatal Bodies
31.
Introduction
We further recommend that Higher Executive Officers who have successfully

completed the Advanced Course in Effective Office Management and
Supervision, on reaching the top of their salary scale, be allowed to move
they:
(i)
(ii)

preceding year; and
(iii)
Advanced Secretarial Course

32.
At present Confidential Secretaries in the Civil Service follow the Advanced

Secretarial Course which the MCSAR, in collaboration with the University of
Technology, Mauritius organises. After successful completion of the course, they
are granted one increment, subject to the top salary of the grade. Where an officer
has successfully completed the Advanced Secretarial Course after having reached
the last point in the salary scale, the incumbent is paid a non-pensionable lump sum
equivalent to twelve times the value of the last increment drawn. The EOAC has
recommended that this provision be extended to Confidential Secretaries of PSB.
We are maintaining this arrangement.
Recommendation 6
33.
We recommend that the MCSAR in consultation with the Civil Service College
make arrangements for Confidential Secretaries of PSBs to follow the
Advanced Secretarial Course.
34.
We further recommend that on successful completion of the course,

Confidential Secretaries should be granted one increment subject to the top
salary of the grade. In case the course is successfully completed after
reaching the last point in the salary scale, the officer should be granted a nonpensionable lump sum equivalent to twelve times the value of the last
increment drawn.
Executive Assistant formerly employed by the Development Works Corporation

(DWC)
35.
With the closure of the DWC, Executive Assistants were posted/transferred in

different Ministries/Departments. In the last Report those Executive Assistants of
the former DWC, who had reached the top salary were allowed to move in the
salary scale of Rs 20675 x 750 29675 x 900 34175 x 1200 35375. We are
making similar provision.
~7~
Pay Review 2016
Parastatal Bodies
Introduction
Recommendation 7
36.
We recommend that Executive Assistants of the former DWC having reached

their top salary should be allowed to move in the salary scale of
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350 wherever
they have been posted/transferred. Management should ensure that such
officers are entrusted responsibilities commensurate to their position.
Reform Cells in Parastatal Bodies

37.
The EOAC, when making recommendations that each Ministry and Department reactivates the Reform cells to coordinate with the Public Sector Re-engineering
Bureau and the Project Management and Delivery Unit in a more pro-active and
efficient manner, has also made recommendation that the office of the Public Sector
Governance ensures that Reform Cells be initiated in all Parastatal Bodies to review
individual structures, human resource utilisation and their scope of activities. This
has not been put in place and the Bureau is, therefore, making recommendation for
the setting up of Reform cells in PSBs.
Recommendation 8
38.
We recommend that Management in Parastatal Organisations should set up,

with the assistance of the parent Ministry, Reform cells in their organisations
to co-ordinate and monitor all approved reform programmes.
Their
assignment should be aligned with those of the Reform cells in Ministries and
Departments as set forth at in Volume 1. The Reform cells should be chaired
by the Chief Executives.
Performance Management System (PMS)

39.
The Bureau has received representations from Federations that in PSBs

Performance Management System (PMS) has not taken off as expected when
compared to the Civil Service where it has already reached a long way. During
discussions with the Federations as well as Unions, it has been found that the
reason for such a situation is that no training has been imparted to officers in the
implementation of the whole process of PMS and this having delayed its
implementation. We are, therefore, making provision for the necessary training
which we believe is essential for an effective PMS System.
Recommendation 9
40.
We recommend that Ministries should make the necessary arrangement to

provide training on PMS to officers in the PSBs falling under their aegis. They
may also contact the PMS Unit of the MCSAR for guidance and support and
for the delivery of training.
Pay Review 2016
~8~
Parastatal Bodies
Introduction
Parastatal Body Service Commission

41.
Among the demands made in the memoranda submitted to the Bureau as regards
Parastatal Bodies, there is also the request to consider the setting up of a
Parastatal Body Service Commission (PSBSC).
42.
Members of Federations have submitted that PSBs do not have a structured and
harmonised way of recruiting employees. They have also stated that employees in
the grade of General Worker and in other grades, are often recruited on a casual
basis and remained in this position for long periods which is not conducive to
43.
The Bureau has examined the above issue and considers that although the request
to have a Parastatal Body Service Commission appears to be plausible, the issue
should be discussed and taken at the level of Government.
Digitisation
44.
For Public Sector Organisations across the world, the pressures for improved
efficiency during the past decades are now accompanied by an equally strong need
to revolutionise service delivery to create solutions that better meet citizens needs.
Public Sector organisations are attempting a transition from closed, top-down,
bureaucratic, and paper-based transactional models towards online, integrated
digital offerings that encourage a new kind of interaction between citizens and the
government.
45.
It is an undeniable fact that digitisation can significantly improve public service

delivery by increasing accuracy, efficiency and also reducing costs as compared to
the manual, paper-based process which slows operations. Digitisation will change
fundamentally and for the better the way that government provides services to
citizens and businesses. Services will be more accessible, more convenient, easier
to use and quicker in response and more cost effective.
46.
We are, therefore, making general recommendations in Chapter 17 E-Government of Volume I and specific recommendations in parastatal
organisations to reinforce, where relevant, and review the organisation structure of
IT Departments/Divisions/Sections/Units and equip them with professional as well
as supportive grades.
Professional in Scarcity Areas

47.
Some organisations are still experiencing difficulties in filling vacancies in certain

fields. To facilitate such organisations in recruiting the right expertise and
competencies, the Bureau is making provision of a higher entry point for
professionals wherever such is the case.
~9~
Pay Review 2016
Parastatal Bodies
Introduction
General Terms and Conditions of Service

48.
The Conditions of Service as recommended for the Civil Service in Volume I

should equally apply to employees of all Parastatal Bodies reported upon by
the Bureau in this Report.
49.
A list of PSBs covered in this volume together with their respective salary codes is
given hereunder:
NO
ORGANISATION
SALARY CODE
01.
AAPRAVASI GHAT TRUST FUND
AGTF
02.
AGRICULTURAL MARKETING BOARD
AMB
03.
BEACH AUTHORITY
BA
04.
BUS INDUSTRY EMPLOYEES WELFARE FUND
BIEWF
05.
CENTRAL WATER AUTHORITY
CWA
06.
CHAGOSSIAN WELFARE FUND
CWF
07.
CIVIL SERVICE FAMILY PROTECTION SCHEME BOARD
CSFPSB
08.
CONSEVATOIRE DE MUSIQUE FRANCOIS MITERRAND

TRUST FUND
CNMTF
09.
CONSTRUCTION INDUSTRY DEVELOPMENT BOARD
CIDB
10.
EARLY CHILDHOOD CARE AND EDUCATION AUTHORITY
ECCEA
11.
EMPLOYEES WELFARE FUND
EWF
12.
FASHION AND DESIGN INSTITUTE
FDI
13.
FINANCIAL INTELLIGENCE UNIT
FIU
14.
FINANCIAL REPORTING COUNCIL
FRC
15.
FISHERMEN INVESTMENT TRUST
FIT
16.
FISHERMEN WELFARE FUND
FWF
17.
FOOD AND AGRICULTURAL RESEARCH AND EXTENSION

INSTITUTE (FAREI)
FAREI
18.
GAMBLING REGULATORY AUTHORITY
GRA
19.
HINDI SPEAKING UNION
HSU
20.
HUMAN RESOURCE DEVELOPMENT COUNCIL
HRDC
21.
IRRIGATION AUTHORITY
IA
22.
ISLAMIC CULTURAL CENTRE
ICC
Pay Review 2016
~ 10 ~
Parastatal Bodies
NO
Introduction
ORGANISATION
SALARY CODE
23.
LAW REFORM COMMISSION
LRC
24.
LE MORNE HERITAGE TRUST FUND
MHTF
25.
MAHATMA GANDHI INSTITUTE
MGI
26.
MALCOLM DE CHAZAL TRUST FUND
MCTF
27.
MANUFACTURING SECTOR WORKERS WELFARE FUND
MSWWF
28.
MAURITIAN CULTURAL CENTRE TRUST
MCCT
29.
MAURITIUS BLOOD SERVICE
MBS
30.
MAURITIUS BROADCASTING CORPORATION
MBC
31.
MAURITIUS CANE INDUSTRY AUTHORITY
MCIA
32.
MAURITIUS EXAMINATIONS SYNDICATE
MES
33.
MAURITIUS EX-SERVICES TRUST FUND
MESTF
34.
MAURITIUS FILM DEVELOPMENT CORPORATION
MFDC
35.
MAURITIUS INSTITUTE OF EDUCATION
MIE
36.
MAURITIUS INSTITUTE OF HEALTH
MIH
37.
MAURITIUS INSTITUTE OF TRAINING AND

DEVELOPMENT
MITD
38.
MAURITIUS MARATHI CULTURAL CENTRE TRUST
MMCCT
39.
MAURITIUS MEAT AUTHORITY
MMA
40.
MAURITIUS MUSEUMS COUNCIL
MMC
41.
MAURITIUS OCEANOGRAPHY INSTITUTE
MOI
42.
MAURITIUS QUALIFICATIONS AUTHORITY
MQA
43.
MAURITIUS RESEARCH COUNCIL
MRC
44.
MAURITIUS SPORTS COUNCIL
MSC
45.
MAURITIUS STANDARDS BUREAU
MSB
46.
MAURITIUS TAMIL CULTURAL CENTRE TRUST
MTCCT
47.
MAURITIUS TELUGU CULTURAL CENTRE TRUST
MTeCCT
48.
MAURITIUS TOURISM PROMOTION AUTHORITY
MTPA
49.
NATIONAL ADOPTION COUNCIL
NAC
50.
NATIONAL AGENCY FOR THE TREATMENT AND

REHABILITATION OF SUBSTANCE ABUSERS
NATRSA
~ 11 ~
Pay Review 2016
Parastatal Bodies
Introduction
NO
ORGANISATION
51.
NATIONAL ART GALLERY
NAG
52.
NATIONAL CHILDRENS COUNCIL
NCC
53.
NATIONAL COMPUTER BOARD
NCB
54.
NATIONAL HERITAGE FUND
NHF
55.
NATIONAL INSTITUTE FOR CO-OPERATIVE

ENTREPRENEURSHIP
NICE
56.
NATIONAL LIBRARY
NL
57.
NATIONAL SOLIDARITY FUND
NSF
58.
NATIONAL TRANSPORT CORPORATION
NTC
59.
NATIONAL WOMEN ENTREPRENEUR COUNCIL
NWEC
60.
NATIONAL WOMENS COUNCIL
NWC
61.
NELSON MANDELA CENTRE FOR AFRICAN CULTURE
NMCAC
62.
OPEN UNIVERSITY OF MAURITIUS
OUM
63.
OUTER ISLANDS DEVELOPMENT CORPORATION
OIDC
64.
PRIVATE SECONDARY SCHOOLS AUTHORITY
PSSA
65.
PUBLIC OFFICERS WELFARE COUNCIL
POWC
66.
RABINDRANATH TAGORE INSTITUTE
RTI
67.
RAJIV GANDHI SCIENCE CENTRE TRUST FUND
RGSC
68.
RIGHTS MANAGEMENT SOCIETY
RMS
69.
ROAD DEVELOPMENT AUTHORITY
RDA
70.
SEAFARERS WELFARE FUND
SeWF
71.
SIR SEEWOOSAGUR RAMGOOLAM BOTANIC

GARDEN TRUST
SSRBGT
72.
SMALL AND MEDIUM ENTERPRISES DEVELOPMENT

AUTHORITY
SMEDA
73.
SMALL FARMERS WELFARE FUND
SFWF
74.
ST ANTOINE PLANTERS CO-OPERATIVE TRUST
SPCT
75.
STATE TRADING CORPORATION
STC
76.
STATUTORY BODIES FAMILY PROTECTION FUND
SBFPF
77.
SUGAR INDUSTRY LABOUR WELFARE FUND
SWF
Pay Review 2016
SALARY CODE
~ 12 ~
Parastatal Bodies
Introduction
NO
ORGANISATION
SALARY CODE
78.
SUGAR INSURANCE FUND BOARD
SIFB
79.
TAMIL SPEAKING UNION
TSU
80.
TERTIARY EDUCATION COMMISSION
TEC
81.
TOURISM AUTHORITY
TA
82.
TOURISM EMPLOYEES WELFARE FUND
TEWF
83.
TOWN AND COUNTRY PLANNING BOARD
TCP
84.
TRADE UNION TRUST FUND
TUTF
85.
TRAINING AND EMPLOYMENT OF DISABLED PERSONS

BOARD
TEDPB
86.
TRUST FUND FOR SPECIALISED MEDICAL CARE

(CARDIAC CENTRE)
TFSMC
87.
UNIVERSITE DES MASCAREIGNES
UDM
88.
UNIVERSITY OF MAURITIUS
UOM
89.
UNIVERSITY OF TECHNOLOGY, MAURITIUS
UTM
90.
URDU SPEAKING UNION
USU
91.
VALLEE DOSTERLOG ENDEMIC GARDEN FOUNDATION
VOGF
92.
WASTEWATER MANAGEMENT AUTHORITY
WMA
99.
PRIVATE SECONDARY SCHOOLS
PSS
~ 13 ~
Pay Review 2016
Parastatal Bodies
Pay Review 2016
Introduction
~ 14 ~
01.
1.1
The Aapravasi Ghat Trust Fund (AGTF) is a body corporate, set up by Act No. 31 of
2001 to document, manage and promote the Aapravasi Ghat Site as a national and
international site. The Aapravasi Ghat, a recognised UNESCO World Heritage Site,
is a depot-turned-monument marking one of the biggest waves of immigration to
Mauritius. It operates under the aegis of the Ministry of Arts and Culture.
1.2
The Site was declared National Monument under the National Monuments Act in
1987 and subsequently proclaimed National Heritage in 2003 under the National
Heritage Act 2003. It was inscribed on the World Heritage List in 2006 by UNESCO
to maintain the cultural and natural heritage that are irreplaceable, unique and
authentic.
1.3
The objectives of AGTF are, among others, to establish and promote Aapravasi
Ghat as a national, regional and international site; set up a museum at Aapravasi
Ghat; create public awareness in the history of the site and depict the arrival,
settlement and evolution of indenture in Mauritius. It also has to identify and
acquire sites, buildings and structures and linked with the history of the arrival of
immigrants and promote the social and cultural aspects of Aapravasi Ghat.
1.4
The organisation structure of the AGTF consists of Research and Technical Unit,
Interpretation Centre, Administrative Section and Finance Section.
1.5
the merging and restyling of grades as well as upgrading of qualifications
requirements and job enlargement. We have examined all the proposals and
apprised Management on issues that could not be retained for this Report. We are,
however, making appropriate recommendations.
Stores Attendant (New Grade)

1.6
Presently, the Fund does not have staff specifically for procurement and incumbent
in the grade of Gateman has been assigned the duties of procurement against
payment of a monthly allowance. Management has submitted that the volume of
work in respect of stores keeping has increased considerably as the Fund is also
involved in activities such as publication of new books/magazine and ordering of
specific items from overseas for the Beekrumsing Ramlallah Interpretation Centre.
As such, there is need for a grade of Stores Attendant to be responsible for all
procurement and supply functions of the Fund. We are making provision to this
effect.
~ 15 ~
Pay Review 2016
Recommendation 1
1.7
We recommend the creation of a grade of Stores Attendant. Appointment

thereto should be made by selection from among serving officers of the
Aapravasi Ghat Trust Fund possessing the Certificate of Primary Education or
an alternative equivalent qualification acceptable to the Board.
1.8
Incumbent in the grade of Stores Attendant would be responsible for opening and
closing of store apertures and offices; cleaning the store premises; collecting,
loading, unloading and conveying stores items; opening packages, crates and
cases; handling all stores items; removing all packing materials and empty crates;
packing stores items; washing, cleaning and stowing empties; placing and arranging
items of store on shelves and maintaining them clean and in order; and collecting
and despatching stores correspondence and files.
Human Resource Officer/Senior Human Resource Officer

Recommendation 2
1.9
We recommend that incumbents in the grade of Human Resource Officer/

Senior Human Resource Officer possessing a Diploma in Human Resource
component from a recognised institution or an equivalent qualification should
be allowed to move incrementally in the master salary scale up to salary point
(i)
(ii)

preceding year; and

Programme Co-ordinator
1.10
Presently, incumbents in the grade of Programme Co-ordinator possessing a

Diploma in Administration or Management or Human Resource Management or
Heritage Studies or History or Museum Studies or an alternative equivalent
qualification acceptable to the Board are allowed to proceed incrementally beyond
the Qualification Bar (QB) in the salary scale of the grade. This recommendation
is maintained.
Pay Review 2016
~ 16 ~
01.

SALARY SCHEDULE
AGTF 1 :
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
AGTF 2 :
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 18075
Gateman
Site Attendant
AGTF 3 :
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 19200
Stores Attendant (New Grade)
AGTF 4 :
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575
Security Guard
AGTF 5 :
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21475
Office Attendant/Senior Office Attendant
AGTF 6
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver/Office Attendant
AGTF 7 :
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 23975
Site Conservation Worker
AGTF 8 :
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 27075
Field Guide
Ticket/Sales Officer
AGTF 9 :
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
Clerk Assistant
~ 17 ~
Pay Review 2016
01.
AGTF 10 :
AAPRAVASI GHAT TRUST FUND (Contd)
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerical Officer/Higher Clerical Officer (Personal to incumbents in post as at
31.12.15)
Clerk/Word Processing Operator
AGTF 11 :
Rs 14325 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Heritage Guide/Public Outreach Officer
AGTF 12 :
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
AGTF 13 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Accounts Clerk
Executive Officer (Personal to incumbents in post as at 31.12.15)
AGTF 14 :
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 37125 QB 38350 x 1225 39575
AGTF 15 :
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
AGTF 16 :
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

Financial Officer
AGTF 17 :
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800
AGTF 18 :
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
ICT Technician
AGTF 19 :
Rs 21950 x 625 23200 x 775 32500 x 925 36200 QB 37125 x 1225

40800 x 1525 45375
Accounting Technician
Pay Review 2016
~ 18 ~
01.
AGTF 20 :
AAPRAVASI GHAT TRUST FUND (Contd)
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Administrative Secretary
Marketing Officer
Research Assistant
AGTF 21 :
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Documentalist
AGTF 22 :
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
Archaeologist
Heritage Interpretation Manager
Historian
Researcher
World Heritage Site Assistant Manager
AGTF 23 :
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850 66650

Head, Research and Documentation Unit
World Heritage Site manager
AGTF 24 :
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950 70450

Head, Technical Unit
AGTF 25 :
Rs 95000
Director
~ 19 ~
Pay Review 2016
Pay Review 2016
~ 20 ~
Ministry of Agro-Industry and Food Security
02.
2.1
The Agricultural Marketing Board (AMB) is a body corporate which was set up in
1963 by the Mauritius Agricultural Marketing Act 1963 and presently, operates
under the aegis of the Ministry of Agro-Industry and Food Security.
2.2
By virtue of the Act, the AMB is vested with wide powers in matters relating to
imports and exports, warehousing, distribution and sales of commodities declared
as controlled products. It is currently the countrys foremost wholesaler of
controlled products Presently, the AMB is engaging itself in retailing activities
across the island along with direct sale to the general public through its
retail/outlets, market stalls operated by its own employees. The AMB is also
managing the seed Purchase Schemes as well as Freight Rebate Scheme. To
remain competitive in the retailing industries, the AMB intends to import new
products.
2.3
The main objective of the AMB is, among others, to provide for efficient marketing
facilities for controlled products at fair reasonable prices and to operate or provide
for the operation of storage, handling, transport and processing facilities in respect
of these products as well as for the regulation of their standard and quality.
2.4
The vision of the AMB is to become an internationally competitive partner of the

Agro-Industry and its mission is to maximise customer satisfaction by providing high
quality and innovative products and services reliably and cost efficiently. It aims at
promoting the diversification of agriculture for the benefit of local producers and
consumers, stabilising prices of controlled products by optimising resources and
providing an excellent level of customer care.
2.5
The AMB is managed by a Board and is headed by a General Manager who is

assisted by an Assistant General Manager in the execution of the policy of the
Board and for the control and management of the day-to-day business of the
organisation.
2.6
In the 2013 PRB Report, with a view to re-engineering a few hierarchies to improve
efficiency and effectiveness and to achieve the organisations objectives, we,
among others, recommended the abolition of certain grades, merged/restyled and
re-defined few others.
2.7
In the context of the present overall review exercise, Management apprised the
Bureau that AMB is implementing a reform plan allowing the organisation to divert
its activities. In the process of major reforms, the employees of ex-Tobacco Board
have been redeployed to the AMB and this would need a review of the organisation
structure at all level of operations.
~ 21 ~
Pay Review 2016
2.8
Both the representatives of the Unions and the Management of the Agricultural
Marketing Board have, therefore, requested that in view of the on-going reforms,
there is need to abolish certain grades which are no more required, restyle certain
others to more appropriate job appellations commensurate with the nature of duties
performed, as well as provide for new levels which would enhance service delivery
and allow the AMB to meet the needs of its different stakeholders.
2.9
We have examined the different options available which would allow the AMB to
reach the expected standard in service delivery and also agree that as further
restructuring would still be needed within the organisation, we are abolishing certain
grades, restyling others and creating additional ones.
Restructuring of the Engineering Section

Electrical Engineer (New Grade)
2.10
The Management of the AMB has submitted that in view of the forecasted
expansion of the storage capacity of the AMB, and taking into consideration the
provision of the Occupational Safety and Health Act which provides that where the
total power used or generated by machinery installed at any place of work exceeds
750 kilowatts, the employer shall employ a registered professional engineer to be in
charge of all such machinery, there is, therefore, need for a grade to carry out the
functions.
2.11
Management has, therefore, requested for the creation of a grade of Electrical

Engineer on its establishment, the moreso, given that the only Engineer/Senior
Engineer in post is a qualified Mechanical Engineer. We have analysed the
proposal and are herewith, making the necessary recommendation.
Recommendation 1
2.12
We recommend the creation of the grade of Electrical Engineer on the

establishment of the AMB. Appointment, thereto, should be made by
selection from among candidates who are registered as a Registered
Professional Engineer of Mauritius in the field of Electrical or Mechatronics
Engineering with the Council of Registered Professional Engineers.
2.13
Incumbent would, among others, be required to assist the Engineer/Senior Engineer

in the day-to-day running of the Engineering Section; advise and recommend on all
electrical installations at the AMB; supervise electric/electronic works undertaken
internally and by external repair and maintenance agencies; manage the electrical
and electronic works at the AMB; be responsible for the installation, operation and
maintenance of all electric/electronic and associated services equipment; and
ensure compliance with the Occupational Safety and Health Act to avoid any
electrical hazard within the workplace.
Pay Review 2016
~ 22 ~
Technical Manager (Engineering)

formerly Engineer/Senior Engineer
2.14
With the creation of the grade of Electrical Engineer on the establishment of the
AMB, the structure of the Engineering Section has been reviewed such that the new
grade of Electrical Engineer would be required to be responsible to the
Engineer/Senior Engineer. As such, with a view to provide for an appropriate
cadre/structure, we have deemed it fit to restyle the grade of Engineer/Senior
Engineer to a more appropriate job appellation commensurate with the nature of
duties and level of responsibilities devolving upon the incumbent.
Recommendation 2
2.15
We recommend that the grade of Engineer/Senior Engineer be restyled

Technical Manager (Engineering) and incumbent would be in charge of the
Engineering Section.
2.16
The Technical Manager (Engineering) formerly Engineer/Senior Engineer would,

henceforth, be required, inter-alia, to supervise and coordinate the work of all
personnel in the Engineering Section; participate and contribute in the formulation of
strategic planning; advise on matters of policy relating to plant vehicle and
equipment; identify the training needs and train employees in the Engineering
Section; and formulate, implement and enforce, in collaboration with the Safety and
Health Officer/Senior Safety and Health Officer, safety standards in all installations
and maintenance works.
Procurement and Supply Officer (New Grade)

2.17
The Management of the AMB has apprised the Bureau that the Procurement and
Supply Section of the AMB is presently staffed with two officers who are assigned
the duties of Assistant Procurement and Supply Officer and who are taking
responsibility of the procurement activities. Given that this arrangement is not in
conformity with the principles of good governance/requirements of the Procurement
Act, as also observed by the National Audit Office, Management has requested a
level of Procurement and Supply Officer to assume these responsibilities and avoid
unwarranted Legal/Statutory disputes. The Bureau is agreeable to the proposal.
Recommendation 3
2.18
We recommend the creation of the grade of Procurement and Supply Officer

on the establishment of the Agricultural Marketing Board. Appointment,
thereto, should be made by selection from among holders of a Cambridge
Higher School Certificate with a pass at Principal Level in Mathematics or
Accounts and a Certificate in Purchasing and Supply Management from a
recognised institution.
~ 23 ~
Pay Review 2016
2.19
Incumbent would be in charge of the Procurement Section and its day-to-day

Management, and would, among others, be required to implement appropriate
practices for the procurement of goods for resale for the AMB; ensure that
personnel posted in the Procurement Section are adequately informed of and
comply with all the existing rules and regulations of procurement laws; supervise the
safekeeping of all non-controlled products procured by the AMB and ensure prompt
record keeping thereof; advise Management on all spheres of procurement and
ensure the use of appropriate bidding documents at all times; head and advise on
any assignment related to purchasing, supply and consumables management;
attend queries from suppliers; and maintain and update AMBs suppliers list.
Operations Worker (New Grade)

2.20
At present, employees in the grades of General Worker and Handy Worker (Special
Class) of the AMB, are called upon to work in retail outlets and market fairs across
the island and are required to ensure safecustody of the cash collection during the
day, until same is collected by another employee for remittance at the AMB.
2.21
In view of the recurrent nature of such activities in retail outlets, the moreso that
General Workers and Handy Workers (Special Class) are not qualified to ensure
cash transactions, the Management of the AMB has requested for the creation of a
dedicated grade to assume such functions. We concur with the proposal of the
AMB and are recommending, likewise.
Recommendation 4
2.22
We recommend the creation of the grade of Operations Worker on the

establishment of the Agricultural Marketing Board. Appointment, thereto,
should be made by selection from General Workers and Handy Workers
(Special Class) (Personal) of the AMB, reckoning at least 15 years service.
2.23
Incumbent would, among others, be required to remove, load, transport and stack
materials; effect general cleaning works, including indoor and outdoor premises;
weigh and pack produce; act as helper in delivery vans and retail outlets; effect
cash transactions as and when required in market fairs and retail outlets; ensure
safe custody of cash collected until submission to any authorised officer; and
ensure appropriate vigilance in the sales of produce and ensure safekeeping of
produce under his custody in market fairs/retail outlets.
Abolition of Grades
Head, Lay Services
2.24
It was submitted that the officer in post as Head, Lay Services has already retired
from the service at the AMB on Voluntary Retirement Scheme and that the services
of the grade would no longer be required. We are, therefore, recommending
accordingly.
Pay Review 2016
~ 24 ~
Recommendation 5
2.25
We recommend that the grade of Head, Lay Services on the establishment of

the Agricultural Marketing Board be abolished.
Gatekeeper
2.26
The Management of the AMB has submitted that, at present, there is only one
employee in post as Gatekeeper and that the others have proceeded on voluntary
retirement. In view of the fact that the duties devolving upon incumbent have been
contracted out, there would no longer be any need to maintain the grade of
Gatekeeper at the AMB.
Recommendation 6
2.27
We recommend that the grade of Gatekeeper on the establishment of the

Agricultural Marketing Board be made evanescent and abolished on vacancy.
We are providing for a personal salary for the incumbent in post as at
31 December 2015.
Forklift Driver
2.28
Both Union Members and the Management of the AMB have represented that the
requirement of at least 10 years experience in the grade of Driver be waived from
the scheme of service of the grade of Forklift Driver in view of the fact that the AMB
is having difficulty to fill the post, the moreso that several employees of the AMB
possess a Forklift Drivers licence but do not reckon the 10 years experience as
Driver. The Bureau has agreed to the proposal and is bringing corrective
measures.
Recommendation 7
2.29
We recommend that the scheme of service for the grade of Forklift Driver on
the establishment of the AMB be amended such that, in future, appointment to
the grade would henceforth, be made by selection from among employees of
the AMB holding a substantive appointment and possessing a valid driving
licence for Forklifts; have a good eyesight; and are able to read and write
English.

Recommendation 9
2.30
We recommend that incumbents in the grade of Human Resource

Officer/Senior Human Resource Officer possessing a Diploma in Human
Resource Management or a Diploma with Human Resource Management as a
major component from a recognised institution or an equivalent qualification
should be allowed to move incrementally in the master salary scale up to
salary point Rs 42325 provided that they :
~ 25 ~
Pay Review 2016
(i)
(ii)

preceding year; and
(iii)
are not under report..
02.

SALARY SCHEDULE
AMB 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
AMB 2
Rs 11450 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19200
Assistant Handy Worker (Skilled) (Personal)
Handy Worker (Special Class) (Personal)
AMB 3
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Office and Weighbridge Attendant
Operations Worker (New Grade)
AMB 4
Rs 11450 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21000
Gatekeeper (Personal to employee in post as at 31.12.15)
AMB 5
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver/Messenger
AMB 6
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 23975
Handy Worker (Skilled)
AMB 7
Rs 13270 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 24750
Forklift Driver
AMB 8
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
Pay Review 2016
~ 26 ~
02.
AMB 9
AGRICULTURAL MARKETING BOARD (Contd)
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 27075
Weighbridge Operator
AMB 10
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerical Officer/Higher Clerical Officer
AMB 11
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 31725
Technical Operator
AMB 12
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 32500
Computer Support Officer
AMB 13
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Accounts Clerk
Assistant Procurement and Supply Officer
Cashier
Head, Registry
AMB 14
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 37125 x 1225 38350
Operations Officer
AMB 15
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
AMB 16
Rs 21000 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
38350
Head Technical Operator
AMB 17
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

AMB 18
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800
~ 27 ~
Pay Review 2016
02.
AMB 19
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 40800 x 1525 42325
Senior Operations Officer
AMB 20
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800 x 1525 42325
AMB 21
Rs 21950 x 625 23200 x 775 32500 x 925 37125 x 1225 40800 x

1525 45375
AMB 22
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
IT Officer
AMB 23
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
AMB 24
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Internal Auditor (Qualified)
AMB 25
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Electrical Engineer (New Grade)
AMB 26
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
formerly Accountant
AMB 27
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950 x 1850 66650
Head Operations Officer
Seeds Officer
Trade and Marketing Officer
AMB 28
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850 66650

Technical Manager (Engineering)
formerly Engineer/Senior Engineer
Pay Review 2016
~ 28 ~
02.
AMB 29
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000 92000

Assistant General Manager
AMB 30
Rs 110000
General Manager
~ 29 ~
Pay Review 2016
Pay Review 2016
~ 30 ~
Ministry of Environment, Sustainable Development, Disaster & Beach Management
03.
Beach Authority
BEACH AUTHORITY
3.1
In accordance with the Beach Authority Act 2002, the Beach Authority (BA) is a
corporate body which operates under the aegis of the Ministry of Environment,
Sustainable Development, Disaster and Beach Management. The objectives of
the BA are to ensure an integrated approach in the proper control and
management of public beaches both in Mauritius and Rodrigues.
3.2
The BA aims at a better democratisation of access to public beaches and makes

provisions for the appropriate infrastructures and facilities for the benefit of the
public. There are currently 111 and 12 proclaimed public beaches in Mauritius and
Rodrigues respectively.
3.3
A General Manager is presently responsible for the control and management of the
day-to-day activities of the BA. He is supported by staff from the Administrative
Unit and Project Management/Technical Unit.
3.4
For this review, the Union has made representations to create new grades in the
technical and non-technical cadres and also to upgrade certain existing ones.
Management of BA has made submissions regarding creation of additional
levels and restyling of a few grades. In view of the growing importance of beach
management at the level of the parent Ministry, the Bureau considers that the
existing organisation structure of the BA should be further strengthened to
enhance service delivery and we are, to this effect, making the necessary
provisions.
formerly Administrative Secretary
3.5
Management of BA has submitted to restyle the grade of Administrative

Secretary to a more appropriate appellation. Given the nature of work,
complexity of duties and responsibilities devolving upon the Administrative
Secretary, we are restyling the grade to reflect the level at which the incumbent
is operating.
Recommendation 1
3.6
We recommend that the grade of Administrative Secretary be restyled

Administrative Manager.

3.7
The Finance Section is at present headed by the Accounts Officer and

supported by a Clerk/Word Processing Operator.
With the continuous
expansion of the activities of the BA, there is consequential increase in
responsibility for the Accounts Officer. Management of BA has requested for the
~ 31 ~
Pay Review 2016
Beach Authority
creation of a professional level to take charge of the Finance Section. After

analysing the proposal, the Bureau considers that, at this stage, a new grade of
Accounting Technician would be adequate.
Recommendation 2
3.8
We recommend the creation of a grade of Accounting Technician.

Appointment to the grade should be by selection from among candidates
possessing passes in Papers F1, F2 and F3 of the ACCA Fundamentals
(Knowledge) and any four papers of ACCA Fundamentals (Skills) or
possess an equivalent qualification acceptable to the Board; and
reckoning four years post qualification experience in accounting duties.
3.9
We also recommend that candidates should proceed beyond the QB in the

salary scale only after obtaining the full ACCA Fundamentals.
3.10
Incumbent would be required, inter alia, to assist in the formulation of financial

procedures and policies; prepare annual financial statements or reports of the
BA; process payroll and arrange for payments of salaries and deductions; and
verify transactions through e-banking facilities offered by Banks.
Senior Beach Works Inspector (New Grade)

3.11
Representations have been received from the Union to create a grade of Senior
Beach Works Inspector to supervise officers in the grade of Beach Works
Inspector. On the other hand, Management has proposed to restyle the grade
of Beach Works Inspector to Beach Works Inspector/ Senior Beach Works
Inspector. The Bureau is of the view that there is need for an additional level, to
supervise and coordinate the work of Beach Works Inspectors.
Recommendation 3
3.12
We recommend the creation of a grade of Senior Beach Works Inspector.

experience and merit, of officers in the grade of Beach Works Inspector
reckoning at least three years service in a substantive capacity in the
grade.
3.13
Incumbent would be required, among others, to supervise and coordinate the

work of Beach Works Inspectors and other staff working under his responsibility;
monitor progress of work in respect of the Authoritys projects and take follow-up
action; prepare/interpret plans and project write-up in respect of projects
including construction of toilets blocks on public beaches followed by
implementation of the projects and supervision of the works; and carry out
landscaping projects on public beaches.
Pay Review 2016
~ 32 ~
Beach Authority
Human Resource Officer/Senior Human Resource Officer (New Grade)

3.14
Matters related to Human Resources (HR) are presently supervised by the

Administrative Secretary. A recent report on the Corruption Prevention Review
by Independent Commission Against Corruption recommends the setting up of a
separate HR Section from the Administration Section of the BA. Given that the
BA has been gradually resourced since its creation and that HR issues have
considerably increased, the creation of a grade to deal with HR matters is
justified. We are, therefore, providing for a grade of Human Resource
Officer/Senior Human Resource Officer on the establishment of the BA.
Recommendation 4
3.15
We recommend the creation of the grade of Human Resource Officer/

Senior Human Resource Officer. Appointment thereto, should be made by
selection from among serving officers of the BA in the grades of Higher
Executive Officer and Executive Officer with four years service
possessing a Diploma in Human Research Management or any equivalent
qualification acceptable to the Authority.
3.16
We further recommend that officers in the grade of Human Resource

Resource Management or a Diploma in Human Resource Management as a
major component or an equivalent qualification should be allowed to move
that they:
3.17
(i)
(ii)

preceding year; and
(iii)
Incumbent would be required, among others, to ensure the smooth functioning

of the Human Resource Section of the organisation; provide advice on all
human resource policies and related issues; draft and process schemes of
service and revisiting existing ones to meet the organisation needs; and
supervise and provide guidance to subordinate staff.
IT Support Officer (New Grade)

3.18
In view of the growing use of information technology (IT), Management has

requested to provide for a grade to ensure proper functioning of the IT system
for the Licensing, Procurement, Registry and Complaints Units. With the
modernisation and development taking place in the IT field, the Bureau
~ 33 ~
Pay Review 2016
Beach Authority
considers that the BA should be provided with a grade to develop its IT system
and thus enable the organisation to provide improved service delivery.
Recommendation 5
3.19
We recommend the creation of a grade of IT Support Officer. Appointment

to the grade should be made by selection from candidates possessing a
Diploma in Information and Communication Technology or any equivalent
qualification acceptable to the Authority.
3.20
Incumbent would be required, among others, to implement support and maintain

the IT system at the BA; develop small computer programmes for end-users;
implement security measures to safeguard IT systems from threats; ensure
compliance with ICT standards, guidelines and methodologies; and be
responsible for the updating and maintenance of the website of the BA.

3.21
The Union has requested to upgrade the Assistant Procurement and Supply
Officer as the latter is performing additional duties and shouldering higher
responsibilities. Management was also agreeable to the Unions proposal. After
analysing the representation, it is considered more appropriate to create a
supervisory level to shoulder higher responsibilities. We are, therefore,
providing for a grade of Procurement and Supply Officer.
Recommendation 6
3.22
We recommend the creation of a grade of Procurement and Supply Officer.

experience and merit, of officers in the grade of Assistant Procurement
and Supply Officer reckoning at least two years service in a substantive
3.23
The Procurement and Supply Officer would be required, inter alia, to organise
and manage the procurement and supply activities of the Authority; be
responsible for procurement and supply storekeeping and stock control duties;
prepare reports on procurement activities and maintain contract agreements;
carry out test checks and report on discrepancy; keep and update store records;
and receive materials into stores and ensure that they comply with requisition
orders and are in good conditions.
Field Supervisor (New Grade)

3.24
At present, General Workers of the BA report to another General Worker who is

in charge of the site against the payment of an allowance. Management of the
BA has made a temporary administrative arrangement but the need for a
Pay Review 2016
~ 34 ~
Beach Authority
supervisory level is warranted so as to coordinate the work of the General

Workers and to subsequently report to the Beach Works Inspectors.
Recommendation 7
3.25
We recommend the creation of a grade of Field Supervisor. The grade

should be filled by promotion, on the basis of experience and merit, of
officers in the grade of General Worker possessing the Certificate of
Primary Education, reckoning five years service, and having the ability to
write simple English/French and to do simple arithmetical work.
3.26
Incumbent would report to the Beach Works Inspector and would, among others,
be required to distribute work among the workers under his supervision and
maintain discipline; supervise and ensure that the work is properly performed;
record attendance of workers in attendance books; make simple measurements;
and keep simple records of the work effected.
03.
BEACH AUTHORITY
SALARY SCHEDULE
BA 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
BA 2
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Office Attendant
BA 3
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver
BA 4
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200
Field Supervisor (New Grade)
BA 5
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 23975
BA 6
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
~ 35 ~
Pay Review 2016
03.
BA 7
Beach Authority
BEACH AUTHORITY (Contd)
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
BA 8
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
31.12.15)
BA 9
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
BA 10 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
BA 11
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 35275
BA 12
Rs 21475 x 475 21950 x 625 23200 x 775 32500 x 925 36200
Beach Works Inspector

BA 13
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 37125
Beach Enforcement Officer
BA 14
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
BA 15
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

Accounts Officer
Higher Executive Officer
BA 16
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800
Pay Review 2016
~ 36 ~
03.
BA 17
Beach Authority
BEACH AUTHORITY (Contd)
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800 x 1525 42325
BA 18
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 42325
Senior Beach Works Inspector (New Grade)

BA 19
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 43850

Senior Beach Enforcement Officer
BA 20
Rs 21950 x 625 23200 x 775 32500 x 925 36200 QB 37125 x 1225

40800 x 1525 45375
BA 21
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
BA 22
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850 66650

Technical Manager
BA 23
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000 86000

Deputy General Manager
BA 24
Rs 101000
General Manager
~ 37 ~
Pay Review 2016
Pay Review 2016
~ 38 ~
Beach Authority
04.
Bus Industry Employees Welfare Fund
4.1
Act No.36 of 2002 provides for the establishment of the Bus Industry Employees
Welfare Fund (BIEWF) which, at present operates under the aegis of the Ministry of
Public Infrastructure, and Land Transport.
4.2
The Fund, being responsible for the promotion of the social and economic welfare
of the employees of the bus industry and their families, aims to be one of the most
prominent welfare service provider, serving every employee of the bus industry in
Mauritius and in making a difference in the employees welfare.
4.3
The mission of the BIEWF is to be a welfare institution, which, in response to the

diverse needs of employees of the bus industry, provides facilities guided by
integrity, excellence, social justice, quality and fairness; and participates in the
social and economic development through its welfare programme by utilising its
resources and capacities for the upliftment of the disadvantaged.
4.4
The BIEWF is managed by a Board of Directors and headed by an Administrative

Manager who is responsible for the day-to-day administration and management of
the Fund.
4.5
In this review exercise, we are maintaining the current organisation structure.

04.

SALARY SCHEDULE
BIEWF 1 :
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17050
Handy Worker
BIEWF 2 :
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Office Attendant
BIEWF 3 :
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
Receptionist/Word Processing Operator
BIEWF 4 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
~ 39 ~
Pay Review 2016
04.
BIEWF 5 :
Bus Industry Employees Welfare Fund
BUS INDUSTRY EMPLOYEES WELFARE FUND (Contd)

Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
BIEWF 6 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Accounts Clerk
BIEWF 7 :
Rs 21950 x 625 23200 x 775 32500 x 925 37125 x 1225 39575

Office Management Assistant (New Grade)
BIEWF 8 :
Rs 21950 x 625 23200 x 775 32500 x 925 37125 x 1225 40800 x

1525 45375
BIEWF 9 :
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
BIEWF 10 :
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Pay Review 2016
~ 40 ~
VPM, Ministry of Energy and Public Utilities
05.
5.1
Set up under the Central Water Authority (CWA) Act No. 20 of 1971, the CWA
operates as a body corporate under the aegis of the Ministry of Energy and Public
Utilities. Its core business activity is the provision of safe drinking water to the
Mauritian population, Government Bodies and business enterprises, which in all,
make up the 351328 registered subscribers.
5.2
With a mission of securing and providing a sustainable water supply service of

appropriate quality at an affordable price which meets the growing needs of the
people and to support the economic development of the country, the CWA
envisions to be the leader in providing an uninterrupted round the clock service of
world-class standard throughout the year to the entire population of Mauritius.
5.3
In its Programme 2015-2019, the Government is committed to addressing on a

priority basis, the long standing problem of water supply in the country. Water
resources will be mobilised and infrastructure including pipes renewed or replaced
to reduce water loss and ensure year round water supply. Also, new projects for
construction of dams along rivers and further development of ground water to
mobilise additional water resources will be considered.
5.4
The Authority is managed by a Board and headed by a General Manager, who is

responsible for the day-to-day administration of the organisation and
implementation of the Boards decision. The organisational set up of the CWA
comprises two main divisions namely the Administration Division and the Technical
Division, each under the responsibility of a Deputy General Manager. Officers in the
professional, technical and other occupational cadres assist in attaining the overall
objectives of the organisation.
5.5
In the context of this review exercise, representations have been made for the
creation of grades, restyling and upgrading of existing ones, placing some other
grades on the roster system of work and merging a few ones to meet the
operational requirements. The Bureau has carefully examined each submission and
we are making the appropriate recommendations.
Administrative Assistant (New Grade)
5.6
The Management of the CWA has submitted that the workload in the Administrative
Division is increasing on account of new legislations, regulatory changes,
compliance issues, insurance and legal matters, event organisation and other
facilities, amongst others. Given the nature of work and the complexity of duties and
responsibilities devolving upon the Administrative Secretary, we are restyling the
grade to a more appropriate job appellation to reflect the level at which the
~ 41 ~
Pay Review 2016
incumbent is operating and also providing for a grade of Administrative Assistant to

provide support in the Division.
Recommendation 1
5.7
5.8
We recommend:
(i)
that the grade of Administrative Secretary be restyled Administrative

Manager; and
(ii)
the creation of the grade of Administrative Assistant on the

establishment of the CWA. Appointment thereto, should be made by
selection from among candidates possessing a Diploma in
Administration or Facility Management or Management from a
recognised institution and reckoning at least three years experience.
Incumbent would be required, inter alia, to assist the Administrative Manager

formerly Administrative Secretary in discharging his responsibilities; deal with
matters relating to bids, provision of office accommodation, furniture, furniture
equipment, leasing of buildings/offices; liaise with insurance companies and followup claims; assist in the preparation/coordination/publication of Annual Report in line
with Statutory Requirements; and act as Secretary to Board and Board Committees
in the absence of the Administrative Manager formerly Administrative Secretary.
Chief Fraud Detection Officer (New Grade)

5.9
In view of the important activities of the Anti Fraud Unit which are geared towards
the reduction of Non Revenue Water and maximisation of revenue, Management
has submitted that there is need to reinforce its structure through the appointment of
a qualified person to manage and control its daily operations. Given that the scope
and duties of the Anti Fraud Unit have increased considerably, we are agreeable to
the request.
Recommendation 2
5.10
We recommend the creation of the grade of Chief Fraud Detection Officer on

the establishment of the CWA. Appointment thereto, should be made by
selection from among officers in the grade of Superintendent, Anti Fraud Unit
possessing a Degree in Law or Law/Legal Studies and Management or
Accounting/Finance with Law or Accounting with Finance or Management.
5.11
Incumbent would, among others, be required to: be responsible for the efficient
organisation of the Anti Fraud Unit; conduct investigation to reduce Non Revenue
Water and on morcellement and development to ascertain that all financial
contribution and other fees have been properly computed and paid; assist the
Attorney and Counsel in complex court cases for the recovery of water debts; be
responsible for the conduct of civil and criminal proceedings; and to represent the
CWA in Court and other Legal Institutions.
Pay Review 2016
~ 42 ~
IT Technician (New Grade)

5.12
The CWA has approximately 15 remote sites which are equipped with IT
infrastructures (computers, printers, biometric devices and networking equipment).
The headquarters host around 300 such devices and up to 400 interventions are
performed island-wide on a monthly basis. Management has submitted that with
the rapid change in technology and new types of devices being used (laptops,
android devices, tablets etc), there is need to have a dedicated grade whereby
incumbent would act as the first line of support to assist users with IT related issues
and to which the Bureau subscribes.
Recommendation 3
5.13
We recommend the creation of the grade of IT Technician on the

establishment of the CWA. Appointment thereto, should be made by
selection from among candidates possessing a Diploma in Information
Technology or Computer Science or an equivalent qualification acceptable to
the Board and reckoning at least two years post qualification experience in
the field of IT.
5.14
The IT Technician would, among others, be required to work under the supervision
of the IT Analyst and Senior IT Analyst; install, configure and upgrade client
operating systems and software using standard business and administrative
packages; act as technical resource in assisting users to resolve problems with
equipment and data; troubleshoot problems with computer systems, including
troubleshooting hardware and software, internets e-mail, network and peripheral
equipment problems; and make repairs and corrections where required.
Senior Technical Assistant (Electrical) (New Grade)

Senior Technical Assistant (Mechanical) (New Grade)
5.15
There are, at present, 78 Technical Assistants posted in the different divisions/

sections of the organisation and they report to their respective heads. With a view to
enhancing the operational efficiency in terms of organisation and supervision of
work, both the Management and the Union have requested for the creation of the
grade of Senior Technical Assistant to take charge of the technical staff and monitor
their work. We have examined the submissions and are agreeable for the creation
of the grade of Senior Technical Assistant.
Recommendation 4
5.16
We recommend the creation of the grades of Senior Technical Assistant

(Electrical) and Senior Technical Assistant (Mechanical), respectively on the
establishment of the CWA. Appointment thereto, should be by promotion, on
the basis of experience and merit, of officers in the grades of Technical
Assistant (Electrical) and Technical Assistant (Mechanical) respectively
~ 43 ~
Pay Review 2016
reckoning at least four years experience in a substantive capacity in the

respective grade.
5.17
Incumbent would be required, among others, to supervise/oversee the works being

carried out by Technical Assistants on sites and assign to them any additional work
as may be required; carry out administrative duties such as preparation and
submission of time/wage sheets, keeping of record books, monitoring of daily
attendance in the absence of the Technical Officer/Senior Technical Officer; be
responsible for the daily execution of work as planned by Technical Officer/Senior
Technical Officer; and maintain adequate stock of required materials and spares for
the smooth running of the section.
Quality Assurance Manager

5.18
Management has submitted that there is need for a grade of Quality Assurance
Manager to ensure that products meet quality standards. He would also be
responsible for planning, directing and coordinating quality assurance programs and
formulating quality control policies.
5.19
The Bureau has studied the request and has found that there would not be full time
job for such a grade and it would be a dead-end post with no possibility of career
movement. Consequently, the creation of such a grade is not justified. However,
we are addressing the issue by providing for a designated position and are
Recommendation 5
5.20
We recommend that officers in the grade of Technical Officer/Senior

Technical Officer (Laboratory) formerly Technical Officer (Laboratory) should
be designated on a rotational basis to perform duties related to quality
assurance.
5.21
We further recommend that the designated officer should be granted a

Grades on Roster
5.22
At present, there are the grades of Inspector, Assistant Inspector, Operative and
General Worker on the establishment of the CWA. With a view to providing a quality
service to valuable customers on a 24/7 basis at national level, Management has
submitted that the above grades in the Operations Division be placed on roster. As
this new pattern of work will enhance service delivery, we subscribe to the
submission.
Pay Review 2016
~ 44 ~
Recommendation 6
5.23
We recommend the creation of the grades of Assistant Inspector (Roster

day and night), Inspector (Roster day and night), Operative (Roster day
and night) and General Worker (Roster day and night) on the establishment
of the Central Water Authority.
5.24
We also recommend that incumbents in the grades of Assistant Inspector,

Inspector, Operative and General Worker should be given the option to join
the new grades of Assistant Inspector (Roster day and night), Inspector
(Roster day and night), Operative (Roster day and night) and General
Worker (Roster day and night) and, on joining the respective grade, be
granted two additional increments at the point reached in their respective
salary scale, subject to the top salary of the grades.
5.25
We further recommend that the grades of Assistant Inspector, Operative and

General Worker be made evanescent. We have provided personal salaries for
officers in post as at 31.12.15 in these grades.

5.26
retention problems in the field of Engineering which was considered as scarcity
areas.
5.27
We have observed that the market situation/condition has improved and there are
many qualified people who are available to work in this sector. We are, however,
maintaining the payment of the SPRA to eligible officers in post as at 31 December
2015 up to 31 December 2016.
Recommendation 7
5.28
We recommend that officers in the Engineering cadre of the CWA eligible for
the payment of Special Professional Retention Allowance (SPRA) as at
31 December 2015 should continue to be paid same up to 31 December 2016
as specified in the following table:
Salary
SPRA% of
Monthly Salary
Rs 29400 up to Rs 62950 and reckoning at least 10 years

service in their respective grade
10
12.5
~ 45 ~
Pay Review 2016
5.29
We further recommend that those officers who:

(i)
approval of the Board (Table II at Chapter 15 of Volume 1) should refund
the totality of the Special Professional Retention Allowance paid to
them; and
(ii)
without the approval of the Board or thereafter, should refund only that
part of the Special Professional Retention Allowance which they would
have earned under this scheme after reaching the age at which they may
retire without the approval of the Board.
5.30
However, provision made at (i) and (ii) above, should not apply to officers
5.31
All officers in the Engineering field who are eligible for the payment of the

5.32
Night Duty Allowance is normally paid to officers who effectively work on night shift.
We are, in this Report, extending the payment of this allowance to officers of the
CWA who effectively work on night shift.
Recommendation 8
5.33
We recommend that officers on the establishment of the CWA, who effectively

work on night shift, should be paid a Night Duty Allowance equivalent to 25%
of the normal rate per hour for the hours between 2300 hours and 0500 hours
Special Allowance
Recommendation 9
5.34
We recommend that incumbents in the grades listed below who are regularly
exposed to foul odour and raw sewage should, with effect from 01 January
2016 and up to the next Overall Review on Pay and Grading Structures and
Conditions of Service in the Public Sector, be paid a special monthly
Pay Review 2016
~ 46 ~
allowance equivalent to two increments at the salary point reached in their

respective salary scale:
Technical Officer
Allowance to officers of the Engineering cadre at the operations Division
5.35
The Operation Division carries out the core activity of the Authority which is the
treatment and distribution of potable water throughout Mauritius. Presently, this
division employs some 600 personnel and manages a recurrent budget of Rs 450
million. Management has submitted that during the last two decades, the
responsibility of Engineers in the Operation Division has further increased with the
gradual outsourcing of key activities where there is need for more input from officers
of the Engineering cadre. In addition, the CWA provides and maintains a 24-hour
service and Operation Engineers are often solicited at any time of the day and night
and during weekends and public holidays to attend to complaints and other
emergencies.
5.36
Management has also highlighted that during the last seven years, about 20
Professional Engineers who have acquired useful experience in hydraulics and the
water sector have left the Authority. To this end, request has been made to provide
an allowance to compensate as well as retain these officers. The Bureau has duly
examined the issue and is of the view that, given the national importance of this
sector, there is need to motivate and compensate them appropriately which in turn
would enhance service delivery to the citizens. Hence, we are recommending
accordingly.
Recommendation 10
5.37
We recommend that officers of the Engineering cadre at the Operation

Division of the CWA who are regularly called upon to perform duties after
normal working hours should be paid a special monthly allowance equivalent
to two increments at the salary point reached in the master salary scale,
subject to satisfactory performance and upon recommendation of the
Responsible/Supervising Officer.
~ 47 ~
Pay Review 2016
05.

SALARY SCHEDULE
CWA 1
Rs 13270 x 260 13790

Trainee Meter Reader
CWA 2
Rs 14325 x 275 14600

CWA 3
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker (Personal)
CWA 4
Rs 8200 x 205 8820 x 230 10200 x 250 11450 x 260 14050 x 275
15150 x 300 15750 x 325 17700 x 375 18075
General Worker (Roster day and night)
CWA 5
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 18450
Handy Worker
CWA 6
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 18825
Assistant Tradesman (Personal)
CWA 7
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 19200
Stores Attendant
CWA 8
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575
Security Guard
CWA 9
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Assistant Treatment Plant Operator (Shift) (Personal)
Office Attendant
Pneumatic Hammer Operator (Personal)
CWA 10 :
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Pay Review 2016
~ 48 ~
05
CWA 11 :
CENTRAL WATER AUTHORITY (Contd)
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver
CWA 12 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200
Field Supervisor (Personal)
CWA 13 :
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 23975
Tradesman (Blacksmith, Mechanic, Mason, Plumber and Pipe Fitter,
Carpenter, Electrician, Painter, Water Meter Repairer)
CWA 14 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 23975
Senior/Head Office Attendant
CWA 15 :
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 24750
Treatment Plant Operator (Shift) (Personal)
CWA 16 :
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
CWA 17 :
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 25525
Heavy Vehicle Driver
CWA 18 :
Rs 24750 x 775 26300

Trainee Engineer
CWA 19 :
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 27075
CWA 20 :
Rs 17700 x 375 19575 x 475 21950 x 625 23200 x 775 27075

Operative (Personal)
~ 49 ~
Pay Review 2016
05
CWA 21 :
Rs 17050 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
28625
CWA 22 :
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 28625

Operative (Roster day & night)
CWA 23 :
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
CWA 24 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Call Centre Operator
CWA 25 :
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 30175

Chief Tradesman (Personal)
Senior Operative
CWA 26 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30950
Cashier
CWA 27 :
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30950
Surveying Assistant
CWA 28 :
Rs 18075 x 375 19575 x 475 21950 x 625 23200 x 775 30950

CWA 29 :
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 31725
Technical Assistant (Electrical) (Shift)
Technical Assistant (Electronic) (Shift)
Technical Assistant (Mechanical) (Shift)
CWA 30 :
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 31725
Assistant Inspector (Personal)
Data Processing Controller
Meter Reader
Pay Review 2016
~ 50 ~
05
CWA 31 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
31725
Assistant Documentation Officer
CWA 32 :
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
CWA 33 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Assistant Fraud Detection Officer
Call Centre Assistant Supervisor
Executive Officer (Personal)
CWA 34 :
Rs 15150 x 300 15750 x 325 17700 x 375 19575 x 475 21950 x 625
23200 x 775 32500 x 925 33425
Assistant Inspector (Roster day and night)
CWA 35 :
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
34350
Data Control Supervisor
CWA 36 :
Rs 20525 x 475 21950 x 625 23200 x 775 32500 x 925 34350

Office Supervisor
CWA 37 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 35275
CWA 38 :
Rs 22575 x 625 23200 x 775 32500 x 925 35275

Senior Technical Assistant (Electrical) (New Grade)
Senior Technical Assistant (Mechanical) (New Grade)
CWA 39 :
Rs 21475 x 475 21950 x 625 23200 x 775 32500 x 925 36200

Documentation Officer
Inspector
Senior Meter Reader
~ 51 ~
Pay Review 2016
05
CWA 40 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 37125 x 1225 38350
Internal Control Officer (Future Holder)
CWA 41 :
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
CWA 42 :
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

Accounts Officer
Call Centre Supervisor
Fraud Detection Officer
Inspector (Roster day and night)
Internal Control Officer (Personal)
Procurement and Supply Officer
Senior Cashier
CWA 43 :
Rs 21950 x 625 23200 x 775 32500 x 925 37125 x 1225 39575

CWA 44 :
Rs 23975 x 775 32500 x 925 37125 x 1225 39575

Meter Reading Supervisor
CWA 45 :
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
Administrative Assistant (New Grade)
Computer Programmer
CWA 46 :
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 42325

Senior Inspector
CWA 47 :
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 43850

Senior Accounts Officer
Superintendent, Anti Fraud Unit
Pay Review 2016
~ 52 ~
05
CWA 48 :
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 45375

Senior Technical Design Officer (Cartography Survey)
CWA 49 :
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 48425
Technical Officer
Technical Officer/Senior Technical Officer (Laboratory)
formerly Technical Officer (Laboratory)
CWA 50 :
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 48425

Treatment Plant Superintendent
CWA 51 :
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525 48425

Chief Works Officer
Emergency Cell Coordinator
CWA 52 :
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

Senior Technical Design Officer (Cartography Survey) (Personal)
CWA 53 :
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 51575
Superintendent, Purchasing and Supply
CWA 54 :
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Communication/Public Relations Officer
Economist/Analyst
Surveyor
CWA 55 :
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
IT Analyst
CWA 56 :
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
CWA 57 :
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
~ 53 ~
Pay Review 2016
05
CWA 58 :
Rs 36200 x 925 37125 x 1225 40800 x 1525 49950 x 1625 56450

CWA 59 :
Rs 38350 x 1225 40800 x 1525 49950 x 1625 56450

Chief Fraud Detection Officer (New Grade)
CWA 60 :
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
formerly Accountant
CWA 61 :
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
Executive Engineer/Senior Executive Engineer
formerly Senior Engineer
Executive Engineer
Executive Engineer/Senior Executive Engineer (Electrical)
formerly Executive Engineer (Electrical)
formerly Mechanical Engineer
CWA 62 :
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Chief Internal Auditor
Deputy Manager Commercial Services
Senior IT Analyst
Senior Surveyor
CWA 63 :
Rs 39575 x 1225 40800 x 1525 49950 x 1625 62950

HR Manager
CWA 64 :
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950 70450

IT Manager
Manager, Commercial Services
Principal Engineer
Principal Engineer (Mechanical and Electrical)
CWA 65 :
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000 83000

Chief Financial Officer
Pay Review 2016
~ 54 ~
05
CWA 66 :
Rs 66650 x 1850 68500 x 1950 74350 x 2825 80000 x 3000 86000

Chief Engineer
CWA 67 :
Rs 89000 x 3000 95000

Deputy General Manager (Administration)
Deputy General Manager (Technical)
CWA 68 :
Rs 110000
General Manager
~ 55 ~
Pay Review 2016
Pay Review 2016
~ 56 ~
Ministry of Social Security, National Solidarity and

Reform Institutions
06.
Chagossian Welfare Fund
6.1
The Chagossian Welfare Fund Act No 21 of 1999 has replaced the Ilois Trust Fund
Act of 1982. At present, the Chagossian Welfare Fund which operates under the
umbrella of the Ministry of Social Security, National Solidarity and Reform
Institutions, provides among others, for the enhancement of the social and
economic welfare of members of the Chagossian Community in the Republic of
Mauritius.
6.2
The Fund aims, inter alia, at advancing and promoting the welfare of the members
of Chagossian Community and their descendents in Mauritius; developing
programmes and projects for the total integration of the members of Chagossian
Community and their descendants into the Republic of Mauritius; and maintaining
and managing the Chagossian Community Centres in Mauritius together with other
community facilities vested in it for the benefit of members of the Chagossian
Community and their descendents.
6.3
Since its inception, the Chagossian Welfare Fund has been administered by a
Board which manages the affairs and assets of the Fund. The Act also makes
provision for appointment of a full-time Secretary. However, given the limited scope
of work, the Ministry has so far been availing of the services of a Secretary, who is
an officer of the parent Ministry, on a part-time basis.
6.4
So far, the Secretary has been assigned the administrative duties of the Fund
including control of its staff, execution of documents on behalf of the Fund,
representing the Fund in Court matters, monitoring the implementation of projects of
the Fund and organising welfare activities for the Chagossian Community.
Allowance to perform duties of Secretary

6.5
At present, the officer assigned the duties of Secretary to the Board and assuming
the administrative responsibilities of the Chagossian Welfare Fund is paid an allinclusive monthly allowance of Rs 1980. We are reviewing the allowance.
Recommendation 1
6.6
We recommend that, in the absence of a full-time Secretary, the officer

designated to act as Secretary to the Board and assuming the administrative
responsibilities of the Chagossian Welfare Fund should be paid an allinclusive monthly allowance of Rs 2080.
Office Attendant (New Grade)

6.7
The Chagossian Welfare Fund is actually running two Community Centres, one at
Pointe aux Sables and one at Tombeau Bay, respectively for the organisation of
social welfare and economic activities for the members of Chagossian Community
~ 57 ~
Pay Review 2016
Ministry of Social Security, National Solidarity and

Reform Institutions
Chagossian Welfare Fund
in Mauritius. In the given circumstances, Management has requested for the

creation of a polyvalent grade of Office Attendant who would be responsible for
attending to the day-to-day activities organised by these centres. We are
Recommendation 2
6.8
We recommend the creation of the grade of Office Attendant on the

establishment of the Chagossian Welfare Fund. Appointment, thereto, should
be made by selection from among holders of a Cambridge School Certificate
with passes on one certificate in five subjects including English Language
with at least Grade C in any two subjects.
6.9
The incumbent would, inter alia be required to open and close offices; collect and
deposit keys from/to police stations; run official errands, including the despatch of
correspondence, forms and materials and distribution of files, documents and faxes;
usher in/guide visitors and maintain a record of such visits; clean premises and
maintain the physical environment at a good standard; ensure that all
switches/lights are turned off before leaving office; and assist in the arrangement of
furniture and equipment within office premises.
06.

SALARY SCHEDULE
CWF 1
Rs 11770 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575
Security Guard
CWF 2
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Caretaker/Gardener
Office Attendant (New Grade)
CWF 3
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Pay Review 2016
~ 58 ~
07.
Civil Service Family Protection Scheme Board
7.1
The Civil Service Family Protection Scheme Board (CSFPSB) was set up under the
Widows and Childrens Pension Scheme (Amendment) (Act No. 28 of 1993). It is a
body corporate and operates under the aegis of the Ministry of Finance and
Economic Development.
7.2
The Mission of the CSFPSB is to manage a protection scheme that enhances the
quality of life of its customers through its shared commitment to those it serves and
deliver the highest quality service and performance.
7.3
The activities of the CSFPSB are organised in three sections namely: Finance,
Control and Information Technology.
7.4
In the context of this review exercise, the main representations have been focused
on creation of grade, upgrading of qualifications requirement, alignment of salary
and restyling of post. All parties concerned have been apprised of the established
criteria set for the creation of grade and restyling of post as well as the upgrading of
qualifications requirement and the alignment of salary. We are of the view that the
organisation structure as well as the emoluments are adequate and is, therefore,
maintained. .
07.

SALARY SCHEDULE
CFP 1
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Attendant (Ex-SPI) (Personal)
Office Attendant
CFP 2
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 23975
CFP 3
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
CFP 4
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerk (Rodrigues) (Personal)
~ 59 ~
Pay Review 2016
07.
CFP 5
Civil Service Family Protection Scheme Board
CIVIL SERVICE FAMILY PROTECTION SCHEME BOARD (Contd)

Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Management Support Officer (CFB)
CFP 6
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
CFP 7
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
33425
Accounts Clerk/Senior Accounts Clerk
Accounts Clerk/Senior Accounts Clerk (Rodrigues)
CFP 8
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 35275

Systems Supervisor (CFP)
CFP 9
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
CFP 10
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

Financial Officer
CFP 11
Rs 21950 x 625 23200 x 775 32500 x 925 37125 x 1225 39575

Office Management Assistant (CFB)
CFP 12
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 43850

Senior Financial Officer
CFP 13
Rs 33425 x 925 37125 x 1225 40800 x 1525 49950 x 1625 51575

CFP 14
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Systems Administrator (CFP)
CFP 15
Rs 53200 x 1625 62950 x 1850 68500 x 1950 74350 x 2825 80000 x

3000 83000
Assistant General Manager
CFP 16
Rs 101000
General Manager
Pay Review 2016
~ 60 ~
08.
Conservatoire National de Musique Francois Mitterrand Trust Fund
CONSEVATOIRE NATIONAL DE MUSIQUE FRANCOIS

MITERRAND TRUST FUND
8.1
The Conservatoire National de Musique Franois Mitterrand Trust Fund

(Conservatoire) has as prime objective, to organise and run music courses including
courses on music technology at all levels and promote music as well as the
Mauritian Musical Heritage.
8.2
As musical heritage is of paramount importance for any nation, the Conservatoire

which is a national institution, is also actively involved in the preservation of musical
elements which form part of the Mauritian musical heritage such as music
manuscripts, publication by Mauritian Composers, old music instruments, among
others. Further, it also preserves our musical heritage through concerts and
conferences which it organises regularly with a view to promoting works by
Mauritian Artists. In the pursuance of its mission, the Conservatoire has steadily
expanded its activities over the years. Presently, it has over 2500 students enrolled
for its music courses which are dispensed in its eight branches, including the one in
Rodrigues Island.
8.3
We revisited the organisation structure of the Conservatoire in our last Report,

creating a few grades and restyling others. Its structure was further reinforced with
the creation of additional grades in the EOAC Report.
8.4
The Director who is at the helm of the Conservatoire, is responsible for its day to
day activities and she is assisted by a complement of teaching, professional,
technical and supporting staff.
8.5
During consultation, the Director has expatiated on the importance of the

Conservatoire and its contribution in the cultural development of the country. She
considers that the existing structure is adequate for the organisation to function
efficiently to which we agree. The present organisation set up is, therefore, being
maintained. We are, however, reviewing the mode of remuneration of Part Time
Teachers.
Music Tutors
8.6
At present, Music Tutors are allowed to proceed incrementally in the Master Salary
Scale up to salary point Rs 58775 subject to certain conditions. We are maintaining
this recommendation and revising the salary point.
Recommendation 1
8.7
We recommend that Music Tutors be allowed to proceed incrementally up to

salary point Rs 62950 in the Master Salary Scale through the grant of one
increment every year provided they have:
(i)
drawn the top salary for a year; and

~ 61 ~
Pay Review 2016
(ii)

preceding year and are not under report.
Part Time Music Teachers

8.8
The Part Time Music Teachers, employed by the Conservatoire are presently
remunerated on the basis of their qualification and number of hours put in as
follows:
Teachers holding Diploma in Music or a higher qualification
Rs 350/hr
Teachers holding a qualification lower than a Diploma in Music
Rs 285/hr
8.9
In addition, these Teachers are refunded travelling by bus and are entitled to 1/12 of
their annual earnings as End of Year Bonus.
8.10
In the past remuneration of the part-time Music Teachers was based on their
qualifications. Taking into consideration the qualification required to teach at these
levels and the salary scales provided for the relevant grades, it is observed that the
mode of remuneration is not appropriate. Even at Tertiary institutions, the
remuneration of resource persons is based on the level taught and not on the profile
of the Resource Person. We are, therefore, making appropriate amendments.
8.11
We are also conscious of the fact that certain courses may be running right now and
Resource Persons have already embarked on a sort of undertaking. With a view
not to penalise them we are taking the necessary measures.
Recommendation 2
8.12
8.13
We recommend that for future intakes:

(i)
Teachers teaching level 1 should be remunerated at the rate of

Rs 155/hr;
(ii)
Teachers teaching level 2 and 3 should be remunerated at the rate of

Rs 220/hr.
We also recommend that for the present courses being run, Teachers should
continue to draw on a personal basis the rate in force i.e.:
Teachers holding a Diploma in Music or a higher qualification
Rs 350/hr
Teachers holding a qualification lower than a Diploma in Music Rs 285/hr

8.14
The Bureau further recommends that the part-time Teachers should continue
to be entitled for refund of travelling by bus and an End-of-Year Bonus
computed at the rate of 1/12 of their annual earnings.
Pay Review 2016
~ 62 ~
08.
CONSERVATOIRE NATIONAL DE MUSIQUE FRANOIS

MITTERRAND TRUST FUND
SALARY SCHEDULE
CNMTF 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
CNMTF 2
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
Caretaker
CNMTF 3
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200
CNMTF 4
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 23975
Handy Worker/Tradesman
CNMTF 5
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 30175
Library Clerk
CNMTF 6
Rs 15450 x 300 15750 x 325 17700 x 375 19575 x 475 21950 x

625 23200 x 775 31725
Technician
CNMTF 7
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
CNMTF 8
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 32500
Events Officer
CNMTF 9
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 35275 QB 36200 x 925 - 37125 x 1225 38350
Piano Accompanist
~ 63 ~
Pay Review 2016
08.
CNMTF 10
CONSERVATOIRE NATIONAL DE MUSIQUE FRANOIS

MITTERRAND TRUST FUND (Contd)
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x
775 32500 x 925 37125 x 1225 38350
Assistant Financial Officer/Financial Officer
CNMTF 11
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 37125 x 1225 38350
CNMTF 12
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

CNMTF 13
Rs 21950 x 625 23200 x 775 32500 x 925 37125 x 1225 39575

CNMTF 14
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 45375 QB 46900 x 1625 56450
Music Tutor
CNMTF 15
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Public Relations Officer
CNMTF 16
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850 66650

Head, Music Department
CNMTF 17
Rs 95000
Director
Pay Review 2016
~ 64 ~
09.
Construction Industry Development Board
9.1
The Construction Industry Development Board (CIDB) is a statutory body

established under the CIDB Act of 2008 and it operates under the aegis of the
Ministry of Public Infrastructure and Land Transport. With the growing economic
importance of the construction sector and with the upcoming of megaprojects such
as smart cities, the CIDB is being called upon to fully assume its role as regulator
and facilitator of the construction industry. In this respect, the CIDB Act has been
amended in March 2015 and the composition of the Council has been reviewed.
9.2
One of the core activities of the CIDB is the registration of both local and foreign
contractors/consultants. The Executive Director is responsible for the control and
management of the day-to-day activities at the CIDB.
9.3
Representations from Unions were mainly to compensate for additional duties

performed by a few officers and to create the grade of Management Support Officer.
The Management of CIDB has requested to demerge the grade of Manager and
also to create grades in the information technology, administrative and technical
sections. After careful examination of the submissions, the Bureau is making
appropriate recommendations to enable the CIDB to better fulfil its role in the
development of the construction industry.
Manager, Corporate Services

Manager, Technical Services
formerly Manager
9.4
It has been submitted by the Management of CIDB that the Manager of the
Corporate Services and that of the Technical Services have different roles and
responsibilities and the qualification requirements also differ. Given that the CIDB
has been encountering difficulties to recruit Managers with the recommended
profile, it has been proposed to demerge the grade of Manager and reinstate it as it
was prior to the 2013 PRB Report. We are agreeable to the submission of the
Management and are recommending accordingly.
Recommendation 1
9.5
We recommend that the grade of Manager be demerged and restyled

Manager, Corporate Services and Manager, Technical Services.
9.6
We further recommend that appointment to the grade of Manager, Corporate

Services should be made by selection from candidates who are registered as
a Professional Accountant with the Mauritius Institute of Professional
Accountants (MIPA) under the Financial Reporting Act or are Members of the
Institute of Chartered Secretaries and Administrators and possess a Masters
Degree in Management or Business Administration from a recognised
~ 65 ~
Pay Review 2016
institution, and reckon at least five years post registration experience in the
construction industry.
9.7
We also recommend that appointment to the grade of Manager, Technical

Services should be made by selection from among candidates who are
registered as a Professional Architect under the Professional Architects
Council Act or registered as a Professional Engineer under the Registered
Professional Engineers Council Act or registered as a Professional Member of
the Royal Institution of Chartered Surveyors as (Quantity Surveying), and
reckon at least five years post registration experience in the construction
industry.
9.8
The Manager, Corporate Services and Manager, Technical Services will report to
the Executive Director and will assist him in the smooth running of the Corporate
Services and Technical Services respectively.
9.9
Incumbent in the grade of Manager, Corporate Services would be required, among

others, to be responsible for the administrative functions of the Board; formulate,
maintain and implement adequate administrative procedures; assist in the
preparation of legislation and the handling of matters having legal implications; and
be responsible for the promotion of staff welfare and ensure a safe and healthy
working environment.
9.10
The Manager, Technical Services would be, inter alia, required to assist in the
formulation of strategies and policies in accordance with the objects of the Board;
assist in the preparation of budget estimates of the Board; be responsible for the
registration of consultants and contractors; and follow up and report development in
the construction industry.
Technical Executive (New Grade)

9.11
Management has submitted that the technical section needs to be further

strengthened with a professional grade in view of the higher responsibilities to be
devolved upon incumbent in the new organisational set up. Given that the core
activity at the CIDB requires professional support and expertise, the request is
justified and we are, therefore, providing for a grade of Technical Executive on the
establishment of the CIDB.
Recommendation 2
9.12
We recommend the creation

thereto, should be made by
Degree in Engineering or
recognised University or an
and having at least one year
industry.
Pay Review 2016
of a grade of Technical Executive. Appointment

selection from among candidates possessing a
Architecture or Quantity Surveying from a
equivalent qualification acceptable to the Board
post qualification experience in the construction
~ 66 ~
9.13
Incumbent would be responsible to the Manager, Technical Services and would be,
inter alia, required to assist the latter in all technical matters; assist in processing of
applications for registration of consultants and contractors; carry out survey studies
and research on matters relating to the construction industry; provide advice to
members of public on construction matters; and assist in the compilation and
updating of the national schedule of rates.

9.14
In view of the extensive reliance and use of information technology (IT) especially
for the registration of consultants and contractors, the Management proposed the
creation of the grade of Systems Analyst to ensure proper functioning of the current
IT system. The Bureau considers that in the first instance a grade in the IT field
may be created at the diploma level. Hence, we are making provision to that end.
Recommendation 3
9.15
We recommend the creation of a grade of IT Support Officer. Appointment to

the grade should be made by selection from among candidates possessing a
Diploma in Information and Communication Technology or an equivalent
qualification acceptable to the Board.
9.16
Incumbent would be required, among others, to implement, support and maintain

the IT system at the CIDB; develop small computer programmes for end-users; be
responsible for the security and back up of files; and train end-users.
09.

SALARY SCHEDULE
CIDB 1
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Handy Worker/Driver
CIDB 2
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
Word Processing Operator/Receptionist
CIDB 3
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
CIDB 4
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 31725
Technical Assistant
~ 67 ~
Pay Review 2016
09.
CIDB 5
CONSTRUCTION INDUSTRY DEVELOPMENT BOARD (Contd)

Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
CIDB 6
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800 x 1525 42325
Administrative Assistant
Technical Coordinator
CIDB 7
Rs 21950 x 625 23200 x 775 32500 x 925 36200 QB 37125 x 1225

40800 x 1525 45375
CIDB 8
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Technical Executive (New Grade)
CIDB 9
Rs 61325 x 1625 62950 x 1850 68500 x 1950 74350 x 2825 80000 x

3000 83000
Manager, Technical Services
formerly Manager
CIDB 10 :
Rs 101000
Executive Director
Pay Review 2016
~ 68 ~
Ministry of Education and Human Resources, Tertiary

Education and Scientific Research
10.
Early Childhood Care and Education Authority
10.1
The Early Childhood Care and Education Authority (ECCEA) was established as a
body corporate in 2007 and it envisions to provide quality pre-school education to all
children within a safe, inclusive and child friendly environment.
10.2
Its functions are two-fold. It is responsible to run some 189 Pre-Primary schools and
also to oversee and regulate the activities of the 800 private Pre-Primary schools
and 61 pre-schools managed by the Local Authorities. In delivering on its mandate,
the Director of the ECCEA, who is at the helm of the organisation, is assisted by an
array of technical and supporting staff.
10.3
For this review, the representations of the different unions were mainly the
alignment of the Teachers salary with that of Primary School Educator formerly
Educator (Primary), creation of additional levels, review of the mode of appointment
of certain grades and refund of casual leave as well as payment of allowances. The
ECCEAs main proposals, on the other hand, pertained to restructuring the
organisation with the creation of units and grades, reinforcing the Finance and
Procurement and Supply sections and reviewing the entry level of the Teacher
cadre with the creation of a grade of Trainee Teacher.
10.4
Where, for technical reasons it has not been possible to accede to the requests
made, the parties have been so apprised during the consultative meetings and they
have also been provided with the reasons thereof. We consider that Managements
proposal relating to the creation of new levels to head and operate the new units to
be top heavy and it may impinge on the career path and development of existing
employees. We have, therefore, discarded this proposal too.
10.5
The present organisation structure is adequate to enable the ECCEA meet its main
objectives. Nevertheless, we are in this Report, reinforcing the Finance and
Procurement and Supply sections with appropriate levels as well as making other
recommendations to facilitate the task of the ECCEA in an attempt at enhancing
service delivery to meet the needs of its stakeholders.

10.6
It has been submitted that over the last few years the purchase of stationery,
pedagogical materials and other equipments for the 189 public pre-primary schools
has increased considerably. Given the volume of procurement activities involved,
there is need for a level of Procurement and Supply Officer to be responsible for all
procurement and supply transactions so as to ensure the efficient management of
the Unit. We have, therefore, recommended accordingly.
~ 69 ~
Pay Review 2016

Recommendation 1
10.7
We recommend the creation of a grade of Procurement and Supply Officer on

the establishment of the ECCEA. Appointment thereto, should be made by
selection from Purchasing and Supply Officer (Personal) and Assistant
Procurement and Supply Officer reckoning at least three years service in a
substantive capacity in their respective grade and possessing a Certificate in
Purchasing and Supply Management or an equivalent qualification.
10.8
The Procurement and Supply Officer would be required, amongst others, to

organise and manage the procurement and supply activities of the ECCEA; perform
procurement and supply, storekeeping and stock control duties in accordance with
the provisions laid down in approved rules and procedures; assist in the appraisal
and review exercise related to procurement and supply and warehouse operations
and prepare reports on procurement activities, as and when required.
Assistant Financial Operations Officer (New Grade)

10.9
The Finance Section of the ECCEA is presently manned by an Accountant and

Clerk/Word Processing Operators. In view of the increase in volume and
complexity of the financial transactions, the need is felt for a dedicated grade at
operational level to assist the Accountant in the discharge of his duties. We are,
therefore, providing for a grade of Assistant Financial Operations Officer (AFOO).
Consequently, the grade of Accounts Clerk which is vacant would be abolished.
Recommendation 2
10.10
10.11
We recommend:
(i)
the creation of a grade of Assistant Financial Operations Officer.

Appointment thereto, should be made by selection from Clerk/Word
Processing Operators reckoning at least four years service in a
substantive capacity in the grade and who possess working knowledge
in Accounting, Finance and Auditing; and
(ii)
that the grade of Accounts Clerk be abolished.
Incumbent in the grade of AFOO would, inter alia, be responsible to collect, verify,
analyse and record of all financial costing and budget data relating to preparation of
financial statements, ensure prompt collection of revenue, its control and
safekeeping; prepare pay sheets, vouchers and writing up of cheque for signature,
carry out stock verification as instructed, keep proper, complete and up to date
records of all financial transactions and assist in the preparation and monitoring of
Estimates.
Pay Review 2016
~ 70 ~

Office Care Attendant (New Grade)

10.12
On the basis of the scheme of service in force, incumbents in the grade of Attendant
can be posted either in Pre-Primary schools or offices of the ECCEA. It has been
represented that there is a marked difference between the workload and working
hours of the Attendants working in schools and those working in offices. This
element has been the cause of dissatisfaction as expressed by the parties
concerned. Given that various factors have to be taken into consideration while
deciding on posting, it may not be practical to implement a rotation system. We are,
therefore, addressing the issue by creating a grade of Office Care Attendant. With
the filling of this post, Attendants presently posted in ECCEA offices would be
posted in schools.
Recommendation 3
10.13
We recommend the creation of a grade of Office Care Attendant on the

establishment of the ECCEA. Appointment thereto, should be made by
selection from among candidates possessing the Cambridge School
Certificate or an equivalent qualification acceptable to the Board of ECCEA.
10.14
Incumbent would be required, inter alia, to: collect keys and deposit same from/to
police station/police post; open and close offices; run official errands, including the
despatch of correspondence, forms and materials, usher in/guide visitors to
schedule officers; clean premises and maintain the physical environment at a good
standard; operate a telephone switchboard/PABX console; operate office equipment
such as duplicating, photocopying and fax machines; and respond to calls.
Allowance for working with children in ZEP Schools

10.15
A case has been made for payment of an allowance to Teachers working in Zones
dEducation Prioritaire (ZEP) based schools. According to them, they have to deal
with many children whose home situations are not conducive for their pedagogical
development and who experience adaptation problems. In such instances, the
Teachers claim that they are often called upon to be more children centred;
understand their needs and make use of different strategies to ensure their overall
development.
10.16
The philosophy behind the grant of allowance payable to staff posted in ZEP
schools is not applicable to ECCEA staff based in those schools. However, certain
facts like the difficult home situations or split families or other social problems which
are the root cause of the childrens adaption at school are not disputed.
10.17
We, therefore, consider that the ECCEA should, in consultation with the Ministry of
Education and Human Resources, investigate into requests and ascertain the
extent of difficulties found and then make a case for an allowance to the Ministry of
Civil Service and Administrative Reforms.
~ 71 ~
Pay Review 2016

Recommendation 4
10.18
We recommend that the ECCEA, in consultation with the Ministry of

Education and Human Resources, determines the level of difficulties
encountered in the Pre-Primary branch of the ZEP schools and thereafter
makes a case to the Ministry of Civil Service and Administrative Reforms for
the payment of an appropriate allowance to the Teachers.
Allowance to Teachers working in Specialised Schools

10.19
At present Teachers who are seconded for duty at the Lois Lagesse Trust Fund are
granted a monthly allowance of Rs 850 for working with visually impaired children.
In the context of this review, both Management and the Staff Side have made
representations for this allowance to be extended to those working in other
Specialised Schools as well given that they also provide specialised care and
attention while teaching children with special needs. We are agreeable to the
proposal and are recommending accordingly.
Recommendation 5
10.20
We recommend that Teachers seconded to the Lois Lagesse Trust Fund and
those posted to other specialised schools who are called upon to give
specialised care and attention to children with special needs should be
granted a monthly allowance of Rs 900.
Abolition of Grades
10.21
The grades of Caretaker, Resource Centre/Documentation Attendant and Technical

Officer are currently vacant. Management has submitted that there is excessive
overlapping of duties between the grade of Caretaker and that of Attendant. It has
also averred that the grade of Resource Centre/Documentation Attendant is no
longer warranted as the duties of this level can be easily entrusted to incumbents in
other grades. Furthermore, all maintenance work at the ECCEA pre-primary schools
are now being undertaken by the parent Ministry which makes the grade of
Technical Officer redundant. Upon request from Management, we are, therefore,
abolishing these grades.
Recommendation 6
10.22
We recommend that the grades of Caretaker, Resource Centre/Documentation

Attendant and Technical Officer be abolished.
Pay Review 2016
~ 72 ~

10.

SALARY SCHEDULE
ECCEA 1 :
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700
Attendant
ECCEA 2 :
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18450
Handy Worker
ECCEA 3 :
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 19200
Stores Attendant
ECCEA 4 :
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
Office Care Attendant (New Grade)
ECCEA 5 :
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20525
Caretaker (Personal to employees in post as at 30.06.93)
ECCEA 6 :
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200
ECCEA 7 :
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 25525
ECCEA 8 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 27075 QB 27850 x 775 30175
Teacher
ECCEA 9
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 30175
ECCEA 10 :
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
~ 73 ~
Pay Review 2016

10.
ECCEA 11 :
EARLY CHILDHOOD CARE AND EDUCATION AUTHORITY (Contd)

Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x
775 31725
Senior Teacher
formerly Teacher-in-Charge
ECCEA 12 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
Assistant Financial Operations Officer (New Grade)
ECCEA 13 :
Rs 18075 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 34350
Assistant Coordinator (ECCEA)
ECCEA 14 :
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 37125 x 1225 38350
ECCEA 15 :
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

ECCEA 16 :
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
IT Support Officer
Resource Centre/Documentation Officer
ECCEA 17 :
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 40800

Human Resource Officer (Ex MSIRI) (Personal)
ECCEA 18 :
Rs 25525 x 775 32500 x 925 37125 x 1225 39575 QB 40800 x 1525

49950
Coordinator (ECCEA)
ECCEA 19 :
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
IT Officer
Pay Review 2016
~ 74 ~

10.
ECCEA 20 :
EARLY CHILDHOOD CARE AND EDUCATION AUTHORITY (Contd)

Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x
1625 62950
formerly Accountant
Internal Auditor/Senior Internal Auditor
formerly Internal Auditor
ECCEA 21 :
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
ECCEA 22 :
Rs 95000
Director
~ 75 ~
Pay Review 2016

Pay Review 2016
~ 76 ~
Employees Welfare Fund
11.
11.1
The Employees Welfare Fund (EWF) was established under Act No. 13 of 1995
to cater for the welfare, leisure and recreational needs of employees and their
families. It is a body corporate which operates under the aegis of the Ministry of
Finance and Economic Development.
11.2
The mission of the EWF is to be responsive to the evolving needs of employees

and their families and continue to devise and implement specific welfare
schemes for the attainment of the objectives of the Fund.
11.3
Presently, the organisation structure of the Employees Welfare Fund comprises

three units, viz. Loans and Investment; Administration and Human Resource
Management; and Project Management.
11.4
The General Manager is the accounting and responsible officer of the EWF. He
is assisted in the performance of his duties by officers of the professional and
technical cadres and the support services are provided by officers of the
General Services grades.
11.5
In the context of the present review exercise, representations have been made
for creation, merging and restyling of grades as well as upgrading of salary. We
have examined all the proposals and are making appropriate recommendations.
Administrative Manager (New Grade)

11.6
It has been represented that in view of the higher responsibilities being attached to
the Administrative Section such as planning, coordinating and implementing
corporate strategies, human resource policies, systems and processes, there is
need for a level to oversee the overall activities of the administration section to
achieve the corporate goals and objectives of the Fund.
Recommendation 1
11.7
We recommend the creation of a grade of Administrative Manager.

Recruitment to the grade should be made by selection from serving officers of
the EWF possessing a Degree in Business Administration or Public
Administration or related fields from a recognised institution or an alternative
equivalent qualification acceptable to the Board and reckoning at least five
years experience in the relevant fields.
11.8
Incumbent in the grade of Administrative Manager would be, among others,

responsible for planning, coordinating and implementing administrative and human
resource policies, strategies, systems and processes; give general assistance and
support to the General Manager in the discharge of his duties; assist in dealing with
legal matters, tenders and contracts; ensure that proper labour relations and
~ 77 ~
Pay Review 2016
conditions of employment are maintained; prepare reports and correspondence

relative to the work and formulate current and long-range programmes, plans and
policies for departmental programmes.
Accountant (New Grade)
11.9
With a view to ensure the fundamental principle of segregation of duties as per

good corporate governance and to strengthen the internal control system, there is
need for a level to comply with the new accounting standards, rules and regulations.
We are making provision for a grade of Accountant against abolition of the grade of
Senior Accounting Technician to be responsible for the organisation, control and
monitoring of the financial administration of the Fund in accordance with established
accounting practices and standards.
Recommendation 2
11.10
11.11
We recommend the creation of a grade of Accountant against abolition of the

grade of Senior Accounting Technician. Recruitment to the grade of
Accountant should be made by selection from among candidates possessing
a pass at the final examination required for admission to membership of one
of the following bodies:
(i)
The Association of Chartered Certified Accountants
(ii)
The Institute of Chartered Accountants of England and Wales
(iii)
The Institute of Chartered Accountants of Scotland
(iv)
The Institute of Chartered Accountants of Ireland
(v)
The Chartered Institute of Management Accountants
(vi)
The Chartered Institute of Public Finance and Accountancy or an

alternative equivalent qualification acceptable to the Board.
Incumbent in the grade of Accountant would be required to, among others, assist in
the supervision of all financial and accounting systems of the Fund; maintain proper
financial control procedures; maintain proper accounting records for loan
transactions; monitor the performance and deliverables of the accounting staff; keep
Renewals Fund Registers, records of assets of the organisation and insurance
transactions; assist in the monitoring of banking and investment activities of the
organisation; and maintain Cash Book and Fixed Asset Register of the organisation.
ICT Technician (New Grade)

11.12
Management has reported that with the increase in the activities of the Fund, there
is need for a level to provide support to the IT Officer for the implementation and
management of the IT Systems. We have examined the request and are making
provision for a grade of ICT Technician to re-inforce the IT Units of the
Organisation.
Pay Review 2016
~ 78 ~
Recommendation 3
11.13
We recommend the creation of a grade of ICT Technician. Recruitment

Diploma in Computer Science or a Diploma with Information Technology as a
major component from a recognised institution or an alternative equivalent
11.14
Incumbent in the grade of ICT Technician would be required to, among others,
assist the IT Officer in end of day, month and year transactions, submission and
retrieval of credit records; technical IT assistance to users; maintenance of IT
equipment and network; liaising with suppliers; maintenance of Loan Management
System and Financial Management System; and installing and configuring
computer hardware, operating systems and applications.
Receptionist/Public Relations Assistant (New Grade)

11.15
With the opening of regional information desks throughout the island, there is need
for a level to sustain a positive public image of the organisation and plays a crucial
role in customer satisfaction as well as to have a first hand interaction with visitors.
We are making provision to this effect.
Recommendation 4
11.16
We recommend the creation of a grade of Receptionist/Public Relations

Assistant. Recruitment to the grade should be made by selection from
serving officers of the EWF possessing a Cambridge School Certificate with
credit in English Language and French obtained at not more than two sittings
or passes not below Grade C in English Language and French obtained at not
more than two sittings at the General Certificate of Education Ordinary
Level or an alternative equivalent qualification acceptable to the Board and
reckoning at least two years experience in Public Relations or fast-paced
environment.
11.17
Incumbent in the grade of Receptionist/Public Relations Assistant would be required

to among others, handle telephone inquiries; arrange call backs and appropriate
follow-up; maintain accruals electronic data base records of clients and other
stakeholders; manage the customer service area; act as a first point of contact to
people seeking information; and manage visitors, receiving and directing for
managing efficiency in order to ensure best customer service.
Driver/Office Attendant (New Grade)

11.18
Management has submitted that the Fund would soon have its own means of
transport and the services of a Driver would be required in the implementation of the
projects of awareness campaign and the decentralisation of services. We are
making appropriate provision to this effect.
~ 79 ~
Pay Review 2016
Recommendation 5
11.19
We recommend the creation of a grade of Driver/Office Attendant.

Recruitment thereto should be made by selection from among candidates
who show proof of having studied up to Form V or an alternative equivalent
qualification acceptable to the Board and possessing a valid driving license
to drive cars or vans or lorries up to five tons.
11.20
Incumbent in the grade of Driver/Office Attendant would be required to, among

others, open, close and watch premises during business hours; run official errands;
attend reception counter and direct visitors and keep a visitors book; ensure that
the cleaning of the office is properly effected; operate a telephone
switchboard/PABX and simple office equipment; answer telephone calls; drive EWF
car; carry out simple maintenance tasks on the vehicle; change tyres and make
arrangements for mending of punctures; and keep a log book.

11.21
Management has submitted that in order to enhance service delivery, there is need
for a grade of Handy Worker to provide support to existing staff in the day-to-day
running of the Fund. We are, therefore, making appropriate provision for this
request.
Recommendation 6
11.22
We recommend the creation of a grade of Handy Worker. Recruitment thereto

should be made by selection from among candidates possessing the
Certificate of Primary Education or an alternative equivalent qualification
acceptable to the Board.
11.23
Incumbent in the grade of Handy Worker would be required to, among others, assist
the cleaner with the cleaning of office, customer area and messroom; assist in
photocopying documents and circulation of files; maintain the environment of the
mess, kitchen equipment and electrical appliances at a good standard; wash the
kitchen towels and hand towels; keep an inventory of all kitchen equipment; clean
the park, drains, gutters etc and maintain the physical environment at a good
standard; load, unload and move items and equipment and other materials; destroy
and dispose of waste materials; open and close gate and control entry traffic; and
perform simple gardening duties.
Pay Review 2016
~ 80 ~
11.

SALARY SCHEDULE
EWF 1
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 18450
EWF 2
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Office Attendant
EWF 3
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
EWF 4
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
Receptionist/Public Relations Assistant (New Grade)
EWF 5
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
EWF 6
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
EWF 7
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Accounts Clerk
EWF 8
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
EWF 9
Rs 22575x 625 23200 x 775 32500 x 925 37125 x 1225 38350

EWF 10 :
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
42325
~ 81 ~
Pay Review 2016
11.
EWF 11 :
EMPLOYEES WELFARE FUND (Contd)
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 42325

EWF 12 :
Rs 21950 x 625 23200 x 775 32500 x 925 37125 x 1225 40800 x

1525 45375
EWF 13
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Project Manager
Technical Officer
EWF 14
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
IT Officer
EWF 15
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 56450

Internal Auditor
EWF 16
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
EWF 17
Rs 53200 x 1625 62950 x 1850 68500 x 1950 74350 x 2825 80000 x

3000 83000
EWF 18
Rs 110000
General Manager
Pay Review 2016
~ 82 ~
12.
Fashion and Design Institute
12.1
The Fashion and Design Institute (FDI) has been established under the FDI Act
2008 with the objective of developing creativity, innovation and talent with a view to
sustaining the Mauritian design and manufacturing sector. It operates under the
aegis of the Ministry of Industry, Commerce and Consumer Protection.
12.2
The mission of the FDI is to provide high quality professional training of international
standard in line with the needs of the industry; foster creativity and promote a
design culture in Mauritius; assist the industry in the design and production of high
value added products and services; and to offer demand driven services to the
industry in the field of design.
12.3
Since its inception the FDI has shown steady growth. It provides courses in the
fields of Art and Design, Fashion Design, Graphic Design and Interior Design. The
Institute has trained more than 1200 students and has experienced a marked
increase in enrolment rate over the years.
12.4
For this review exercise, Management submitted that the FDI is poised to be the
education partner by excellence in the creative field and as such the organisation
needs to be properly staffed so as to enable it to achieve its mandate efficiently and
effectively. In this regard, Management made submissions for the creation and
restyling of some grades as well as abolition of the vacant grades that would no
longer be required.
12.5
The profiles for the new grades as well as additional information pertaining to the
other requests made by Management were not submitted to the Bureau for
inclusion in this Report. These positions would, therefore, be graded by the Bureau
whenever requested, on an ad hoc basis.
12.6
We are, in this Report, maintaining the organisation structure while reviewing the
salary of existing grades.
12.

SALARY SCHEDULE
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 18075
FDI 1:
Support Assistant
FDI 2
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 18450
Handy Worker
~ 83 ~
Pay Review 2016
12.
FDI 3
FASHION AND DESIGN INSTITUTE (Contd)
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Senior Support Assistant
FDI 4
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 22575
General Assistant (Personal to employees of the School of Design of ExIVTB)
FDI 5
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200
FDI 6
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
FDI 7
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 26300
FDI 8
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 27075
Technical Attendant (Maintenance) (Personal to employees of the School of
Design of Ex-IVTB)
FDI 9
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 30175
Technical Assistant/Senior Technical Assistant (Personal to employees of
the School of Design of Ex-IVTB)
Technical Assistant (Computer) (Personal to employees of the School of
Design of Ex-IVTB)
Technical Assistant (Maintenance) (Personal to employees of the School of
Design of Ex-IVTB)
FDI 10
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 30175
Clerk/Word Processing Operator (Personal to employees of the School of
Design of Ex-IVTB)
Pay Review 2016
~ 84 ~
12.
FDI 11
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 31725
Technical Assistant/Senior Technical Assistant (Personal to employees of
the Department of Design of the University of Mauritius)
FDI 12
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Accounts Clerk
Assistant Stores and Logistics Officer
FDI 13
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
FDI 14
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

Executive Clerk (Personal to employees of the School of Design of ExIVTB)
FDI 15
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
Assistant Finance Executive
Facilities and Maintenance Officer
I.T Officer
Stores and Logistics Officer
Technician/Senior Technician
FDI 16
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 48425
Technician/Senior Technician (Personal to employees of the Department of
Textile Technology of the University of Mauritius)
FDI 17
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Training Officer (Personal to employees of the School of Design of Ex-IVTB)
FDI 18
Rs 27850 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Business Development Analyst
Marketing and Events Coordinator
Research Analyst
Resource Centre Coordinator
Training Officer
~ 85 ~
Pay Review 2016
12.
FDI 19
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Internal Auditor
FDI 20
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
Business Development Analyst (Personal to incumbents in the grade of
Coordinator of the School of Design of Ex-IVTB)
FDI 21
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
Administrative and HR Executive
Admissions, Examinations and Student Affairs Executive
Finance Executive
IT Executive
Lecturer
Media and Public Relations Executive
Project Executive
Quality Assurance Executive
FDI 22
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950 74350

Product and Business Development Manager
Senior Lecturer
FDI 23
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000 86000

Head, Business/Industry Development, Research and Consultancy
Head, Learning and Training
Head, Quality Assurance
Registrar
FDI 24
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000 89000

Associate Professor (Personal)
FDI 25
Rs 110000
Director
Pay Review 2016
~ 86 ~
Ministry of Financial Services, Good Governance and Institutional Reforms
13.
Financial Intelligence Unit
13.1
The Financial Intelligence Unit (FIU) was established under Section 9 (1) of the
Financial Intelligence and Anti-Money Laundering Act 2002 as the central agency
responsible for receiving, requesting, analysing and dissemination to the
investigatory and supervisory authorities, disclosures of information concerning
suspected proceeds of crime and alleged money laundering offences as well as the
financing of any activities or transactions related to terrorism. It operates as a
statutory body under the aegis of the new Ministry of Financial Services, Good
Governance and Institutional Reforms.
13.2
The mission of the FIU is to be the leader in financial intelligence works in the
region and be recognised worldwide as a Financial Intelligence Unit that adheres to
international standards.
13.3
The strategic goals of the FIU are to have a modern information system for effective
data collector, storage, retrieval, management and financial investigative analysis;
have a strong culture with reporting of money laundering and terrorism financing; be
at the vanguard of research, training dissemination of Anti-Money Laundering and
Combating Financing of Terrorism (AML/CFT) information; and enhance credibility
of Mauritius as a jurisdiction adhering to international (AML/CFT) norms.
13.4
The organisation structure of the FIU comprises five departments namely:- IT,
Financial Investigative, Data Intelligence, Compliance and Corporate Affairs. The
Director is the Chief Executive of the organisation.
13.5
The core functions of the FIU are delivered by the Financial Analysis, the Data
Intelligence and the IT departments, and the other functions by the administration
and finance departments. The legal department, in addition to providing advice on
the core functions, also advises the administration on internal matters.
13.6
In the context of the present review exercise, representations have been focused on
creation and merging of grades as well as restyling of posts of the Professional and
Technical cadres. We have examined all the proposals made and are making
IT Manager (New Grade)

13.7
Currently, the IT Unit is serviced by three Analysts (Operations) performing duties

related to system administration, security and related IT works. Recently, the FIU
has installed a sophisticated software platform known as the UN GoAML software
which has to be professionally monitored and confidentially preserved at all levels.
13.8
Request has been made for a level in the IT Department to deal with the collection
and processing of reports for analysis; information management; and exchange of
information to which we are agreeable.
~ 87 ~
Pay Review 2016
Recommendation 1
13.9
We recommend the creation of a grade of IT Manager on the establishment of

the FIU. Recruitment thereto should be made by selection from among
candidates possessing a Masters Degree in Computer Science or Computer
Networking from a recognised institution or an alternative equivalent
qualification acceptable to the Board and reckoning at least five years postqualification experience in the field of Information and Communication
Technology, with involvement in managing projects or in systems
engineering and software development.
13.10
Incumbent in the grade of IT Manager would be responsible for the IT Department

and for the effective Management of all the IT operations of the FIU, including IT
Security, Systems administration and software development. He would also be
required to, inter alia, plan, organise, direct, control and evaluate the operations of
information systems and electronic data processing; develop and implement
policies and procedures for electronic data processing and computer systems
operations and development; verify application results by conducting systems audit
of technologies implemented; recommend information technology strategies,
policies and procedures by evaluating organisation outcomes, identify problems,
evaluate trends and anticipate requirements; ensure technology is accessible and
equipped with current hardware and software; and mentor, coach and provide
guidance and training to subordinate staff.
Intelligence Officer/Senior Intelligence Officer

formerly Intelligence Officer
Senior Intelligence Officer
13.11
With a view to improving efficiency and effectiveness, both Management and staff
side have submitted that the grades of Intelligence Officer and Senior Intelligence
Officer be merged and restyled to Intelligence Officer/Senior Intelligence Officer as
incumbents in both grades are performing identical duties and have the same
reporting line. We are, agreeable to this request and recommend accordingly.
Recommendation 2
13.12
We recommend that the grades of Intelligence Officer and Senior Intelligence

Officer be merged and restyled Intelligence Officer/Senior Intelligence Officer.
Confidential Secretary (New Grade)

13.13
There is no grade of Confidential Secretary on the establishment of the FIU to

perform general secretarial duties. We are, therefore, providing for the grade to
reinforce the support function.
Pay Review 2016
~ 88 ~
Recommendation 3
13.14
We recommend the creation of a grade of Confidential Secretary on the

establishment of the FIU. Appointment thereto should be made by selection
from among public officers in the grades of (i) Senior Word Processing
Operator; and (ii) Word Processing Operator reckoning at least four years
service in a substantive capacity.
13.15
Incumbent in the grade of Confidential Secretary would be required, among others,

to arrange appointment and deal with enquiries; maintain a systematic filing system
for easy retrieval and safe-keeping of important documents; make travel
arrangements and manage the diary of the Director of the FIU; make telephone
calls and screen incoming calls and determine the course of action required for
satisfactory disposition; take messages and facilitate the process of communication
between the relevant stakeholders; and perform word processing and telex/telefax
duties and simple computer/data processing work and operate email services.
13.

SALARY SCHEDULE
FIU 1
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21475
General Assistant
FIU 2
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver/General Assistant
FIU 3
Rs 15750 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 37125 x 1225 38350
Assistant Office Secretary
Data Processing Assistant
FIU 4
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Confidential Secretary (New Grade)
FIU 5
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 37125 x 1225 40800 x 1525 42325
Office Secretary
~ 89 ~
Pay Review 2016
13.
FIU 6
FINANCIAL INTELLIGENCE UNIT (Contd)
Rs 21950 x 625 23200 x 775 32500 x 925 37125 x 1225 40800 x 1525
45375
Data Intelligence Assistant
FIU 7
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Intelligence Officer/Senior Intelligence Officer
formerly Intelligence Officer
Senior Intelligence Officer
FIU 8
Rs 34350 x 925 37125 x 1225 40800 x 1525 49950 x 1625 62950 x

1850 68500 x 1950 70450
Analyst (Operations)
FIU 9
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850 68500 x

1950 72400
Corporate Affairs Manager
Data Intelligence Manager
Legal Manager
FIU 10 :
Rs 49950 x 1625 62950 x 1850 68500 x 1950 74350 x 2825 80000 x

3000 86000
Financial Intelligence Analyst
Head, Compliance
FIU 11 :
Rs 70450 x 1950 74350 x 2825 80000 x 3000 101000

Senior Financial Intelligence Analyst
FIU 12:
Rs 110000
Assistant Director
Pay Review 2016
~ 90 ~
14.
14.1
The Financial Reporting Council (FRC) was set up under section 3 of the Financial
Reporting Act No. 45 of 2004 to strengthen the credibility and quality of financial
reporting and audit in the country. It is a body corporate operating under the aegis
of the new Ministry of Financial Services, Good Governance and Institutional
Reforms.
14.2
The mission of the FRC is to bring corporate confidence in auditing, financial and
non-financial reporting among users of financial statements.
14.3
The objectives of the FRC are, among others, to promote the provision of high
quality reporting of financial and non-financial information by public interest entities;
enhance the credibility of financial reporting; improve the quality of accountancy and
audit services; and promote the highest standards among licensed auditors.
14.4
The core activities of the FRC are carried out by three units namely: Audit Practice
Review; Financial Reporting Monitoring; and Standard Review/Training.
14.5
focused on creation of grades at different levels of operation and upgrading of
salary as well as duty exemption and loan to purchase a car.
14.6
We have examined all proposals made by Staff Association and Management as

well as the Parent Ministry and apprised all parties concerned on issues that could
not be retained in this Report. With the expansion of the activities of the Council,
both in volume and complexity, there is need for a grade to provide all
administrative assistance aligned with the goals and objectives of the Council and
also to be responsible for planning, co-ordinating and implementing human
resources policies, strategies, systems and processes. We are recommending
accordingly. We are also maintaining the special provision for the grades of
Technical Officer, Senior Financial Executive and Assistant Technical Executive.
Administrative Secretary (New Grade)

Recommendation 1
14.7
We recommend the creation of a grade of Administrative Secretary on the

establishment of the Financial Reporting Council. Appointment to the grade
should be made by selection from serving officers of the FRC possessing a
Degree in Human Resource Management from a recognised institution or an
alternative equivalent qualification acceptable to the Board and reckoning at
least four years service in a substantive capacity in the grade.
14.8
Incumbent would be required, among others, to provide administrative assistance in

formulation, coordination and implementation of policies, goals and objectives of the
Council and make recommendations on existing policies; be in charge of the
~ 91 ~
Pay Review 2016
general administration and ensure quality service to stakeholders; be responsible

for establishing proper administration and control procedures and ensure
compliance thereto; formulate and implement plans regarding manpower planning
and development as well as capacity building; deal with matters relating to
recruitment and selection of employees; ensure human resource policies, rules,
regulations and procedures are properly and constantly applied; and promote staff
welfare and a healthy and safe working environment.
Technical Officer
Senior Financial Executive
14.9
In our 2013 Report, we made special provision for the grades of Technical Officer,
Senior Financial Executive and Assistant Technical Executive to ensure that the
remuneration package is competitive as compared to their counterparts in the
private sector. We are maintaining this provision.
Recommendation 2
14.10
We recommend that:
(i)
(ii)
(iii)
incumbents in the grade of Technical Officer possessing a Degree in

Finance or Accounting or ACCA Fundamentals (Skills) or an equivalent
qualification and having reached the top salary in the salary scale
two additional increments provided they have:
(a)
drawn the top salary for a year;
(b)
been efficient and effective in their performance during the

preceding year; and
(c)
not been under report.
incumbents in the grade of Senior Financial Executive, on obtention of

the degree or equivalent qualification, be allowed to move
incrementally beyond the top salary of the grade up to salary point
Rs 54825 in the master salary scale provided they have:
(a)
(b)

preceding year; and
(c)
incumbents in the grade of Assistant Technical Executive, on reaching

the top salary point Rs 56450 be allowed to move incrementally in the
master salary scale up to salary point Rs 61325 provided they have:
(a)
Pay Review 2016
~ 92 ~
(b)

preceding year; and
(c)

14.

SALARY SCHEDULE
FRC 1
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Office Attendant
FRC 2
Rs 14325 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21475
Senior Office Attendant
FRC 3
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver/Messenger
FRC 4
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
FRC 5
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
FRC 6
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Management Support Officer (FRC)
FRC 7
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
FRC 8
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
~ 93 ~
Pay Review 2016
14.
FRC 9
FINANCIAL REPORTING COUNCIL (Contd)
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

Financial Officer
Technical Officer
FRC 10 :
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 40800

FRC 11
Rs 33425 x 925 37125 x 1225 40800 x 1525 49950 x 1625 51575

Senior Financial Executive
FRC 12 :
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Administrative Secretary (New Grade)
FRC 13
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
FRC 14
Rs 51575 x 1625 62950 x 1850 68500 x 1950 74350 x 2825 80000 x

3000 83000
Technical Executive
FRC 15
Rs 83000 x 3000 89000

Manager
FRC 16
Rs 101000
Chief Executive Officer
Pay Review 2016
~ 94 ~
Ministry of Ocean Economy, Marine Resources, Fisheries

15.
Fishermen Investment Trust
15.1
The Fishermen Investment Trust set up as a body corporate under the Fishermen
Investment Trust Act No 29 of 2006, operates under the aegis of the Ministry of
Ocean Economy, Marine Resources, Fisheries, Shipping and Outer Islands. The
vision of the Trust is to be a key player in the fishing industry while empowering the
fishermen community to be a partner in the socio-economic development of the
country. Its mission consists in accompanying the fishermen community to a better
tomorrow through viable and sustainable initiatives and contributing to their social
upliftment.
15.2
The objects of the Trust are, inter alia, to: acquire assets such as fishing vessels
and fishing equipment; invest in fish processing and fish marketing activities to
support the livelihoods of fishermen; grant loans to fishers; train fishers opting to run
a small business; and promote the welfare and socio-economic conditions of
fishermen.
15.3
The Trust is presently headed by a Chief Executive Officer employed on a

contractual basis, who is responsible to the Board for its day-to-day administration.
The technical duties are being shouldered by a Finance and Investment Officer.
15.4
For this Report no proposal has been submitted by either Management or the staff
side.
15.5
The organisation structure is appropriate to enable the Trust to deliver on its

mandate. We are, however, revising the salary scales of the existing grades.
15.

SALARY SCHEDULE
FIT 1
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
FIT 2
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

Finance and Investment Officer
FIT 3
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Project Co-ordinator
FIT 4
Rs 86000
~ 95 ~
Pay Review 2016

Pay Review 2016
~ 96 ~
Fishermen Investment Trust

16.
Fishermen Welfare Fund
16.1
The Fishermen Welfare Fund (FWF) promotes the betterment of registered fishers and
their families of both Mauritius and Rodrigues. The Fund, which operates under the
aegis of the Ministry of Ocean Economy, Marine Resources, Fisheries, Shipping and
Outer Islands, manages a series of projects and social schemes such as award of
scholarships to fishers children and provision of different types of financial assistance,
including maternity and funeral grants amongst others, for the welfare of about 4500
registered fishers.
16.2
As Head of the FWF, the Secretary is supported by a complement of staff comprising

officers in the grades of Welfare Development Officer, Clerk/Word Processing Operator,
Driver/Office Attendant and General Worker.
16.3
In the context of the present review exercise, proposals have been made to restyle
certain of the existing grades and to merge others. As the requests could not meet the
criteria required for merging or restyling of grades, parties were informed of the reasons
why the Bureau could not entertain such requests.
16.4
The Bureau considers that the existing organisation structure is appropriate for the FWF
to deliver efficiently and effectively on its mandate. We are, therefore, not bringing any
change thereto.
Allowance to General Worker

16.5
The General Worker is entitled to an allowance of Rs 750 for performing additional

duties such as opening and closing of offices, running official errands, operating
simple office equipment, ushering/guiding visitors to schedule officers and assisting
in the arrangement of furniture and equipment within office premises. The quantum
of this allowance is being maintained.
Recommendation
16.6
We recommend that the General Worker should continue to be paid an

allowance of Rs 750 for performing additional duties such as opening and
closing of offices, running official errands, operating simple office equipment,
ushering/guiding visitors to schedule officers and assisting in the
arrangement of furniture and equipment within office premises on a regular
basis.
~ 97 ~
Pay Review 2016

16.
Fishermen Welfare Fund

SALARY SCHEDULE
FWF 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
FWF 2
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
FWF 3
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
FWF 4
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
FWF 5
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
FWF 6
Rs 16075 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 34350
Welfare Development Officer
FWF 7
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

Financial Officer
FWF 8
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Secretary
Pay Review 2016
~ 98 ~
17.
Food and Agricultural Research and Extension Institute
FOOD AND AGRICULTURAL RESEARCH AND

EXTENSION INSTITUTE (FAREI)
17.1
The Food and Agricultural Research and Extension Institute (FAREI) has been set
up in October 2013 as a body corporate under the FAREI Act of 2013 and operates
under the aegis of the Ministry of Agro-Industry and Food Security. The functions of
the ex-Food and Agricultural Research Council (ex-FARC) and the ex-Agricultural
Research and Extension Unit (ex-AREU) have been taken over by the FAREI
following a reorganisation exercise.
17.2
The functions of the Institute, are inter alia, to: conduct research in non-sugar
agriculture, food production and forestry, and maximise the benefits of such
research; conduct extension and advisory activities in non-sugar crops, livestock,
food production and agribusiness; set research priorities in line with the needs of
the food and non-sugar agricultural sector; co-ordinate, monitor and evaluate
research programmes and projects of different institutions engaged in non-sugar
agriculture, food production and forestry; and advise on national policies and other
matters related to research in non-sugar agriculture, food production and forestry.
17.3
The FAREI Act makes provision for a Chief Executive Officer, who is responsible for
the execution of the policies of the Board and control and management of the dayto-day business of the organisation. The activities of the FAREI are organised
under three sections, namely Crops, Livestock and Extension and Training.
17.4
For this Report, Management of FAREI has highlighted the importance of the
Institute as being the backbone of the non-sugar sector. In this context, request has
been made for the provision of a fit for purpose structure and appropriate means to
enable the organisation to deliver on its mandate and meet new challenges.
17.5
We are subsequently strengthening the structure through the creation of a few

grades which would add value to the organisation and justify the operational
requirements; providing movement beyond the top salary for certain grades to
compensate incumbents in terms of career earnings and for performing new duties
and shouldering higher responsibilities; reviewing the schemes of service of certain
grades to enable appointment of serving qualified officers; and introducing the
payment of new allowances to relevant grades.
EXTENSION AND TRAINING DEPARTMENT

Business Development Officer (New Grade)
17.6
Management has submitted that fostering an agro entrepreneur culture within the
farming community is one of the major challenges of the Institute. In this context,
there is need for a dedicated grade to cater, among others, for the development of
agri-business plans in view of enhancing the decision making process. On the
~ 99 ~
Pay Review 2016
basis of the operational need of this level for enhanced service delivery, we are
making an appropriate recommendation to that end.
Recommendation 1
17.7
We recommend the creation of the grade of Business Development Officer.

Appointment thereto should be made by selection from among serving
employees on the permanent and pensionable establishment of FAREI,
possessing a degree in Agriculture or an equivalent qualification acceptable
to the Institute, a Masters degree in Agriculture or Entrepreneurship or
Business Administration or Economics or Finance and reckoning at least
three years service in a substantive capacity in the grade with knowledge in
agro-business development. In the absence of qualified serving officers,
appointment should be made by selection from among candidates
17.8
Incumbent would be required to, inter alia, develop business plans in connection
with agricultural projects and schemes; assist in the marketing of the Institute;
gather and compile general information from Divisions for dissemination among
customers; effect market research to identify new avenues for entrepreneurship and
agro-business activities for the organisation; maintain regular, timely and
professional follow up with the clients of the Institute; maintain a knowledge
repository of stakeholders, prospects and presentation; implement the organisation
strategy on business development of activities; and prepare budget.
Extension Officer
Senior Extension Officer
17.9
The Bureau has received strong representations from both Management and Staff
Associations for the creation of a merged grade of Extension Officer/Senior
Extension Officer to take over the duties of the grades of Extension Officer and
Senior Extension Officer owing to a major overlapping of duties and limited extent of
the supervisory element. We have carefully examined the proposal and are making
appropriate recommendations in view of enhancing service delivery at these levels.
Recommendation 2
17.10
We recommend that:
(i)
a grade of Extension Officer/Senior Extension Officer be created.

Appointment thereto should be made by selection from among
candidates possessing a degree in Agriculture or Horticulture or
Agronomy or Crop Science or Animal Science or an equivalent
qualification and reckoning at least three years experience in duties
related to Agriculture;
(ii)
officers in the grade of Extension Officer be given the option to join the
new grade of Extension Officer/Senior Extension Officer; and
Pay Review 2016
~ 100 ~
(iii)
the grade of Extension Officer be made evanescent.
17.11
Incumbents would be required to, inter alia, advise farmers on improved

technologies and agri-business opportunities; organise and effect regular farm visits
and undertake training and motivation programmes for farmers and stakeholders;
provide feedback and report on farmers problems and constraints for the
formulation of research and development programmes; coordinate operations and
activities of different units of the extension services; arrange for the implementation
of on-farm research projects and the conduct of farm surveys; and promote good
agricultural practices and the use of improved cost effective eco-friendly
technologies.
17.12

(i)
the grade of Senior Extension Officer be made evanescent. Officers in

post as at 31 December 2015 have been provided a personal salary;
(ii)
officers in the grade of Senior Extension Officer (Personal) and

Principal Extension Officer should, among others, supervise the work
of the Extension Officer/Senior Extension Officers; and
(iii)
in future, appointment to the grade of Principal Extension Officer

should be made, in a first instance, by promotion of officers in the
grade of Senior Extension Officer (Personal) reckoning two years
service in the grade. Upon the complete phasing out of the grade of
Senior Extension Officer (Personal), appointment thereto should be
made by promotion of officers in the grade of Extension Officer/Senior
Extension Officer reckoning five years service in a substantive
capacity in the grade or an aggregate of five years service in the grade
of Extension Officer/Senior Extension Officer and the former grade of
Extension Officer.
Principal Extension Assistant (New Grade)

17.13
Extension Assistants and Senior Extension Assistants work on outstations and are
posted in Model Farms/Demonstration Centres. With an expansion of activities at
FAREI, both Management and Staff Associations have submitted that there is need
for a supervisory level to coordinate and plan the work of Extension Assistants and
Senior Extension Assistants and provide support to the Extension Officers and
Senior Extension Officers in the general administration of the Model
Farms/Demonstration Centres. We are in favour of the request and recommending
accordingly.
Recommendation 3
17.14
We recommend the creation of the grade of Principal Extension Assistant.

Appointment thereto should be made by promotion on the basis of experience
~ 101 ~
Pay Review 2016
and merit of employees in the grade of Senior Extension Assistant reckoning

at least four years service in a substantive capacity in the grade.
17.15
Incumbent would be required, inter alia, to: plan, liaise, support and participate in
development activities for on-stations and on-farms; assist in the preparation of
daily work plan in collaboration with the Station/Laboratory Manager and the
Agricultural Coordinator; supervise the work of Senior Extension Assistants and
lead teams of workers for field operations; ensure that all books, ledgers and
records are kept in line with regulations; and ensure compliance with legal
standards for the agricultural sector.
Extension Assistant
17.16
At present, Extension Assistants who have drawn their top salary for a year are
allowed to move in the salary scale of the grade of Senior Extension Assistant. The
Bureau holds the view that the movement in the higher scale should also be linked
to the performance of the duties of the grade of Senior Extension Assistant by
Extension Assistants.
Recommendation 4
17.17
We recommend that Extension Assistants who have drawn their top salary for
a year, should continue to be allowed to proceed in the salary scale of the
grade of Senior Extension Assistant, provided they have been efficient and
effective in their performance during the preceding year and are not under
report. This recommendation should, however, not preclude Extension
Assistants from being promoted to the grade of Senior Extension Assistant
before they have reached the top of their salary scale or on vacancy arising in
the latter grade.
17.18
We further recommend that Extension Assistants should perform the duties

and assume the responsibilities of the grade of Senior Extension Assistant,
upon moving in the higher salary scale.
RESEARCH DEPARTMENT
Scheme of Service of Research Scientist/Senior Research Scientist
17.19
At present, appointment to the grade of Research Scientist/Senior Research

Scientist in the respective Divisions is made by selection from among candidates
possessing a degree in the relevant field and reckoning at least three years
experience in duties related to Agriculture.
17.20
Given that many serving officers of the Institute are fully qualified to apply for the
post of Research Scientist/Senior Research Scientist, the Bureau considers that the
grade should be opened to internal candidates in line with our philosophy of
Pay Review 2016
~ 102 ~
providing better career prospect to competent serving officers. We are making an

appropriate recommendation to that end.
Recommendation 5
17.21
We recommend that in future, appointment to the grade of Research Scientist/

Senior Research Scientist should be made by selection from among serving
officers on the permanent and pensionable establishment of FAREI
possessing the prescribed qualifications for appointment to the grade of
Research Scientist/Senior Research Scientist in the fields of Animal Health,
Livestock Research, Crops, Entomology and Plant Pathology or an equivalent
qualification acceptable to the Institute and reckoning at least three years
experience in duties related to Agriculture. In the absence of qualified
serving officers, appointment should be made by selection from among
candidates possessing the required qualifications.

17.22
At present, Assistant Research Scientists who possess a degree in Agriculture or

an equivalent qualification are allowed to move incrementally in the master salary
scale up to salary point Rs 51275 subject to satisfying certain conditions. We are
maintaining this recommendation whilst revising the salary point.
Recommendation 6
17.23
We recommend that Assistant Research Scientists who possess a degree in

Agriculture or an equivalent qualification and who have reached the top of
their salary scale should be allowed to move incrementally in the master
salary scale up to salary point Rs 54825 provided they have:
(i)
(ii)
been efficient and effective in their performance during the preceding

year; and
(iii)
Research Assistant
Senior Research Assistant
17.24
As per present provisions, Extension Assistants in the Extension and Training

Department are allowed to move in the salary scale of the grade of Senior
Extension Assistant subject to certain conditions. We are extending this provision
to officers in the grade of Research Assistant of the Research Department on
satisfying the same criteria.
Recommendation 7
17.25
We recommend that Research Assistants, who have drawn their top salary for
a year, should proceed in the salary scale of the grade of Senior Research
~ 103 ~
Pay Review 2016
Assistant, provided they have been efficient and effective in their

performance during the preceding year and are not under report. This
recommendation should, however, not preclude Research Assistants from
being promoted to the grade of Senior Research Assistant before they have
reached the top of their salary scale or on vacancy arising in the latter grade.
17.26
We further recommend that Research Assistants should perform the duties

and assume the responsibilities of the grade of Senior Research Assistant,
upon moving in the higher salary scale.
FINANCE/HUMAN RESOURCE/PROCUREMENT AND SUPPLY/INTERNAL CONTROL/

GENERAL SERVICES
Finance Cadre
Manager, Finance
17.27
The Finance Section is headed by the Manager, Accounts Section. It has been
submitted that the appellation of the grade should be reviewed to a more
appropriate one to better reflect the duties and responsibilities devolving upon
incumbent.
Recommendation 8
17.28
We recommend that the grade of Manager, Accounts Section be restyled

Manager, Finance.
Human Resource Cadre

17.29
The HR Cadre comprises the grades of Human Resource Manager and Human
Resource Officer. With the fusion of the ex-FARC and ex-AREU into the FAREI,
the work at the HR Section has become more complex and increased in volume.
17.30
In view of the above, the Bureau considers that the appellation of the grade of
Human Resource Officer should be reviewed in consonance with duties performed
and responsibilities shouldered by incumbent. We are, therefore, restyling the
grade to a more appropriate job title. We are equally providing a means of
compensation to incumbents possessing higher qualifications subject to satisfying
certain conditions.
Recommendation 9
17.31
We recommend that the grade of Human Resource Officer be restyled Human

Resource Officer/Senior Human Resource Officer.
Pay Review 2016
~ 104 ~
17.32
We further recommend that incumbents in the grade of Human Resource

Officer/Senior Human Resource Officer, formerly Human Resource Officer,
possessing a diploma in Human Resource Management or a diploma with
Human Resource Management as a major component or an equivalent
qualification should be allowed to move incrementally in the master salary
scale up to salary point Rs 42325 provided that they:
(i)
(ii)

preceding year; and
(iii)

formerly Procurement and Supply Officer
17.33
At present, a Stores Superintendent is responsible to look after the day-to-day

running of the Procurement and Supply Unit. Incumbent is assisted by officers in the
grades of Procurement and Supply Officer, Assistant Procurement and Supply
Officer and Stores Officer (Personal). Both Management and Staff Associations
have requested for alignment of the Procurement and Supply cadre in line with that
obtains in the Civil Service to enable the effective and efficient operation of the unit
following the fusion of the ex-AREU and ex-FARC into FAREI.
17.34
We have studied the proposals and consider that the request is not fully
substantiated as the existing structure is appropriate to enable the Procurement and
Supply Unit to attain its objectives. We are, however, restyling the grade of
Procurement and Supply Officer to commensurate with the nature of duties
performed and reviewing the mode of appointment to the grade. We are also
providing a mechanism to compensate incumbents possessing higher qualifications.
Recommendation 10
17.35
We recommend that the grade of Procurement and Supply Officer be restyled

Procurement and Supply Officer/Senior Procurement and Supply Officer.
17.36
We further recommend that, in future, appointment to the grade of

Procurement and Supply Officer/Senior Procurement and Supply Officer,
formerly Procurement and Supply Officer, should be made by promotion, on
the basis of experience and merit, of officers in the grade of Stores Officer
(Personal) who reckon at least two years service in a substantive capacity in
the grade and possess the certificate in Purchasing and Supply Management
or an equivalent qualification. In the absence of qualified Stores Officers
(Personal), appointment to the grade should be made by promotion, on the
basis of experience and merit, of officers in the grade of Assistant
Procurement and Supply Officer possessing the required qualifications.
~ 105 ~
Pay Review 2016
17.37
We also recommend that incumbents in the grade of Procurement and

Supply Officer/Senior Procurement and Supply Officer, formerly Procurement
and Supply Officer, possessing a diploma in Purchasing and Supply
Management or an equivalent qualification should be allowed to move
incrementally in the master salary scale up to salary point of Rs 42325
provided they:
(i)
(ii)

preceding year; and
(iii)

formerly Internal Control Officer
17.38
The Internal Control Unit is presenting manned by an Internal Control Officer. In

view of a lack of career prospect in the Internal Control cadre and in line with the
Bureaus policy favouring career earnings we are making appropriate
recommendations to improve service delivery.
Recommendation 11
17.39
We recommend that the grade of Internal Control Officer be restyled Internal

Control Officer/Senior Internal Control Officer.
17.40
We further recommend that, in future, appointment to the grade of Internal

Control Officer/Senior Internal Control Officer, formerly Internal Control
Officer, should be made by selection from among serving officers who have
successfully completed all papers of the ACCA Fundamentals (Knowledge)
and Paper F4 of the ACCA Fundamentals (Skills) or have obtained the
certificate of Business Accounting (Foundation Level) of the CIMA
Examinations (New Syllabus) or an equivalent qualification. In the absence of
qualified serving officers, appointment, to the grade should be made by
selection from among candidates possessing the required qualifications.
17.41
We also recommend that incumbents in the grade of Internal Control Officer/

Senior Internal Control Officer, formerly Internal Control Officer, having
successfully completed all papers of Fundamentals (Knowledge) and having
obtained passes in Papers F4, F5 and F8 of Fundamentals (Skills) or
possessing the certificate in Business Accounting (Foundation Level) and
having obtained passes in Papers P1, P7 and P8 of the Advanced Diploma in
Management Accounting (Managerial Level) of the CIMA Examinations (New
Syllabus) or an equivalent qualification should be allowed on reaching their
top salary to move incrementally in the master salary scale up to salary point
Pay Review 2016
~ 106 ~
(i)
(ii)

preceding year; and
(iii)
General Services Cadre

17.42
The grade of Office Management Assistant exists on the establishment of FAREI.

Due to certain specificities at the organisation, the Bureau was requested, prior to
this Report to review its mode of appointment. After careful study, we are revisiting
the qualification requirements of the grade of Office Management Assistant.
Recommendation 12
17.43
We recommend that appointment to the grade of Office Management

Assistant should be made, in line with the provisions made at paragraph 24 of
Volume 2 Part II of this Report.
17.44

(i)
Higher Executive Officers, Executive Officers and Senior Clerks in post

as at 31 December 2015 be given the option to join the grade of Office
Management Assistant; and
(ii)
the grades of Higher Executive Officer, Executive Officer and Senior

Clerk be made evanescent.
Safety and Health Officer/Senior Safety and Health Officer (New Grade)
17.45
Presently there is a grade of Safety and Health Officer (PartTime) on the

establishment of the FAREI, which is vacant. Management and Staff Associations
have submitted that as the FAREI has an establishment size of over 500 employees
and as per the provisions of Section 30 (2) of the Occupational Safety and Health
Act, the employment of a Safety and Health Officer/Senior Safety and Health Officer
on a full time basis is warranted to deal with recurring health and safety issues. We
are, agreeable to the proposal.
Recommendation 13
17.46
We recommend that the grade of Safety and Health Officer (Part-Time) be

abolished.
17.47
We also recommend the creation of the grade of Safety and Health

Officer/Senior Safety and Health Officer. Appointment thereto, should be
made by selection from among candidates possessing a diploma in
Occupational Health and Safety as laid down in the Occupational Health and
Safety Act from a recognised institution or an equivalent qualification
~ 107 ~
Pay Review 2016
acceptable to the Institute. Candidates should have practical experience in

matters pertaining to safety and health in agriculture and good
communication, interpersonal and organising skills.
17.48
Incumbent would be required, inter alia, to: be responsible for the formulation and
administration of safety, health and welfare policies at FAREI; deliver training,
tender advice and provide information to all employees; advise management on all
matters related to its duties under the Occupational Health and Safety Act and
related legislation and ensure that all other provisions are compiled with; carry out
regular risk assessment of all work operations and formulate and implement
appropriate measures; and investigate occupational accidents and dangerous
occurrences, analyse the collected information and develop, implement and monitor
preventive measures.
WORKMENS GROUP
Head Gardener/Nursery Attendant (New Grade)
17.49
At present, the Gardener/Nursery Attendant cadre comprises the grades of

Gardener/Nursery Attendant and Senior Gardener/Nursery Attendant. Management
has submitted that there is need for the creation of a grade of Head
Gardener/Nursery Attendant to provide support in the Crop Research Station and in
the Tissue culture and Nursery sections. We are agreeable to the proposal and are
Recommendation 14
17.50
We recommend the creation of the grade of Head Gardener/Nursery

Attendant. Appointment thereto should be made by promotion, on the basis of
experience and merit, of employees from the grade of Senior Gardener/
Nursery Attendant reckoning at least two years service in a substantive
17.51
Incumbent would be responsible for the efficient running of the Nurseries and would
be required, inter alia, to: monitor the grafting, budding, layering and other plant
propagation practices are effectively carried out in compliance with procedures in
place; supervise and control workers under his responsibility; supervise the sales
and delivery of plants and to keep proper record thereon; monitor the attendance of
employees working under his supervision; provide training to the workers under his
responsibility and supervise the stock taking of plants under his responsibility.
ALLOWANCES
Lead Allowance
17.52
Presently, Research Scientist/Senior Research Scientists who lead a programme

consisting of an integrated set of projects in several disciplines with a common
theme, are paid a monthly Lead Allowance. We are maintaining the present
arrangement.
Pay Review 2016
~ 108 ~
Recommendation 15
17.53
We recommend that Research Scientist/Senior Research Scientists who are

required to lead a programme consisting of an integrated set of projects in
several disciplines with a common theme should continue to be paid a Lead
Allowance of Rs 2750 monthly.
Allowance to Research Assistants and Senior Research Assistants

17.54
Research Assistants and Senior Research Assistants posted in the Livestock

Section work on roster in outstations. They are paid a monthly allowance for
additional duties performed such as ensuring that the research activities includes
procedures related to milking, feeding of livestock and maintenance of hygienic
conditions in the sheds undertaken by the General Workers and the Stockmen. We
are maintaining the payment of the allowance.
Recommendation 16
17.55
We recommend that officers in the grades of Research Assistant and Senior

Research Assistant in the Livestock Section should continue to be paid a
monthly allowance of Rs 475 and Rs 585 respectively for performing
additional duties and working on roster in outstations.
Allowance for Performing Transport Organisers Duties

17.56
At present, officers in the grade of Research Assistant are paid a daily allowance
whenever they perform duties of the Transport Organiser. We are maintaining this
provision.
Recommendation 17
17.57
We recommend that officers in the grade of Research Assistant should be

paid an allowance of Rs 105 per day, whenever they perform duties of the
Transport Organiser.

17.58
Handy Workers (Skilled) are entitled to a monthly allowance when their experience
acquired in other trades are gainfully utilised by the organisation. We are providing
for the continued payment of this allowance.
Recommendation 18
17.59
We recommend that Handy Workers (Skilled) should be paid a monthly

allowance of Rs 575 for experience acquired in other trades which are
gainfully utilised by the organisation.
~ 109 ~
Pay Review 2016
Allowance to Drivers
17.60
Management has submitted that the fleet of vehicles at FAREI also includes lorries
of more than 3.5 tons but less than five tons. In this respect, Drivers who are
regularly called upon to drive such vehicles should be compensated through the
payment of an appropriate monthly allowance. We consider the request to be
justified and are making an appropriate provision.
Recommendation 19
17.61
We recommend that Drivers who are required to drive, on a regular basis,

vehicles of more than 3.5 tons but less than five tons be paid a monthly
Allowance to General Workers posted at the Mushroom Unit

17.62
At present, General Workers posted at the Mushroom Unit are paid an allowance
equivalent to one and a half increments at the initial of their salary scale for
performing duties of technical nature such as mixing of lime with bagasse, weighing
and recording the weight of each bag of the mixture to be used in the laboratory.
We are maintaining this arrangement.
Recommendation 20
17.63
17.
We recommend that General Workers performing extraneous duties of

technical nature while posted at the Mushroom Unit should continue to be
paid an allowance equivalent to one and a half increments at the initial of their
salary scale.
FOOD AND AGRICULTURAL RESEARCH AND EXTENSION INSTITUTE

SALARY SCHEDULE
FAREI 1 :
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
General Worker (Ex-NFYFC) (Personal)
formerly Labourer
Cook
Cook/Labourer
FAREI 2 :
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 18450
Handy Worker
FAREI 3 :
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 19200
Stores Attendant
Pay Review 2016
~ 110 ~
17.
FAREI 4 :

EXTENSION INSTITUTE (Contd)
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575
Watchman (Ex-NFYFC) (Personal)
FAREI 5 :
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Office Attendant/Caretaker
Office Attendant (Ex-FSC) (Personal)
Research Facility Attendant
Stockman (Roster)
FAREI 6 :
Rs 12230 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20525
Irrigation/Pump Operator (Roster)
FAREI 7 :
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21000
FAREI 8 :
Rs 22575
Driver (Ex-NFYFC) (Personal)
FAREI 9 :
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver
Driver/Office Attendant (Ex-FARC) (Personal)
FAREI 10 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200
Field Supervisor
Senior Stockman
FAREI 11 :
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 23975
Tradesman (General) (Ex-Tobacco Board) (Personal)
~ 111 ~
Pay Review 2016
17.
FAREI 12 :

Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 23975
FAREI 13:
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
23975
Head Gardener/Nursery Attendant (New Grade)
FAREI 14 :
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 24750
Implement Operator
FAREI 15 :
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
Telephonist/Receptionist
FAREI 16 :
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 25525
Driver (Heavy Vehicles > 5 tons)
FAREI 17 :
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 27075
FAREI 18 :
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
Word Processing Operator (Ex-NFYFC) (Personal)
FAREI 19 :
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 30175
Book Keeper/Storekeeper (Ex-NFYFC) (Personal)
Field Support Assistant (Ex-NFYFC) (Personal)
FAREI 20 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Library Clerk
Correspondence Clerk/Word Processing Operator (Ex-Tobacco Board)
(Personal)
FAREI 21 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 32500
Clerk/Senior Clerk (Ex-FSC) (Personal)
Pay Review 2016
~ 112 ~
17.
FAREI 22 :

Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
FAREI 23 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Accounts Clerk
Executive Officer (Ex- AREU) (Personal)
Senior Clerk (Ex-FARC) (Personal)
Stores Officer (EX-AREU) (Personal)
FAREI 24 :
Rs 15750 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 33425
Extension Assistant
Research Assistant
FAREI 25 :
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 35275
Laboratory Technician
Transport Organiser
FAREI 26 :
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
FAREI 27 :
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

Higher Executive Officer (Ex-AREU) (Personal)
Senior Research Assistant
Senior Technical Assistant (Ex-FSC) (Personal)
FAREI 28 :
Rs 21950 x 625 23200 x 775 32500 x 925 37125 x 1225 39575

FAREI 29 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 37125 x 1225 40800
~ 113 ~
Pay Review 2016
17.
FAREI 30:

Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 40800

Human Resource Officer /Senior Human Resource Officer
formerly Human Resource Officer
FAREI 31:
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
Safety and Health Officer/Senior Safety and Health Officer (New Grade)
FAREI 32 :
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 42325

Principal Extension Assistant (New Grade)
Principal Research Assistant
FAREI 33 :
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 40800 x

1525 43850
Accounts Officer/Senior Accounts Officer
FAREI 34 :
Rs 27850 x 775 32500 x 925 37125 x 1225 40800 x 1525 46900

FAREI 35 :
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 48425
FAREI 36 :
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

Stores Superintendent
FAREI 37 :
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Maintenance Officer
FAREI 38:
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Business Development Officer (New Grade)
Librarian
Pay Review 2016
~ 114 ~
17.
FAREI 39 :

INSTITUTE (Contd)
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x
1625 56450
Accountant
Human Resource Officer (Personal)
FAREI 40 :
Rs 30175 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Extension Officer (Personal to officers in post as at 31.12.15)
FAREI 41 :
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
Economist/Senior Economist
FAREI 42 :
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
Biometrician/Senior Biometrician
Extension Officer/Senior Extension Officer (New Grade)
Research Scientist/Senior Research Scientist (Animal Health)
Research Scientist/Senior Research Scientist (Crops)
Research Scientist/Senior Research Scientist (Entomology)
Research Scientist/Senior Research Scientist (Livestock Research)
Research Scientist/Senior Research Scientist (Plant Pathology)
Station/Laboratory Manager
FAREI 43 :
Rs 27850 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
FAREI 44 :
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
HR Manager
FAREI 45 :
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
Agricultural Engineer/Senior Agricultural Engineer
~ 115 ~
Pay Review 2016
17.
FAREI 46 :

INSTITUTE (Contd)
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950
Manager, Finance
Manager, Farmers Service Centre (Ex-FSC) (Personal)
FAREI 47 :
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850 64800

Senior Extension Officer (Personal to Officers in post as at 31.12.15)
FAREI 48 :
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950 72400

Agricultural Coordinator
Principal Biometrician
Principal Extension Officer
Principal Research Scientist (Animal Health)
Principal Research Scientist (Livestock Research)
formerly Principal Research Scientist (Animal Production)
Principal Research Scientist (Crops)
Principal Research Scientist (Entomology)
Principal Research Scientist (Plant Pathology)
FAREI 49 :
Rs 53200 x 1625 62950 x 1850 68500 x 1950 74350

Laboratory and Nursery Manager (Ex-FARC) (Personal)
FAREI 50 :
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000 86000

Assistant Director (Crops))
Assistant Director (Extension and Training)
Assistant Director (Livestock)
FAREI 51 :
Rs 110000
Director
Pay Review 2016
~ 116 ~
Ex-FOOD AND AGRICULTURAL RESEARCH COUNCIL

SALARY SCHEDULE
(All salaries are personal to holders of the post)
FARC 1 :
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker (AREU/FARC) (Personal)
General Worker (Ex-NFYFC) (Personal)
formerly Labourer
Cook
Cook/Labourer
FARC 2 :
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 18450
Handy Worker (AREU) (Personal)
FARC 3 :
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 18825
Farm Worker (Ex-NFYFC) (Personal)
FARC 4 :
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 19200
Stores Attendant (AREU) (Personal)
FARC 5 :
Rs 17330
Safety and Health Officer (Part-Time) (AREU) (Personal)
FARC 6 :
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575
Watchman (Ex-NFYFC) (Personal)
FARC 7 :
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Gardener/Nursery Attendant (Personal)
formerly Gardener/Nurseryman (AREU/FARC)
Insecticide Sprayer Operator(AREU) (Personal)
formerly Insecticide Sprayerman (AREU)
Office Attendant/Caretaker (AREU/FARC) (Personal)
Research Facility Attendant (AREU) (Personal)
Stockman (Roster) (AREU) (Personal)
FARC 8 :
Rs 12230 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20525
Irrigation/Pump Operator (Roster) (AREU) (Personal)
~ 117 ~
Pay Review 2016
Ex-FOOD AND AGRICULTURAL RESEARCH COUNCIL (Contd)

FARC 9 :
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21000
Senior Gardener/Nursery Attendant (AREU/FARC) (Personal)
formerly Senior Gardener/Nurseryman (AREU/FARC)
FARC 10 :
Rs 22575
Driver (Ex-NFYFC) (Personal)
FARC 11 :
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver (AREU) (Personal)
formerly Driver/Office Attendant (AREU)
Driver/Office Attendant (FARC) (Personal)
formerly Office Attendant/Driver (FARC)
FARC 12 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200
Field Supervisor(AREU) (Personal)
formerly Gangman (AREU)
Senior Stockman (AREU) (Personal)
FARC 13 :
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 23975
Handy Worker (Skilled) (AREU) (Personal)
FARC 14 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 23975
Senior/Head Office Attendant (AREU) (Personal)
FARC 15 :
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 24750
Implement Operator (AREU) (Personal)
FARC 16 :
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
Telephonist/Receptionist (AREU) (Personal)
FARC 17 :
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 25525
Driver (Heavy Vehicle > 5 tons) (AREU) (Personal)
Pay Review 2016
~ 118 ~

FARC 18 :
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 27075
Laboratory Attendant (AREU/FARC) (Personal)
FARC 19 :
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 28625
Receptionist/Assistant Clerk (FARC) (Personal)
FARC 20 :
Rs 13530 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
Audiovisual Assistant (AREU) (Personal)
FARC 21 :
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
Word Processing Operator (Ex-NFYFC) (Personal)
FARC 22 :
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 30175
Book Keeper/Storekeeper (Ex-NFYFC) (Personal)
Field Support Assistant (Ex-NFYFC) (Personal)
FARC 23 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerk/Word Processing Operator (AREU/FARC) (Personal)
Library Clerk (AREU) (Personal)
FARC 24 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Accounts Clerk (AREU/FARC) (Personal)
Assistant Procurement and Supply Officer (AREU/FARC) (Personal)
Data Processing Assistant (AREU) (Personal)
Executive Officer (AREU) (Personal)
Senior Clerk (FARC) (Personal)
Stores Officer (AREU/FARC) (Personal)
FARC 25 :
Rs 15750 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 33425
Extension Assistant (AREU) (Personal)
Research Assistant (AREU) (Personal)
~ 119 ~
Pay Review 2016

FARC 26 :
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 35275
Laboratory Technician (FARC) (Personal)
Transport Organiser (AREU) (Personal)
FARC 27 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 37125 x 1225 38350
Internal Control Officer (FARC) (Personal)
FARC 28 :
Rs 18075 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Cartographer (AREU) (Personal)
Visual Artist (Graphics) (AREU) (Personal)
FARC 29 :
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Confidential Secretary (AREU/FARC) (Personal)
FARC 30 :
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

Higher Executive Officer (AREU) (Personal)
Human Resource Officer (AREU) (Personal)
Procurement and Supply Officer (AREU) (Personal)
Senior Extension Assistant (AREU) (Personal)
Senior Research Assistant (AREU) (Personal)
FARC 31 :
Rs 21950 x 625 23200 x 775 32500 x 925 37125 x 1225 40800 x

1525 42325
Accounting Technician (FARC) (Personal)
FARC 32 :
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 42325

Principal Research Assistant (AREU) (Personal)
FARC 33 :
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 40800 x

1525 43850
Accounts Officer/Senior Accounts Officer (AREU) (Personal)
FARC 34 :
Rs 27850 x 775 32500 x 925 37125 x 1225 40800 x 1525 46900

Office Superintendent (AREU) (Personal)
FARC 35 :
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 48425
Assistant Research Scientist (AREU/FARC) (Personal)
Pay Review 2016
~ 120 ~

FARC 36 :
Rs 20525 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 48425
Technical Officer/Senior Technical Officer (Equipment Maintenance)
(AREU) (Personal)
FARC 37 :
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

Stores Superintendent (AREU) (Personal)
FARC 38 :
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Maintenance Officer (AREU) (Personal)
FARC 39 :
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Librarian (AREU) (Personal)
FARC 40 :
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Accountant (FARC) (Personal)
Human Resource Officer (AREU) (Personal)
Internal Auditor (AREU) (Personal)
FARC 41 :
Rs 30175 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Extension Officer (AREU) (Personal)
FARC 42 :
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
Administrative Manager (AREU/FARC) (Personal)
HR Manager (AREU) (Personal)
FARC 43 :
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
IT Officer/Systems Administrator (AREU) (Personal)
FARC 44 :
Rs 30175 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
Agricultural Engineer/Senior Agricultural Engineer (AREU) (Personal)
Assistant Programme Manager (FARC) (Personal)
Biometrician/Senior Biometrician (AREU) (Personal)
Economist/Senior Economist (AREU) (Personal)
Research Scientist/Senior Research Scientist (AREU/FARC) (Personal)
Station/Laboratory Manager (AREU) (Personal)
~ 121 ~
Pay Review 2016

FARC 45 :
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Manager, Accounts Section (AREU) (Personal)
Senior Extension Officer (AREU) (Personal)
FARC 46 :
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950 72400

Agricultural Coordinator (AREU) (Personal)
Business Development Manager (AREU) (Personal)
Information, Liaison and Documentation Officer (FARC) (Personal)
Principal Agricultural Engineer (AREU) (Personal)
Principal Biometrician (AREU) (Personal)
Principal Economist (AREU) (Personal)
Principal Extension Officer (AREU) (Personal)
Principal Research Scientist (Animal Health) (AREU) (Personal)
Principal Research Scientist (Animal Production) (AREU) (Personal)
Principal Research Scientist (Crops) (AREU) (Personal)
Principal Research Scientist (Entomology) (AREU) (Personal)
Principal Research Scientist (Plant Pathology) (AREU) (Personal)
FARC 47 :
Rs 53200 x 1625 62950 x 1850 68500 x 1950 74350

Laboratory and Nursery Manager (FARC) (Personal)
Programme Manager (FARC) (Personal)
FARC 48 :
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000 86000

Assistant Director (Crops) (AREU) (Personal)
Assistant Director (Extension and Training) (AREU) (Personal)
Assistant Director- General (FARC) (Personal)
Assistant Director (Livestock) (AREU) (Personal)
FARC 49 :
Rs 95000
Deputy Director (AREU) (Personal)
FARC 50 :
Rs 110000
Director (AREU) (Personal)
Director General (FARC) (Personal)
Pay Review 2016
~ 122 ~
Gambling Regulatory Authority
18.
18.1
Operating under the aegis of the Prime Ministers Office since January 2015, the
Gambling Regulatory Authority (GRA) is a body corporate set up under the GRA Act
2007. It is mainly responsible for licensing and monitoring of gaming/gambling
activities and collection of license fees from stakeholders.
18.2
The objects of the GRA include, among others, to: regulate and control gambling
activities and the organisation of lottery games, sweepstake and lotteries; regulate
and monitor the organisation of horse racing; promote public confidence in the
integrity of the gambling industry and the horse racing industry; ensure that
gambling is conducted in a fair and transparent manner; foster responsible
gambling in order to minimise harm caused by gambling; promote tourism,
employment and economic development; and promote the welfare and leisure of
the race-going public.
18.3
At present, GRA is providing its services through three units, namely the Licensing
and Inspectorate Unit, the Finance Unit and the IT Section with the following
activities:
Licensing and Inspectorate Unit is responsible, among others, for

implementing the Boards decision, examining applications for the issue or
renewal of licence, preparing affidavits, attending court cases and carrying
inspections for ensuring compliance with the condition of licence.
Finance Unit is responsible, inter-alia, for collection of licence fees,

preparation of the budget, preparing for the payroll, and monthly tax returns,
preparation of the financial statements and making requests for funds.
IT Section is responsible, among others, for all IT related problems mainly

configuration of the computer, network and accessories at the Authority,
manage the online connection of the server and assist users with the day- today operational problems.
18.4
In accordance with Section 13 (i) of the GRA, the responsibility of the execution of
the Policy of the Board and the control and management of the day-to-day business
of the Authority rest upon the Chief Executive. The other personnel comprises four
officers on permanent establishment, three officers on secondment from MOFED
and six officers on contract. The Authority is also assisted by a team of officers of
the Police des Jeux.
18.5
During consultation, Management reported that Government in its programme

2015-2019, stated that it would be merciless in combatting the growing illicit
gambling activities in order to minimise harm in society. On this basis, the GRA reoriented its policies and approaches to attain this objective. Hence, representation
has been made for the GRA to have the proper organisation structure and the
~ 123 ~
Pay Review 2016
moreso qualified staff to undertake and shoulder responsibilities. Management

submitted a new structure comprising grades to perform different functions and their
proposed schemes of service. It further highlighted that the re-engineering process
of the GRA would be done in phases in order to ensure a smooth transition.
18.6
The submission was examined in line with provisions of Section 3 of the GRA Act
where it is stipulated that the GRA should comprise the Inspectorate Division, the
Investigation Division, the Internal Audit Division and any other divisions as may be
set up by the Board. Some incompatibility was noted between the provisions of the
Act and the proposed functional structure of the organisation. In view thereof and
given the number of grades involved, the Bureau considers it more appropriate for
the GRA to re-examine its proposals regarding the structure and new grades.
Thereafter, the salary gradings may be provided on an adhoc basis once the
established procedure has been followed and relevant clarifications/information
obtained.
18.7
We are, however, on the basis of functional needs, providing for the grades of Legal
Affairs Officer, Public Relations/ Responsible Gambling Officer, Auditor, Systems
Analyst and Clerk/Word Processing Operator. As regards grades on the permanent
and pensionable establishment, we are providing the revised salary scales in
alignment with our pay structure.
Recommendation 1
18.8
We recommend the creation of the following grades: Legal Affairs Officer,

Auditor, Public Relations/Responsible Gambling Officer, Systems Analyst and
Clerk/Word Processing Operator.
Legal Affairs Officer (New Grade)

Recommendation 2
18.9
Appointment to the grade of Legal Affairs Officer should be made by selection

from among candidates who possess a Degree in Legal Studies or Law from a
recognised institution or an equivalent qualification acceptable to the
Authority and who reckon at least three years experience in dealing with
court and legal matters/proceedings.
18.10
Incumbent would be required, among others, to: advise the GRA Office on legal
matters; handle court matters/proceedings pertaining to licences; consult with the
Authority/Legal Adviser as and when required; develop, initiate, maintain and review
policies and procedures for a compliance; develop and periodically review and
update Standards of Conduct to ensure continuing currency and relevance in
providing guidance to Management and employees; and develop/implement
corrective actions plans to resolution on problematic issues and provide general
guidance on how to tackle similar situations in future.
Pay Review 2016
~ 124 ~
Public Relations /Responsible Gambling Officer (New Grade)

Recommendation 3
18.11
Appointment to the grade of Public Relations /Responsible Gambling Officer

should be filled by selection from among candidates who possess a Degree in
Communication or Communication Studies or Journalism or any equivalent
qualification acceptable and having at least three years knowledge in the
field of public relations, communication or journalism.
18.12
Appointee would be required, among others, to: design and implement

Communication Strategies and Plan; disseminate information which will help to
create greater awareness of the role of the Authority; provide reports on the status
and actions of the Communication Plan; develop and implement a Responsible
Gambling Programme for the Authority; to sensitise people on the harm of
gambling; and promote gambling as a leisure.
Auditor (New Grade)

Recommendation 4
18.13
Appointment to the grade of Auditor should be made by selection from among

candidates possessing a pass at the Final Examination required for
admission to membership of ICA, ACCA, CIMA and CIPFA and who reckon at
least four years experience in auditing and/or accounting duties.
18.14
Incumbent would be required, among others, to: conduct internal and external audit
of the GRA and its stakeholders; develop a systematic audit testing of control; and
make recommendations and improvements to the system of procedures to achieve
accuracy, eliminate errors, defalcation, wastage, fraud and the maintenance of an
up-to-date and well organised database.
Systems Analyst (New Grade)

Recommendation 5
18.15
Appointment to the grade of Systems Analyst should be made by selection

from among candidates possessing a Degree in Information Technology or
Computer Science or Information Systems or any equivalent qualification
acceptable to the Authority and who reckon at least two years practical
experience in system development, system analysis, database design and
operation of a multi user system.
18.16
Incumbent would be required, among others, to: develop, maintain and update
software/web applications; update and maintain the GRA website; and assist users
with day-to-day operational problems and coach hours on use of IT System and
Office tools to enhance productivity and perform daily tasks required to maintain the
GRA system in proper operating condition such as database maintenance, backup
and other related duties.
~ 125 ~
Pay Review 2016
Clerk/Word Processing Operator (New Grade)

18.17
Appointment to the grade of Clerk/Word Processing Operator should be made

by selection from candidates possessing a Cambridge Higher School
Certificate or passes in at least two subjects obtained on one certificate at
GCE A Level or an alternative qualification acceptable. Candidates must
have the ability in typewriting at a speed of at least 30 words per minute.
18.18
Incumbent would be required, among others, to: perform clerical duties and take
down dictation; carry out word processing and computer/data processing work;
update information in the computer system; and to operate telefax and e-mail
services.
18.

SALARY SCHEHDULE
GRA 1 :
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21475
Office Assistant
GRA 2 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerk/Word Processing Officer (New Grade)
GRA 3 :
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
formerly Officer (General Services)
GRA 4 :
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
GRA 5 :
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Legal Affairs Officer (New Grade)
Public Relations/Responsible Gambling Officer (New Grade)
Systems Analyst (New Grade)
GRA 6 :
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Auditor (New Grade)
GRA 7 :
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Information System Officer
Pay Review 2016
~ 126 ~
Hindi Speaking Union
19.
19.1
The Hindi Speaking Union has been established in December 1994 as a body
corporate under the Hindi Speaking Union Act. Its main objects include the
promotion of the Hindi Language in its spoken and written forms; provide friendship
and understanding between the Hindi speaking peoples of the world; and provide
facilities for the interchange of views affecting the interests, well being,
development, relationships and common problems of the hindi-speaking peoples of
the world; and promote and encourage education among all peoples interested in
Hindi.
19.2
In pursuance of its objectives, various activities are organised by the Union, namely
book exhibitions/sales throughout the country, conferences, workshops and
seminars, exchange programmes. In addition, magazines, periodicals and books
are published at regular intervals and weekly radio programmes are presented and
aired. The Union also runs a lending library located at Triolet.
19.3
An Administrative Secretary is responsible for the day to day administration.

Support services are provided by a small pool of officers.
19.4
In the context of this Report, no submission has been made by the Management or
staff side. We are, therefore, maintaining the existing structure whilst revising the
salaries.
19.

SALARY SCHEDULE
HSU 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
HSU 2
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
HSU 3
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 27075
Motivator
HSU 4
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Library Clerk
HSU 5
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
~ 127 ~
Pay Review 2016
Pay Review 2016
Hindi Speaking Union
~ 128 ~

20.
Human Resource Development Council
20.1
The Human Resource Development Council (HRDC), set up as a body corporate

under the provision of the HRDC Act 2003, operates under the aegis of the Ministry
of Education and Human Resources, Tertiary Education and Scientific Research. It
envisions to have always a creative and competent HR Base.
20.2
The objects of the Council are, among others, to promote human resource
development in line with national economic and social objectives; stimulate a culture
of training and lifelong learning at the individual, organisational and national levels
for employability and increasing productivity; and provide the necessary human
resource thrust for successful transformation of the economy into a knowledgeable
hub.
20.3
In line with the Governments Programme 2015-2019, the HRDC is called upon to
play a fundamental role in the evolving socio-economic architecture of Mauritius.
The Council would be required to initiate skills development programmes to reduce
the mismatch between demand and supply of human resources, address the
graduate unemployment problem and contribute to Governments vision in making
Mauritius a nation dentrepreneurs through its Skills for Growth Scheme.
20.4
The organisation is headed by a Director who is the Chief Executive of the Council.
The latter is assisted in the day-to-day business operations by a Deputy Director
and three Managers each in charge of the three divisions, namely; Corporate,
Research and Consultancy, and Finance respectively. Officers from other various
cadres also provide support to Management.
20.5
During consultations both Management and Staff Association have submitted that
there is need to review upward the remuneration package of certain grades at top
level owing to the specificity of the HRDC, being an apex organisation. In addition,
a fit-for-purpose organisation structure has been requested, through the creation of
appropriate grades to meet the new challenges and implement national projects.
20.6
After duly examining the various requests of both Management and Staff
Association the Bureau is making appropriate recommendations to enable the
Council to enhance its service delivery through the strengthening of the structure at
different levels. We are also allowing for movement beyond top salary to some
officers and providing enhanced pension benefits to certain category of employees.
Adjustment of Salary Scale

20.7
The Bureau has received requests to review the salary scales of certain top
positions further to recommendations made in a report submitted by an external
consultant prior to 2013 PRB Report. We have examined the issue in-depth and
have come to the conclusion that the matter should be dealt with
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Pay Review 2016

administratively at the level of the Council and the parent Ministry, which
have the prerogative of granting top up allowances wherever deem
necessary.
FINANCE DIVISION
Head, National Training Fund Unit (New Grade)
20.8
According to the HRDC Act, one of the main functions of the Council is to manage
the National Training Fund (NTF) whereby employers contribute a training levy to
the Council. The Finance Division is currently responsible for the management of
the Training Levy/Grant System and accounting/budgeting issues.
20.9
Management has submitted that since the HRDC receives around Rs 425m
annually and disburses around Rs 280m as Grant refund, the NTF Unit and the
Accounting/Budgeting Unit should function separately for better control, with shared
responsibility and accountability. Moreover, the Independent Commission against
Corruption (ICAC) recommended, further to a Corruption Prevention Review (CPR)
exercise carried out at the HRDC, that the Finance Division be restructured such
that the NTF Unit is separated from the Accounting activities. As such, request has
been made for the creation of a grade of Team Leader (NTF) to look after the dayto-day management of the NTF.
20.10
The Bureau has examined the request and considers that there is merit in the case.
We are, therefore, providing for another appellation in line with the duties and
responsibilities devolving upon the grade and making an appropriate
Recommendation 1
20.11
We recommend the creation of the grade of Head, National Training Fund

Unit. Appointment thereto should be made by selection from among
candidates who are members of a professional body acceptable to the HRDC,
registered with the Mauritius Institute of Professional Accountants (MIPA) and
possess a Masters Degree in Finance or Management or Administration from
a recognised institution. Candidates should also reckon at least five years
post-qualification experience in management/administration; have a track
record to demonstrate commitment to the provision of high quality financial
services; possess problem solving skills and have ability to think
strategically; and possess excellent administrative, interpersonal and
communication skills.
20.12
Incumbent would be responsible to the Manager, Finance for the smooth

functioning and management of the NTF Unit and would be required, inter- alia, to:
manage the day-to-day operations of the NTF Unit; ensure timely transfer of grant
refund to employers and training centres; ensure the prevalence of a proper internal
Pay Review 2016
~ 130 ~

control mechanism in the training unit; initiate actions in relation to cases of

malpractice; provide advice, functional guidance and assistance to employers and
training centres on training grant system; and manage the investment portfolio of
the NTF and advise on investment strategies.
Monitoring Unit
Inspection and Monitoring Officer (Roster) (New Grade)
20.13
The HRDC is required to monitor the participation of employers, employees and job
seekers in training schemes and programmes. In this context, regular site visits are
conducted to ensure that training are effectively being dispensed, as grants are
released for this specific purpose to organisations. This monitoring exercise is
conducted by officers of the Monitoring Unit, which comprises one Executive
Assistant/Senior Executive Assistant and Management Support Officers. The
present staffing complement is considered to be inadequate to fulfil the purpose for
which the Unit has been established.
20.14
Management has submitted that due to an increase in the number of visits and
activities at the Monitoring Unit, there is need for a dedicated grade to perform
these duties particularly regarding inspection and monitoring. We consider that this
arrangement would enable a better service delivery through proper check and
balances. We are, therefore, providing this new grade.
Recommendation 2
20.15
We recommend the creation of the grade of Inspection and Monitoring Officer

(Roster). Appointment, thereto, should be made by selection from among
serving officers of the HRDC possessing a Cambridge Higher School
Certificate or passes in at least two subjects obtained on one certificate at the
General Certificate of Education Advanced Level and reckoning at least four
years experience in a training or educational environment. Candidates
should also be computer literate and possess good communication skills.
20.16
Incumbent would be required, inter alia, to: liaise with appropriate departments/units
for retrieval of relevant documents for conduct of inspection/monitoring; assist in the
elaboration of programmes for inspection and monitoring; conduct inspection and
monitoring visits, as per programme elaborated; check that training is being
effectively carried out; assist in the preparation of inspection and monitoring reports
for submission to management; inspect, on site, multimedia facilities procured by
institutions and submit reports thereon; inspect, during visits, the records of
employer/trainer related to the training being delivered; compile data for statistical
purposes; and attend court in cases of prosecution related to the Training Grant
Scheme, as and when required.
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Pay Review 2016

RESEARCH AND CONSULTANCY DIVISION

20.17
Management has informed that further to certain measures enunciated in the

Government Programme 2015-2019, there has been an expansion in the activities
at the Research and Consultancy Division. The latters responsibilities are now
geared towards research and the operationalisation and implementation of projects
at various levels of the economy. New projects include those regarding national
HRD policy development, career development as well as those involving
collaboration with industry associations.
20.18
In this context, Management has apprised the Bureau that the Division is being
renamed Research and Project Division and consequently, the appellation of the
grade of Manager, Research and Consultancy be reviewed. We consider the
request to be justified and are reviewing the appellation.
Manager, Research and Projects

formerly Manager, Research and Consultancy
Recommendation 3
20.19
We recommend that the grade of Manager, Research and Consultancy be

restyled Manager, Research and Projects.
Research and Development Coordinator

Senior Research and Development Officer
formerly Research and Development Officer
20.20
Management has submitted that there is no longer the operational need to maintain
the grades of Research and Development Coordinator and Research and
Development Officer as two distinct grades, since incumbents are required to
manage individual projects and report directly to the Manager, Research and
Consultancy, now restyled Manager, Research and Projects. In such a context,
both grades are performing the same duties. It has, therefore, been proposed to
merge these two grades under a new appellation of Project Leader.
20.21
After an in-depth examination, the Bureau has noted that the duties and
responsibilities devolving upon the grades of Research and Development
Coordinator and Research and Development Officer are specific and distinct,
without any major overlapping. Moreover, one of the main duty of the Research
and Development Coordinator is to supervise the work of the Research and
Development Officers. In such a context, a merger of the two grades would not be
appropriate, the moreso the conduct of research and development of projects is a
core function of the organisation.
20.22
However, we have observed a change in the way of operating of Research and

Development Officers, where they are given much leeway in conducting their
projects and making informed decisions. Against such a background, we are
Pay Review 2016
~ 132 ~

providing for movement beyond top salary to allow incumbents to benefit from better
career earnings and restyling the grade to a more appropriate appellation which
better reflects the nature and level of duties devolving upon the officers. In addition,
the Bureau has taken into consideration the critical importance of the Division and
expansion of activities thereat. In this respect, we are making a recommendation
which would enhance service delivery.
Recommendation 4
20.23
We recommend that:
(i)
the grade of Research and Development Officer be restyled Senior

Research and Development Officer;
(ii)
incumbents in the grade of Senior Research and Development Officer,

formerly Research and Development Officer, who have reached the top
of their salary scale should be allowed to move incrementally in the
master salary scale up to salary point Rs 68500 provided they:(a) have
drawn the top salary for a year; (b) have been efficient and effective in
their performance during the preceding year; and (c) are not under
report; and
(iii)
Management considers the advisability of increasing the establishment

size of the grade of Research and Development Coordinator and
consequently that of Senior Research and Development Officer,
formerly Research and Development Officer, for an enhanced service
delivery.
Research and Development Officer (New Grade)

20.24
In view of the expansion in activities at the HRDC, the Bureau has been informed
that there is need to strengthen the structure at the base with the creation of an
appropriate level which would provide assistance to the Senior Research and
Development Officers, formerly Research and Development Officer, in the conduct
of research. The Bureau is agreeable to the proposal.
Recommendation 5
20.25
We recommend the creation of the grade of Research and Development

Officer. Appointment, thereto, should be made by selection from among
candidates possessing a degree in Economics or Mathematics or Statistics or
any other relevant field acceptable to the Council.
20.26
Incumbents would be required, inter alia, to: assist the Senior Research and
Development Officer in the conduct of research; undertake literature reviews to
support HRD projects; assist in the preparation of project proposals and project
documents; assist in the planning, implementation, monitoring and evaluation of
HRD projects; collect, collate and compile data; organise and participate in outreach
~ 133 ~
Pay Review 2016

activities based on HRD projects; and assist in the maintenance of project

databases.
20.27
We further recommend that, in future, appointment to the grade of Senior

Research and Development Officer should be made by promotion of officers
in the grades of Research and Development Officer reckoning at least three
years service in a substantive capacity in the grade and possessing a
postgraduate degree in a relevant field acceptable to the Council. In the
absence of suitably qualified candidates, the grade should be filled by
selection from among candidates possessing a post graduate degree in
Econometrics or Statistics or Demography or Economics and reckoning at
least three years experience in research in an educational or training or
related industrial environment.
PROCUREMENT AND SUPPLY/GENERAL SERVICES

20.28
The Procurement and Supply Unit of the HRDC is presently manned by a

Procurement and Supply Officer. In view of the absence of a career path and in line
with the Bureaus policy favouring career earnings, we are restyling the grade of
Procurement and Supply Officer to a more appropriate job appellation to be in
consonance with the nature of duties performed. We are also providing a form of
compensation to the incumbent for possessing higher qualifications.
Recommendation 6
20.29
We recommend that the grade of Procurement and Supply Officer be restyled

20.30
We further recommend that incumbents in the grade of Procurement and

and Supply Officer, possessing a diploma in Purchasing and Supply
incrementally in the master salary scale up to salary point Rs 42325, provided
they:
(i)
(ii)

preceding year; and
Pay Review 2016
~ 134 ~


20.31
The General Services cadre at the HRDC, comprises the polyvalent and
multifunctional grade of Management Support Officer and the evanescent grade of
Clerk/Word Processing Operator/Senior Clerk/Word Processing Operator. We are
further reinforcing the structure at the lower level through the creation of a grade of
Clerical Officer.
Recommendation 7
20.32
We recommend the creation of the grade of Clerical Officer in line with the
provisions made at paragraph 23 of Volume 2 Part II of this Report.
Enhanced Pension Benefits for PhD Holders of the HRDC

20.33
The core function of the HRDC consists mainly of research activities. In view of this
specificity and the organisations mandate, the Bureau considers that an incentive
to further promote research in the field of Human Resource Development should be
provided to staff of certain grades who possess a PhD. We believe that such a
measure may motivate officers to follow courses leading to doctoral degrees. We
are, therefore, making a specific recommendation to that effect.
Recommendation 8
20.34
We recommend that officers of the Research and Project Division, formerly

Research and Consultancy Division, performing duties related to research
and holding a relevant PhD degree recognised by the Council, should be
granted four pensionable months of service every three years of postdoctoral effective service subject to a maximum of 40 months.
Ad hoc Allowance to employees in the grade of Driver/Messenger

20.35
The Bureau has been apprised that officers in the grades of Driver/Messenger and
Driver/Messenger (Personal) are regularly called upon to effect repairs and
maintenance works (electrical, plumbing and pipe fitting, painting, masonry,
carpentry and joinery and general maintenance works). As these tasks fall outside
their normal duties and require the possession of specific skills and competencies,
we consider that payment of an ad hoc allowance to the officers concerned is
justified.
Recommendation 9
20.36
We recommend that Management considers the advisability of granting an ad

hoc allowance to be determined by the Board of the HRDC, to officers in the
grades of Driver/Messenger and Driver/Messenger (Personal) who are
regularly called upon to carry out repairs and maintenance works.
~ 135 ~
Pay Review 2016

20.

SALARY SCHEDULE
HRDC 1
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200
Driver/Messenger
HRDC 2
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 23975
HRDC 3
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 24750
General Assistant/Senior General Assistant
HRDC 4
Rs 13270 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 24750
General Assistant/Senior General Assistant (personal to employees in
post as at 30.06.2008)
HRDC 5
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 25525
HRDC 6
Rs 15750 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 25525
Driver/Messenger (personal to employees in post as at 30.06.2008)
HRDC 7
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 30175
HRDC 8
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 31725
Clerk/Word Processing Operator/Senior Clerk/Word Processing Operator
(personal to holder in post as at 30.06.2008)
HRDC 9
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
Pay Review 2016
~ 136 ~

20.
HRDC 10
HUMAN RESOURCE DEVELOPMENT COUNCIL (Contd)

Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x
775 32500
Accounts Clerk
HRDC 11
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 37125 x 1225 38350
Executive Assistant/Senior Executive Assistant
HRDC 12
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 37125 x 1225 38350
HRDC 13
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 40800

HRDC 14
Rs 23200 x 775 32500 x 925 37125 x 1225 40800

Inspection and Monitoring Officer (Roster) (New Grade)
HRDC 15
Rs 21950 x 625 23200 x 775 32500 x 925 36200 QB 37125 x 1225

40800 x 1525 49950 x 1625 51575
Accounting Technician/Senior Accounting Technician
HRDC 16
Rs 21950 x 625 23200 x 775 32500 x 925 37125 x 1225 40800 x

1525 42325 QB 43850 x 1525 49950 x 1625 51575
Accounting Technician/Senior Accounting Technician (Personal to holder
in post as at 30.06.2008)
HRDC 17
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
HRDC 18
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
IT Officer
HRDC 19
Rs 30175 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Public Relations and Communication Officer
~ 137 ~
Pay Review 2016

20.
HRDC 20
HUMAN RESOURCE DEVELOPMENT COUNCIL (Contd)

Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x
1625 62950
Administrative/Human Resource Management Officer
HRDC 21
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
HRDC 22
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Senior Research and Development Officer
formerly Research and Development Officer
Systems Administrator
HRDC 23
Rs 51575 x 1625 62950 x 1850 68500 x 1950 70450

Research and Development Coordinator
HRDC 24
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850

68500 x 1950 74350
Head, National Training Fund Unit (New Grade)
HRDC 25
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

92000
Manager, Corporate
Manager, Finance
Manager, Research and Projects
formerly Manager, Research and Consultancy
HRDC 26
Rs 101000
Deputy Director
HRDC 27
Rs 110000
Director
Pay Review 2016
~ 138 ~
21.
21.1
The Irrigation Authority (IA) is established as a parastatal body under the provision
of the Irrigation Authority Act No. 39 of 1978 and operates under the aegis of the
Ministry of Agro-Industry and Food Security.
21.2
The mission of Irrigation Authority is to provide a quality service to the Planters

Community through the shared commitment, serve professionally with a view to
improving the welfare of the planters.
21.3
The overall objects of the Authority are, among others, to study the development of
irrigation; implement and manage irrigation projects in every irrigation area and to
do all other acts incidental thereto; and undertake research into the optimum use of
water.
21.4
The activities of the Authority are carried out under the following Units/Departments
namely: Internal Audit; Irrigation Planning; Construction and Supervision; Operation
and Maintenance; Administrative and Accounts.
21.5
the creation of grades at different levels of operations; change in appellation to
better reflect the duties; upgrading of salary and qualification at various levels and
restyling of grades to allow the organisation to deliver its services efficiently and
effectively. There was also request for training to update knowledge and develop
skills in the new systems of irrigation. We have examined all the proposals,
apprised both Management and Staff Associations on issues that could not be
retained as well as other representations that need to be studied further, and are
Principal Engineer (Operation and Maintenance)

formerly Principal Engineer (Civil/Mechanical)
Supervisor (Maintenance Works)
formerly Supervisor (Civil Works)
21.6
It has been submitted that the grades of Principal Engineer (Civil/Mechanical) and
Supervisor (Civil Works) be restyled to Principal Engineer (Operation and
Maintenance) and Supervisor (Maintenance Works) respectively to better reflect the
duties being performed. We are agreeable to this request and are making
appropriate recommendations to this effect.
Recommendation 1
21.7
We recommend that the grades of Principal Engineer (Civil/Mechanical) and

Supervisor (Civil Works) be restyled to Principal Engineer (Operation and
Maintenance) and Supervisor (Maintenance Works) respectively.
~ 139 ~
Pay Review 2016
Work in Cyclonic Conditions

21.8
An allowance of Rs 800 is exclusively paid to employees involved in anchoring of

pivots in cyclonic conditions. This provision is still valid.
Recommendation 2
21.9
We recommend the continued payment of an allowance of Rs 800 exclusively

to employees involved in anchoring of pivots in cyclonic conditions.
21.
SALARY SCHEDULE
IA 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
IA 2
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 18825
IA 3
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 19200
Irrigueur (Roster)
IA 4
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 19200
Stores Attendant
IA 5
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575
Security Guard
IA 6
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Office Attendant
Pump Operator
IA 7
Rs 14325 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21475
Pay Review 2016
~ 140 ~
21.
IA 8
IRRIGATION AUTHORITY (Contd)
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver
Field Supervisor
IA 9
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 23975
Driver (Roster)
Field Supervisor(Roster)
Electrician
Mechanic
Painter
Pipe Fitter
Welder
Vulcaniser
IA 10
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
IA 11
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 25525
Vehicle Controller
IA 12
Rs 24750 x 775 26300

Trainee Engineer
IA 13
Rs 17050 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
27850
Assistant Supervisor (Irrigation) (Roster)
IA 14
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 28625
Assistant Stores Officer
IA 15
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
~ 141 ~
Pay Review 2016
21.
IA 16
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 30175
Technical Assistant
Technical Assistant (Electromechanical)
IA 17
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
IA 18
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 30175

Assistant Workshop and Plant Supervisor
IA 19
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30950
Supervisor (Maintenance Works)
formerly Supervisor (Civil Works)
IA 20
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
31725
IA 21
Rs 18075 x 375 19575 x 475 21950 x 625 23200 x 775 31725

Supervisor (Irrigation) (Roster)
IA 22
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
IA 23
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Accounts Clerk
Purchasing and Supply Officer (from former Development Works
Corporation)
Stores Officer (Personal)
IA 24
Rs 21950 x 625 23200 x 775 32500

Workshop and Plant Supervisor
Pay Review 2016
~ 142 ~
21.
IA 25
Rs 15450 x 300 15750 x 325 17700 x 375 19575 x 475 21950 x 625
23200 x 775 32500 x 925 35275
IA 26
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 35275
IA 27
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 37125 x 1225 38350
Social Facilitator
IA 28
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 37125 x 1225 38350
Internal Control Officer
IA 29
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
IA 30
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

Financial Officer
Higher Executive Officer (Personal to incumbents in post as at 31.12.15)
Higher Stores Officer
Senior Accounts Clerk
IA 31
Rs 21950 x 625 23200 x 775 32500 x 925 37125 x 1225 39575

IA 32
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
IA 33
Rs 21950 x 625 23200 x 775 32500 x 925 37125 x 1225 40800 x

1525 42325
Senior Technical Assistant
~ 143 ~
Pay Review 2016
21.
IA 34
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 42325

Senior Technical Design Officer (Irrigation Planning Unit)
IA 35
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 43850
IA 36
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 43850

IA 37
Rs 27850 x 775 32500 x 925 37125 x 1225 40800 x 1525 46900

IA 38
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525 48425

IA 39
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Agricultural Economist
Irrigation Operation Officer
IA 40
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Information Technology Officer
IA 41
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Accountant
Internal Auditor
IA 42
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Engineer (Irrigation Planning Unit)
Engineer (Mechanical)
Pay Review 2016
~ 144 ~
21.
IA 43
Rs 30175 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 58075
Engineer (Construction and Supervision) (Staggered) (Personal)
Engineer (Operation and Maintenance) (Staggered) (Personal)
IA 44
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Divisional Irrigation Operation Officer
IA 45
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850 68500

x 1950 70450
Financial Manager
Principal Engineer (Construction and Supervision)
Principal Engineer (Irrigation Planning Unit)
Principal Engineer (Operation and Maintenance)
formerly Principal Engineer (Civil/Mechanical)
IA 46
Rs 45375 x 1525 49950 x 1625 62950 x 1850 68500 x 1950 70450

Head of Administration
IA 47
Rs 45375 x 1525 49950 x 1625 62950 x 1850 68500 x 1950 74350

Head of Construction and Supervision
Head of Operation and Maintenance
Investigation/Research Specialist
IA 48
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000 86000

Head of Irrigation Planning Unit
IA 49
Rs 110000
General Manager
~ 145 ~
Pay Review 2016
Pay Review 2016
~ 146 ~
Islamic Cultural Centre
22.
22.1
The mission of the Islamic Cultural Centre (ICC) is to serve the varied cultural and
artistic needs of the Muslim Community of Mauritius and to promote awareness and
appreciation of islamic history and cultural heritage to the Mauritian Society.
22.2
Its organisation structure consists of a Director, Secretary/Treasurer, Hadj/

Programme Officer, officers in support grades and manual staff.
22.3
As the ICC has not responded to any of our Circulars nor has made any submission
in the context of this review, we are maintaining the present structure and revising
the salaries.
22.

SALARY SCHEDULE
ICC 1
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Gardener
Office Attendant
ICC 2
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver
ICC 3
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 23975
Handy Worker (Multi-skilled)
ICC 4
Rs 13970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
ICC 5
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Library Clerk
ICC 6
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
~ 147 ~
Pay Review 2016
22.
ICC 7
Islamic Cultural Centre
ISLAMIC CULTURAL CENTRE (Contd)
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Hadj/Programme Officer
ICC 8
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
ICC 9
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 40800 x 1525
42325
Secretary/Treasurer
ICC 10 :
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000 86000

Director
Pay Review 2016
~ 148 ~
Attorney Generals Office
Law Reform Commission
23.
23.1
The Law Reform Commission of Mauritius (LRC) has been established as an

independent statutory body by the Parliament under Act No 26 of 2005. It is
operational since 2006 and is under the purview of the Attorney-Generals Office.
23.2
The functions of the Law Reform Commission, as a specialist law reform agency,
are to review in a systematic way the laws of Mauritius; make recommendations for
its reform and development; and ensure that the laws are as understandable and
accessible as are practicable.
23.3
The Commission envisions to be an efficient and effective law reform agency which
would ensure that laws are responsive to the needs of the society, reflect best
international practices and are in conformity with our international obligations.
23.4
In discharging its mandate, the LRC is committed to comparative legal research in

order to evaluate the merits and demerits of our laws in the light of the experience
of other jurisdictions.
23.5
At present, the LRC has a three-level structure comprising the grades of Law
Reform Officer, Senior Law Reform Officer and Principal Law Reform Officer for its
research functions and is supported by staff of the General Services.
23.6
The Chief Executive Officer is the Administrative/Technical head of the organiation

responsible for all research to be done by the Commission in the discharge of its
functions, for the drafting of all reports to be made by the Commission and, for the
supervision of the staff and work of the Commission. He is assisted by the
Secretary to the Commission who is responsible for the taking of minutes of
proceedings of the Commission.
23.7
Since the present organisational set-up is delivering efficiently upon its mandate, in
this Report we are bringing no change to the existing structure.
23.

SALARY SCHEDULE
LRC 1
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 22575
LRC 2
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Management Support Officer (LRC)
~ 149 ~
Pay Review 2016
Attorney Generals Office
Law Reform Commission
23.
LRC 3
LAW REFORM COMMISSION (Contd)
Rs 18075 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
34350
Senior Officer (Personal)
LRC 4
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925 3712 x 1225 38350
LRC 5
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 39575

Law Reform Officer
LRC 6
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 58075
Secretary to Commission
LRC 7
Rs 34350 x 925 37125 x 1225 40800 x 1525 49950 x 1625 62950 x

1850 68500 x 1950 70450
Senior Law Reform Officer
LRC 8
Rs 39575 x 1225 40800 x 1525 49950 x 1625 62950 x 1850 68500 x

1950 74350 x 2825 80000 x 3000 86000
Secretary to Commission (Personal)
LRC 9
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000 89000

Principal Law Reform Officer
LRC 10
Rs 110000
Pay Review 2016
~ 150 ~
24.
Le Morne Heritage Trust Fund
24.1
Le Morne Heritage Trust Fund was established in May 2004 under the Le Morne
Heritage Trust Fund Act. Its main objectives comprise, among others, the
promotion of Le Morne as a national, regional and international memorial site;
preservation and promotion of the historical, cultural, environmental and ecological
aspects of Le Morne; encouragement of research and support projects and
publications related to slavery and marronage; and the collection, publication and
dissemination of information pertaining to the history of slavery and marronage.
24.2
The Le Morne Cultural Landscape was inscribed on the United Nations Educational,
Scientific and Cultural Organisation World Heritage list on 10 July 2008, to
represent symbolically a place of resistance to slavery and the determination of
slaves to acquire freedom. As such, one of the Funds major aim is to preserve,
safeguard and manage the landscape so that it can be used in a wise and
sustainable manner, without compromising its authenticity and integrity.
24.3
The Fund is administered and managed by a Board. A Director is responsible for

the execution of the policy and decisions of the Board as well as the control and
management of the day-to-day business.
24.4
In the context of this Report, Management has submitted that in view of an

expansion of the activities of the Fund, there is need for the creation of a few grades
to strengthen the structure to enable an enhanced delivery of services. After careful
study, we are agreeable to create the grades of Management Support Officer,
Marketing and Public Relations Officer, Accounting Technician and ICT Technician.

Recommendation 1
24.5
We recommend that the grade of Management Support Officer be created, in

line with provisions made at paragraphs 24 (i) of this Report.
Marketing and Public Relations Officer (New Grade)

Recommendation 3
24.6
We recommend the creation of the grade of Marketing and Public Relations

Officer. Appointment thereto should be made from among candidates
possessing a Degree in Tourism Management or Marketing or Communication
Studies from a recognised institution.
24.7
Incumbent would be required to, among others, develop and coordinate marketing
policies and strategies; develop and coordinate the marketing activities and
programmes related to the visitor management and the promotion of the Le Morne
Cultural Landscape, UNESCO World Heritage site; create, enhance and sustain
awareness of Le Morne Cultural Landscape, UNESCO World Heritage Site in the
~ 151 ~
Pay Review 2016
media towards local and foreign communities; and assist in the planning, promotion
and execution of special events and activities.
Recommendation 4
24.8
We recommend the creation of the grade of Accounting Technician.

Appointment thereto should be made from among candidates possessing a
Cambridge Higher School Certificate and a pass in papers F1, F2 and F3 of
the ACCA Fundamentals (Knowledge) and any other four papers of the ACCA
Fundamentals (Skills)
24.9
Incumbent would be required to, inter alia, be in charge of the Finance department;
establish, manage and monitor financial reporting system; set up and maintain
system to monitor transactions carried out; prepare budget plans and cash flows;
prepare and submit regular financial reports on income expenditure trends; attend
to audit queries on financial issues; and keep accounting records and books of
accounts.
Recommendation 5
24.10
We further recommend that the Accounting Technician would be allowed to

cross the Qualification Bar in the salary scale upon completion of the ACCA
fundamentals examinations or possession of an equivalent qualification

Recommendation 5
24.11
We recommend the creation of the grade of ICT Technician. Appointment

thereto should be made from among candidates possessing a Diploma in IT
or Computer Science or Information System or Software Engineering or an
equivalent qualification and reckoning at least one year experience in the
maintenance and repairs of IT equipment.
24.12
Incumbent would be required to, among others, maintain, repair and administer the
computer system, including all peripherals; provide general technical guidance and
support to end users; devise appropriate systems of security in relation to hardware
and software; maintain an overview of the implementation of the Boards ICT policy;
diagnose problems related to internet access in Boards and taking remedial action;
and provide support to staff in the use of ICT.
Clerk Assistant
24.13
Management has submitted that the grade of Clerk Assistant no longer fits in the
organisations structure. We are, therefore, making the grade evanescent and
granting a personal salary to incumbent in post as at 31 December 2015.
Pay Review 2016
~ 152 ~
Recommendation 6
24.14
We recommend that the grade of Clerk Assistant be made evanescent.
24.

SALARY SCHEDULE
MHTF 1
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 18450
Handy Worker
MHTF 2
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 19575
Security Guard
MHTF 3
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver
MHTF 4 :
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
Clerk Assistant (Personal to officers in post as at 31 December 2015)
MHTF 5
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Heritage Guide
MHTF 6
Rs 14325 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30950
Conservation Officer
MHTF 7
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
MHTF 8
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

Accounts Officer
MHTF 9
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800 x 1525 42325
Site Officer
~ 153 ~
Pay Review 2016
24.
MHTF 10 :
LE MORNE HERITAGE TRUST FUND (Contd)
Rs 21950 x 625 23200 x 775 32500 x 925 36200 QB 37125 x 1225

40800 x 1525 45375
MHTF 11 :
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Marketing and Public Relations Officer (New Grade)
Research Officer
Site Manager
MHTF 12 :
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Documentalist
MHTF 13 :
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
Curator
MHTF 14 :
Rs 95000
Director
Pay Review 2016
~ 154 ~

25.
25.1
The Mahatma Gandhi Institute (MGI) was set up under the MGI Act No. 64 of 1970
(subsequently amended in 2002) with the main objectives of establishing, as a
tribute to Mahatma Gandhi, a centre of studies of Indian Culture and Traditions and
to promote education and culture generally.
25.2
It provides both secondary and tertiary education. The secondary and prevocational educations are provided through six secondary schools and the
Gandhian Basic School respectively. Tertiary education and research activities are
dispensed through five schools namely School of Indian Studies; School of
Indological Studies; School of Performing Arts; School of Fine Arts; and School of
Mauritian and Area Studies.
25.3
Besides academic curriculum, MGI also lays a lot of emphasis on values and
gandhian philosophy with a view to developing the competencies, skills and
aptitudes of the students. It organises various activities such as drama, public
speaking, sports, projects and promotes exchange programmes with secondary
schools in India and United Kingdom. Hence the Institute is working towards the
advancement of both education and propagating culture at national, regional and
international levels.
25.4
The Director-General is the principal academic and administrative officer. She is

responsible to the MGIs Council for the finances and for maintaining and promoting
good order and efficiency of the Institute. In the discharge of her functions, the
Director-General is assisted by the Director (Mahatma Gandhi Institute) and
Director (Schooling) (MGI/RTI). Other staff on the establishment of the MGI include
grades belonging to the teaching, professional, technical and other occupational
categories.
25.5
In the context of this review exercise, both Management and staff side have made
representations for the creation of levels, restyling of existing grades, alignment of
salaries, provision of duty free facilities, review of allowances payable to Head of
School and Head of Department, and review of conditions of service.
25.6
During consultations, parties were apprised that grades are normally created on the
basis of functional needs and the onus rests upon the Council. However, grades
which are urgently required by the organisation, could be graded by the Bureau on
an ad hoc basis well before and even after the publication of the Report, once the
parent Ministry conveys its approval and the proposed schemes of service are in
order. Both parties were informed that the Bureau would not accede to requests for
restyling where it is found to have grading implications and/or no nexus with the
duties and responsibilities associated with the posts. As regards alignment of
salaries, parties were made aware that this would be examined by the Bureau on
~ 155 ~
Pay Review 2016

the basis of its job evaluation schemes. On the issue of conditions of service,
parties were signalled that these would be looked at holistically except for specific
ones which are being considered/addressed by the Bureau.
25.7
For this review exercise, we are consolidating the structure with the creation of the
grades of Senior Computer Laboratory Attendant and School Superintendent
respectively. We are equally replicating recommendations in respect of incremental
movement in the master salary scale for graduate professionals who are stagnating
on their top salary. To address issues relating to HR, it is recommended that
Management should carry out a Human Resource Planning exercise.
Senior Computer Laboratory Attendant (New Grade)

25.8
Representations have been received for the creation of a level to supervise the
work of Computer Laboratory Attendants as well as to exert control and discipline
among them. To enable the organisation to make effective use of resources and to
monitor and supervise the activities of the Computer Laboratory Attendants, we are
Recommendation 1
25.9
We recommend the creation of a grade of Senior Computer Laboratory

Attendant. Appointment thereto should be made by promotion, on the basis
of experience and merit, of officers in the grade of Computer Laboratory
Attendant reckoning at least five years service in a substantive capacity in
the grade. Also candidates should have successfully completed an approved
training course in computer repairs and maintenance and should possess
good organising, supervisory and leadership skills.
25.10
Incumbent would be responsible for: the organisation of work, supervision, control

and training of Computer Laboratory Attendants; and the general maintenance and
repairs of ICT equipment. Additionally, incumbents would be required, among
others, to help in the write-off procedures of ICT equipment; provide general
assistance in the administration of the Local Area Network (LAN); provide guidance
and support in the routine maintenance of hardware and software and in keeping
record of equipment; provide assistance to teachers for the running of hands-on
sessions; and provide assistance to the Computer Technician.
School Superintendent (New Grade)

25.11
Management has submitted that there is need to reinforce the administrative

support services through the creation of a level to assist in the effective
management of the secondary schools and the optimum and efficient delivery of
service. We are making appropriate recommendation in this context.
Pay Review 2016
~ 156 ~

Recommendation 2
25.12
We recommend the creation of a grade of School Superintendent.

Appointment thereto should be made by selection from among officers
holding a substantive appointment in the grades of Usher/Senior Usher;
Senior Executive Officer; Higher Executive Officer and from among Executive
Officers reckoning at least two years service in the grade.
25.13
Selected candidates would be required to follow a work related certificate

course in school management, as arranged by the MGI. On successful
completion of the course, the School Superintendents would be allowed to
move beyond the Qualification Bar (QB) in their salary scale.
25.14
Incumbent in the grade of School Superintendent would be required, among others,

to: supervise the work of supporting staff in the schools; assist the Rector in all
matters pertaining to human resource, finance and procurement and supply, as well
as in the general administration of the school and its day-to-day running; and plan,
organise and supervise the work of employees of the Workmens group.
Special Provision for Graduates and Professionals

25.15
As per the existing provision, graduates and professionals stagnating on their top
salary are allowed to move incrementally in the master salary scale so as to ensure
that the remuneration package of incumbents with relevant experience in the public
service is competitive. However, the grant of the additional increment is linked to
more stringent performance criteria so as to bring about a performance oriented
culture. We are replicating this special provision for graduates and professionals for
ease of application.
Recommendation 3
25.16
We recommend that officers in entry or professional grades requiring a

University Degree or an equivalent recognised professional qualification
drawing salary in a scale the maximum of which is not less than Rs 56450 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 61325,
provided they:
(i)
(ii)

preceding year; and
~ 157 ~
Pay Review 2016


25.17
Human Resource Officer/Senior Human Resource Officers possessing a Diploma in

Human Resource Management or a Diploma with Human Resource Management
as a major component or an equivalent qualification are allowed to move
incrementally in the master salary scale up to salary point Rs 39275 subject to
performance criteria. This provision is being maintained.
Recommendation 4
25.18

that they:
(i)
(ii)

preceding year; and

Academic Achievement
25.19
The existing provision for the grant of additional increments to Academics below the
level of Professor who have improved their qualifications and achieved within their
academic field is being maintained.
Recommendation 5
25.20
We recommend that Assistant Lecturer/Lecturers, Senior Lecturers and

Associate Professors holding a PhD and/or a Masters Degree and reckoning
academic attainment through published research, teaching, administrative
contributions and publications and having stayed on top of their revised
salary scale for one year, should be allowed to move incrementally up to a
maximum of two increments to be read from the master salary scale.
25.21
For the purpose of implementation of the above paragraph, the new salary point
reached by virtue of the provision made at paragraph 10.40 of Volume 1 of this
Report shall be deemed to be the new top salary.
25.22
At present, there are certain specific recommendations for the grade of Educator
(Secondary) in the Ministry of Education and Human Resources, Tertiary Education
and Scientific Research which are equally applicable for Educators (Secondary) at
Pay Review 2016
~ 158 ~

the MGI. We are, while maintaining the existing provisions, revising the salary
points.
Recommendation 6
25.23
We recommend that:
(i)
Educator (Secondary) would be required to teach during 30 periods in a

week, one or more subjects relating to his academic qualifications;
(ii)
candidates possessing a post A Level Degree and appointed Educator

(Secondary) should join the recommended salary scale at salary point
Rs 25525;
(iii)
Educators (Secondary) drawing a monthly salary of less than Rs 25525

should, on obtention of qualifications to cross the QB in the salary
scale, be allowed to join the recommended salary scale at salary point of
Rs 25525;
(iv)
Educators (Secondary) satisfying the requirement to cross the QB,

would, on reaching the top salary point of Rs 56450, be allowed to move
incrementally in the master salary scale up to salary point of Rs 61325
provided that they:
(a) have drawn the top salary for a year;
preceding year; and
(c) are not under report.
(v)
the monthly allowance of Rs 2250 payable to Educators (Secondary) not

possessing the qualifications to cross the QB and who are called upon
to teach sixth form subjects in scarcity areas for a maximum of eight
periods weekly, should be revised to Rs 2360. On obtention of the
qualifications required to cross the QB, incumbents in the grade of
Educator (Secondary) would be eligible to a salary point arrived at after
adding the allowance to the basic salary or to draw the higher salary
point where the sum thus obtained is between two salary points and
would draw the new determined salary of Rs 25525 whichever is the
higher.
Allowance to Head of School and Head of Department

25.24
At present, a monthly allowance of Rs 1800 is being paid to Academics who are

assigned the duties of Head of School while Educators (Secondary) who are
assigned the duties of Head of Department are paid a monthly allowance of
Rs 1450.
25.25

~ 159 ~
Pay Review 2016

Recommendation 7
25.26
We recommend that:
(i)
Academics who are assigned the duties of Head of School be paid a

revised monthly allowance of Rs 1830;
(ii)
Educators (Secondary) who are assigned the duties of Head of

Department should:
(a)
be paid a revised monthly allowance of Rs 1525; and
(b)
continue to teach their subject of specialisation for 25 periods

weekly.
Head, Department of Creativity and Performance

25.27
The present provision stipulating that the duties of Head, Department of Creativity
and Performance should be assigned to a member of academic staff of an
appropriate level to be determined by the MGI Council, on a rotational basis, is
being maintained.
Discipline
25.28
Discipline within the school compound should be the concern of each and every
member of the staff including the academics. Every member should participate
actively to continuously maintain the highest level of discipline at school. They
should act proactively and collectively to restore discipline immediately in situation
of unruliness and disorderliness.

Casual Leave
25.29
Members of the teaching profession are refunded their unutilised casual leave up to
a maximum of 10 days at the rate of 1/88 of their monthly salary in the
corresponding year. We are, in this Report, improving the existing provision in line
with what obtains in the Ministry of Education and Human Resources, Tertiary
Education and Scientific Research.
Recommendation 8
25.30
We recommend that members of the teaching personnel who, during a whole

calendar year, are assigned full responsibility of classroom teaching and who
effectively perform teaching duties, should be refunded annually their
unutilised casual leave up to a maximum of 10 days at the rate of 1/66 of their
last monthly salary per day in the corresponding year.
Pay Review 2016
~ 160 ~

Vacation Leave
25.31
The present provisions governing vacation leave are being maintained.
Recommendation 9
25.32
(a)
We recommend that the present vacation leave earning rate and ceiling
for teaching staff should be in accordance with the provisions at
Chapter 18 of Volume 1 of this Report.
(b)
We recommend that officers of the teaching personnel:
(c)
(i)
may be allowed to take up to a maximum of 19 days vacation

leave, during term time subject to the exigencies of the service;
and
(ii)
who have not taken the annual vacation leave during term time in
a calendar year may be allowed to accumulate up to 50% of the
annual vacation leave entitlement, over and above the leave
ceiling annually, subject to a maximum not exceeding half the
normal maximum accumulated vacation leave entitled to.
However, officers who have already exceeded half the normal
maximum accumulated vacation leave entitlement as at date of
implementation of the Report, should retain same on a personal
basis. Such leave may be taken as leave prior to retirement.
Should the services of the officers be required during their preretirement leave, they will be refunded, at the time of retirement,
at the rate of 1/30 of the last monthly salary per day for
accumulated vacation leave not taken.
We also recommend that notwithstanding the provision of

subparagraph (b) (i) above application for vacation leave in excess of
the normal of 19 days entitlement during term time, may, subject to the
exigencies of the service, be considered favourably in the following
circumstances:
(i)
for medical treatment overseas for self or to accompany an

immediate member of the family for treatment abroad when
such treatment cannot be dispensed locally;
(ii)
for convalescence purposes following depletion of officers

sick leave accumulated in bank;
(iii)
(iv)
attending to the graduation ceremony of an immediate member

of the family abroad;
(v)
for the wedding of the officer or the officers children;
(vi)
proceeding on pre-retirement leave; and

~ 161 ~
Pay Review 2016

(vii)
(d)
for any other case, (a) once for officers reckoning less than 20
years service and (b) not more than twice for those reckoning
over 20 years service inclusive of (a).
We further recommend that vacation leave may be granted during the

third term only for the reasons specified at (c) (i) to (vii).
25.33
The term immediate member of the family, for the purpose of the foregoing
paragraph is deemed to mean the officers father, mother, brother, sister,
spouse and children.
25.34
We also recommend that members of the teaching personnel should attend to

training courses/seminars, talks, workshops organised during school
vacation.
Political Activities
25.35
At present, full-time academic and non-academic staff of the Institute are not
allowed to participate in active politics as involvement therein disrupts the proper
functioning of the organisation. This provision, being a main clause in the
contract of employment of the staff, is being maintained.
Abolition of Grades
25.36
Management has submitted that the grades of Farm Attendant, Supervising

Attendant and Microfilm Operator are currently vacant and would no longer be
required.
Recommendation 10
25.37
We recommend that the grades of Farm Attendant, Supervising Attendant and

Microfilm Operator be abolished.
25.

SALARY SCHEDULE
MGI 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
MGI 2
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 18450
Handy Worker
Pay Review 2016
~ 162 ~

25.
MGI 3
MAHATMA GANDHI INSTITUTE (Contd)
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 19200
Stores Attendant
MGI 4
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Gardener
Guest House Attendant
Museum Attendant
Office Attendant
Workshop Assistant
MGI 5
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver
MGI 6
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 23975
Carpenter
Electrician
Mason
Painter
MGI 7
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 23975
Senior/Head Workshop Assistant
MGI 8
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
23975
Head Gardener
MGI 9
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
MGI 10
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 27075
Clerk Assistant
~ 163 ~
Pay Review 2016

25.
MGI 11
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 23975 QB 24750 x 775
27075
MGI 12
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 27075
MGI 13
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
Overseer
MGI 14
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
MGI 15
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Archives Officer
Library Clerk
MGI 16
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 30175

Foreman
MGI 17
Rs 18075 x 375 19575 x 475 21950 x 625 23200 x 775 30950

Senior Computer Laboratory Attendant (New Grade)
MGI 18
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
31725
MGI 19
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 29400 QB

30175 x 775 31725
Senior Assistant Technician (Printing)
Pay Review 2016
~ 164 ~

25.
MGI 20
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
MGI 21
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Accounts Clerk
MGI 22
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500

MGI 23
Rs 20525 x 475 21950 x 625 23200 x 775 32500 x 925 34350

Office Supervisor
MGI 24
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 35275
Performing Artiste
MGI 25
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 37125 x 1225 38350
Assistant Instructor (Personal)
MGI 26
Rs 18075 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Technician
MGI 27
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
35275 QB 36200 x 925 37125 x 1225 38350
Assistant Editor
MGI 28
Rs 18825 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Usher/Senior Usher
MGI 29
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
~ 165 ~
Pay Review 2016

25.
MGI 30
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

Accounts Officer
MGI 31
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800
MGI 32
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
Computer Technician
Graphic Artist
Library Officer
Maintenance Officer
Printing Officer
MGI 33
Rs 23975 x 775 32500 x 925 37125 x 1225 40800 x 1525 43850

Senior Performing Artiste
MGI 34
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 43850

Senior Assistant Editor (Future Holder)
Senior Executive Officer
Senior Procurement and Supply Officer
MGI 35
Rs 27850 x 775 32500 x 925 37125 x 1225 40800 x 1525 46900

Senior Assistant Editor (Personal to holder of post as at 31.12.12)
MGI 36
Rs 27850 x 775 32500 x 925 37125 x 1225 40800 QB 42325 x 1525

46900
School Superintendent (New Grade)
MGI 37
Rs 33425 x 925 37125 x 1225 40800 x 1525 49950 x 1625 51575

MGI 38
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 39575 QB 40800 x 1525 49950 x 1625 56450
Pay Review 2016
~ 166 ~

25.
MGI 39
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 45375 QB 46900 x 1525 49950 x 1625 56450
Educator (Secondary) (Personal to holders of post as at 30.06.2003)
MGI 40
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Curator (Folk Museum)
MGI 41
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Librarian
Counsellor
MGI 42
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Accountant
Internal Auditor
MGI 43
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
IT Administrator
MGI 44
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
Lecturer
MGI 45
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Senior Educator (Secondary)
MGI 46
Rs 37125 x 1225 40800 x 1525 49950 x 1625 62950 x 1850 66650

Deputy Rector
MGI 47
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850 68500

x 1950 70450
Assistant Registrar
Head, Gandhian Basic School
Head, Publishing and Printing Department
MGI 48
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950 74350

Senior Lecturer
~ 167 ~
Pay Review 2016

25.
MGI 49
Rs 49950 x 1625 62950 x 1850 68500 x 1950 74350

Head, Library and Archives
Rector
MGI 50
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000 86000

Assistant Director (Schooling)
Registrar
MGI 51
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000 89000

Associate Professor
Bursar
MGI 52
Rs 89000 x 3000 95000

Secretary (MGI/RTI)
MGI 53
Rs 101000
Professor
MGI 54
Rs 102500
Director (Mahatma Gandhi Institute)
Director (Schooling) (MGI/RTI)
MGI 55
Rs 116000
Director General (MGI/RTI)
Pay Review 2016
~ 168 ~
26.
Malcolm De Chazal Trust Fund
26.1
The Malcolm de Chazal Trust Fund is established under the Malcolm de Chazal
Trust Fund Act of 2002 as a body corporate. Its objects are to preserve the
collection of the work of Malcolm de Chazal as part of the Mauritian cultural
heritage; promote a greater understanding and dissemination of his works and
ideas nationally and internationally; and encourage the expression of the Mauritian
creative genius in the philosophical, literacy, artistic and other related domains.
26.2
The Fund is managed by a Board of Trustees, which is currently not operational. In

this context, no proposal has been submitted for this Report.
26.3
We are, therefore, maintaining the grade of Coordinator and revising its salary
scale.
26.

SALARY SCHEDULE
MCTF 1
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Co-ordinator
~ 169 ~
Pay Review 2016
Pay Review 2016
Malcolm de Chazal Trust Fund
~ 170 ~
Ministry of Labour, Industrial Relations, Employment

and Training
27.
Manufacturing Sector Workers Welfare Fund
27.1
The Manufacturing Sector Workers Welfare Fund (MSWWF), a body corporate

established as per Act No. 29 of 2012, operates under the Ministry of Labour,
Industrial Relations, Employment and Training with the objective of advancing and
promoting the social and economic welfare of workers, their spouse and their
children in the manufacturing sector.
27.2
Its functions, among others, are: to manage the financial and other resources of the
fund; give loans or financial assistance to workers of the manufacturing sector; and
finance all such things as appear requisite and advantageous for or in connection
with the advancement and promotion of the social and economic welfare of workers,
their spouses and children.
27.3
The General Manager is responsible for the execution of the policy of the Board and
for the control and management of the day-to-day business of the Fund. He is
assisted in the dispatch of the services by the Programme Coordinator, Secretary,
officers of the General Services grades and other supporting staff.
27.4
In the context of this review and during consultation, management requested for the
creation of grades; abolition of the grade of Internal Auditor (Personal) and
upgrading of salaries.
27.5
After carefully examining the submissions, we are, in this Report not bringing any
major change in the existing structure except for the creation of a grade of IT Officer
and abolition of the grade of Computer Support Officer
IT Officer (New Grade)

27.6
It has been represented that the Fund is investing in its IT infrastructure which is in
the process of being re-engineered. Consequently, there is need for a professional
level to be responsible for all the IT aspects of the organisation.
Recommendation 1
27.7
We recommend the creation of the grade of IT Officer. Appointment thereto

Computer Science or Information Technology or an equivalent acceptable
qualification to the Board and having at least two years post qualification
experience in the field of Information Technology.
27.8
Incumbent should, inter alia, be responsible, among others, for all work relating to
Information Technology, including coordination and management of projects;
preparation, updating and implementation of IT Plans; preparation and appraisal of
tenders for hardware and software; establishment of software and data security
procedures to protect confidentiality of the Fund.
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and Training
Abolition of Grade
27.9
Management has submitted that the grade of Computer Support Officer is currently
vacant and does not meet the functional requirements of the organisation.
Furthermore, with the creation of the grade of IT Officer, the grade of Computer
Support Officer would no longer be required and it is, therefore, being abolished.
Recommendation 2
27.10
We recommend that the grade of Computer Support Officer be abolished.
27.

SALARY SCHEDULE
MSWWF 1
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575
Security Guard
MSWWF 2
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
Office Attendant
MSWWF 3
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23175
Driver/Handy Worker (Skilled)
MSWWF 4
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200
Telephone Operator
MSWWF 5
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 30175
MSWWF 6
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 32500
Programme/Welfare Assistant
MSWWF 7
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
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~ 172 ~

and Training
27.
MSWWF 8
MANUFACTURING SECTOR WORKERS WELFARE FUND (Contd)

:
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
Accounts Clerk
MSWWF 9
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 37125 x 1225 38350
MSWWF 10 :
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

Accounts Officer
MSWWF 11 :
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
Public Relations/Liaison Officer
MSWWF 12 :
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 42325

MSWWF 13 :
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Secretary
MSWWF 14 :
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
MSWWF 15 :
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Accountant
Internal Auditor (Personal)
MSWWF 16 :
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Programme Coordinator
MSWWF 17 :
Rs 95000
General Manager
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and Training
Pay Review 2016
~ 174 ~
28.
Mauritian Cultural Centre Trust
28.1
The Mauritian Cultural Centre Trust (MCCT) was established in 2001 with a view to
promoting Mauritian Culture and the development of a plural Mauritian Cultural
identity. It also aims to identify, develop and perpetuate Mauritian Cultural heritage
inclusive of oral traditions and folk arts; showcase Mauritian Culture Worldwide, set
up a Mauritian Cultural troupe as well as encourage Mauritian artistic and cultural
creativity.
28.2
For the 2013 PRB Report, only the grades of Clerk/Word Processing Operator and
Driver/Office Attendant were on the establishment of the MCCT. However, as no
activities are presently being carried out, the employees in the abovementioned
grades have been redeployed to the Parent Ministry, the Ministry of Arts and
Culture.
28.3
In the given circumstances, we do not propose to bring any change to the

organisation structure in this review but are simply providing for the revised salaries
of the existing grades.
28.

SALARY SCHEDULE
MCCT 1 :
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
MCCT 2 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
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Pay Review 2016
Mauritian Cultural Centre Trust
~ 176 ~
29.
Mauritius Blood Service
29.1
The Mauritius Blood Service (MBS) has been established under Act No. 4 of 2010.
It operates under the aegis of the Ministry of Health and Quality of Life.
29.2
Its main objectives are to establish and operate an effective and sustainable
national blood service; promote blood donation and recruit and retain blood donors
from low risk population groups; devise, develop and determine adequate policies,
strategies and plans; and promote research and training in the field of transfusion
medicine.
29.3
The activities related to blood collection, processing and storage are performed by
the staff of the Blood Transfusion service. Pending future development, no change
is being brought to the existing arrangement.
29.

SALARY SCHEDULE
MBS 1
Rs 110000
Executive Director
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Mauritius Blood Service
~ 178 ~
30.
Mauritius Broadcasting Corporation
MAURITIUS BROADCASTING CORPORATION
30.1
The MBC offers a national public broadcasting service and it operates under the
aegis of the Prime Ministers Office. The array of programmes are broadcasted in
12 languages via the 17 TV channels in Mauritius, four in Rodrigues, two in Agalega
as well as through seven Radio channels.
30.2
In the context of the Present Review, the Staff Association of the MBC (MBSSA)
was convened for a meeting at the Bureau on 05 February 2015. The Union
members stated that since a new Management has been put in place, they would
wish to discuss with the latter before submitting their proposals. So they requested
that another meeting be fixed thereafter. Eventually a second meeting with the
MBSSA was scheduled for 06 August 2015. The Union members stated that the
memorandum submitted was prepared jointly with Management. However, in the
absence of such averment from Management itself we did not make any
assumption nor did we take any decision.
30.3
During the meeting with Management on 10 September 2015, many proposals were
made and Management undertook to discuss same with the Union prior to
resubmitting it to the Bureau. When the unions representatives were ushered in
they were so informed and they concurred to such course of action.
30.4
On 03 November 2015, another meeting was held with Management/Union to listen

to their joint submission. During the interaction between officers of the Bureau and
the Union/Management many points were raised following which they decided to
reconsider their submissions anew and to subsequently submit proposals.
Thereafter, a joint submission was submitted to the Bureau at the end of January
2016.
30.5
It should be noted that:
30.6
(i)
the proposals of the MBC pertain to a complete overhauling of the whole

structure in place while exercises of such a magnitude are not undertaken
during Report time;
(ii)
when the proposals were submitted at the end of January 2016, the drafting
process was almost over and we were about to move on to the editing stage
prior to the setting of salaries; and
(iii)
the views of neither the parent Ministry nor the MCSAR had been obtained
regarding the overall restructuring exercise.
Against such a background it was quasi impossible for the Bureau to come up with
a Report where all the issues would have been addressed during this short lapse of
time.
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Pay Review 2016
30.7
Mauritius Broadcasting Corporation
The Bureau has, therefore, with the concurrence of Management and Union jointly,
decided to publish the Report for the MBC within a period of three months as from
the date of publication of the main Report. However, the date of implementation
would still be 01 January 2016 and employees would continue drawing the Cost of
Living Allowance of Rs 250 or Rs 150 as applicable, as well as the Extra
Remuneration payable for the year 2015 in addition to their basic salary in the 2013
structure.
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~ 180 ~
31.
31.1
The Mauritius Cane Industry Authority (MCIA), which operates under the aegis of
the Ministry of Agro-Industry and Food Security, was set up as a body corporate
under the Mauritius Cane Industry Authority Act No. 40 of 2011 with a view to
promoting the development of the cane sector and its clusters to meet current and
future challenges. The main objects of the Authority are to: promote and support the
sustainable development, efficiency and viability of the cane industry; formulate and
implement policies and strategies in relation thereto; and ensure its technical
progress and efficiency.
31.2
Following reforms brought in the sugar sector and the implementation of the Multi
Annual Adaptation Strategy (MAAS), the functions of the six ex-Service providing
institutions (SPIs) namely: the Cane Planters and Millers Arbitration and Control
Board; Farmers Service Corporation; Mauritius Sugar Authority (MSA); Mauritius
Sugar Industry Research Institute (MSIRI); Mauritius Sugar Terminal Corporation
(MSTC); and Sugar Planters Mechanical Pool Corporation, have been taken over
by the MCIA. Moreover, following a Government decision, the Authority has been
entrusted the additional responsibility of overseeing the activities of the ex-Bagged
Sugar Storage and Distribution Co. Ltd.
31.3
At present, the organisation structure of the MCIA comprises three main

departments namely:
Control and Arbitration; Mauritius Sugarcane Industry
Research Institute and Farmers Service Agency as well as two sub-departments viz
the Agricultural Mechanisation Unit and the Sugar Storage and Handling Unit. The
Chief Executive Officer as administrative and technical head is responsible for the
execution of the policy of the Board and for the control and management of the day
to day business of the Authority. He is assisted by three Directors, each responsible
for a main department. Officers in a multitude of grades at various levels provide
support services.
31.4
The Bureau wishes to highlight that in the context of the 2013 PRB Report,
employees of the defunct institutions were provided their revised personal salaries
save for the ex-MSIRI and ex-MSA which were not governed by the terms and
conditions of the PRB as they were operating along private lines. To this effect,
following a Cabinet decision the PRB was appointed to act as an independent
Salary Commission with the following Terms of Reference:
31.5
(i)
to review the salaries and conditions of service of employees of the ex-MSIRI

and ex-MSA opting to join the PRB; and
(ii)
to review the salaries and conditions of service of employees of the ex-MSIRI

and ex-MSA opting to maintain their present conditions of service.
The Commission published its Report in March 2015 to the satisfaction of all parties
concerned. Consequently, an Implementation Committee was set up under the
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Chairmanship of the Ministry of Civil Service and Administrative Reforms to look

into genuine errors and omissions arising out of the implementation of the
recommendations made in the Report. However, the Committee was shortly
disbanded in view of the fact that officers/employees of the ex-MSIRI and ex-MSA
who had not opted for the Report should irrevocably be governed by their present
conditions of employment.
31.6
The Ministry of Agro-Industry and Food Security has recently apprised the Bureau
that the Ministry has agreed to allow all employees of the ex-MSIRI opting to join
the PRB to draw their converted salary, including increments for the year 2013,
2014 and 2015. The Bureau has further been requested to consider providing
personal salaries to employees of the ex-MSIRI and to address genuine anomalies
following the Salary Commissions Report as well as make recommendations on
specific conditions of service for the smooth conduct of research work.
31.7
It is worth mentioning here that the above request is not receivable as it does not fit
into the framework of the Bureau. We are, therefore, recommending that this
issue should be dealt with administratively.
31.8
In the context of this Report, Management and Staff Associations have apprised
that while the defunct institutions have retained their core activities, their staff size
was pruned by almost 50%. Employees are now required to perform diverse tasks,
at times not falling within their normal duties. Management has equally informed
that further to a Government decision, the Mauritius Sugarcane Industry Research
Institute (MSIRI) would no longer operate under the purview of the MCIA once the
MCIA Act is amended.
31.9
During consultations, Management as well as union members have submitted that

the present organisation structure should be reviewed to allow for a better delivery
of a cohesive and seamless service and also to transform the cane industry into a
viable and sustainable one. In this respect, we have been apprised that the
Agricultural Mechanisation Unit and Sugar Storage and Handling Unit would be
converted from sub-departments to main ones, each under the responsibility of a
Director. To this end, a strengthening of the organisation structure has been
requested, through the creation of appropriate grades at different levels. In addition,
the main representations have been geared towards the restyling of grades to
reflect the actual nature of duties performed, amendment of schemes of service to
allow appointment of serving qualified officers, merger of grades where much
overlapping of duties is prevalent, upgrading of salaries at managerial levels and
payment of an array of allowances.
31.10
Whilst studying the representations made by both Staff Associations and

Management we have kept in mind the main orientation of this Report, namely the
transformation of the public sector for an enhanced service delivery to meet
citizens, non-citizens and other stakeholders needs and the fact that since the
2008 PRB Report, no change has been brought to the organisation structure of the
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ex-service providing institutions as a major reform in the sugar sector was

underway. To this effect, we are consolidating the organisation structure through the
creation of a few grades to enable the MCIA to better achieve its mandate; restyling
grades to more appropriate job appellations and merging grades where much
overlapping of duties have been observed. In addition, we are reviewing the
scheme of service of certain grades while providing a form of compensation to
officers in cases where promotion prospects are quite meagre. We are also, to the
extent it is possible, providing for a standard cadre in the fields of Human Resource,
Finance, Procurement and Supply and Internal Control for alignment with what
obtains in the Civil Service and maintaining the payment of existing allowances.
Our recommendations, in this Report, have been geared towards enhanced service
delivery, motivation of officers in post, promotion of safe and conducive working
environment and career path/earnings.
31.11
It is also to be noted that following the integration of the ex- Bagged Sugar Storage
and Distribution Co. Ltd into the MCIA, Management submitted proposed schemes
of service in respect of grades obtainable at the former organisation for salary
grading purposes. Whilst studying the structure, we have observed that the majority
of these grades as well as the salaries granted do not fit in the Bureaus framework
as the organisation was not governed by PRBs recommendations. Under this set
up, the integration of these grades into our structure and the revision of salaries
would require an in-depth study and a complex lengthy exercise. In this
perspective, we deem it more appropriate to conduct same on an ad hoc
basis, the moreso, employees are due for a salary revision in July 2016, as
per a private consultants Report.
AGRICULTURAL MECHANISATION UNIT

31.12
The Agricultural Mechanisation Unit (AMU) is responsible for the mechanisation of

lands within the sugar industry. It operates primarily as a land preparation
contractor with a staffing complement of around 200 employees. An Assistant
Director is at the head of the Unit, who in turn reports to the Director of the Farmers
Service Agency. The activities are organised under two main sections: Field and
Workshop.
31.13
Both Management and Staff Associations have requested for a Directorate structure
at the AMU with a view to facilitating its autonomy in effecting transactions and
operations. In addition, a reinforcement at operational levels has been demanded
along with the payment of a few allowances and a restyling of certain job titles.
31.14
After duly examining the proposals, we consider that the structure of the AMU
should be reinforced to enable it to better achieve its objectives. We are, therefore,
making appropriate recommendations to that end.
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Director, Agricultural Mechanisation Unit (New Grade)

Recommendation 1
31.15
We recommend the creation of a grade of Director, Agricultural Mechanisation

Unit. Appointment thereto; should be made by selection from among
candidates possessing a Masters Degree in Agriculture or Accountancy or
Business Administration or Management or Finance or Engineering or an
equivalent qualification acceptable to the Board and reckoning at least 10
years post qualification experience at administrative/management level in an
agriculture related organisation.
31.16
Incumbent would be required, inter alia, to: advise the CEO on matters pertaining to
the Unit and ensure that targets and objectives set are met within the approved time
frame; ensure compliance with existing legislations relating to the MCIA; and
organise and/or advise on appropriate training courses for subordinate staff.
Head, Agricultural Machinery Operator (New Grade)

Recommendation 2
31.17
We recommend the creation of a grade of Head, Agricultural Machinery

Operator. Appointment, thereto, should be made by selection from among
employees in the grade of Agricultural Machinery Operator and Agricultural
Machinery Operator (Personal) reckoning at least three years service in a
31.18
Incumbent would be required, inter alia, to : operate any machine and/or drive any
vehicle of the Authority as instructed by the supervising officers; perform
mechanical land preparation tasks; report and be responsible to the senior officers
for the upkeep of machinery, equipment, caravan, etc.; refuel, lubricate and carry
out such other duties pertaining to the machines; and coach, guide and train
employees under his supervision.
Chief Mechanic (New Grade)

Recommendation 3
31.19
We recommend the creation of a grade of Chief Mechanic. Appointment

thereto should be made by selection from among employees in the grades of
Mechanic and Multi-Skilled Tradesman who reckon at least 10 years service
in their respective grade or an aggregate of at least 10 years service in the
grades of Mechanic and Multi-Skilled Tradesman and who possess the NTC
Level 3 in a trade related to mechanics or heavy mechanics awarded by the
Mauritius Institute of Training and Development or an equivalent qualification
and a valid driving licence to drive car/van.
31.20
Incumbent would be required, inter alia, to: perform repairs, major overhauling,
maintenance and servicing on all type of tractors, mechanical equipment, support
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vehicles, among others; assist and be responsible to the supervising officer for the
proper operation and maintenance of all tractors, equipment, vehicles and tools;
support, supervise and direct the works of mechanics and provide necessary
training; write simple factual reports; and identify replacement parts required and
make requests to the supervising officer.
Multi-Skilled Tradesman (New Grade)
31.21
Both Management and Union members have submitted that the services of different
Tradesmen (Mechanic, Welder, Electrician, Fitter, Panel Beater and
Turner/Machinist) are required in fields for the repair of tractors and other
equipment. In this context, request has been made for the creation of a polyvalent
grade to perform duties related to more than one trade.
31.22
We consider that this practice would increase efficiency and improve service
delivery whilst allowing the organisation to gainfully utilise available resources. We
are, therefore, providing for a grade of Multi-Skilled Tradesman.
Recommendation 4
31.23
We recommend the creation of a grade of Multi-Skilled Tradesman.

Appointment thereto, should be made by selection from among employees in
the grades of Mechanic, Electrician, Fitter, Welder, Panel Beater and Turner/
Machinist who reckon at least three years experience in any one trade; have
knowledge/competencies in at least two other trades and possess a valid
driving licence to drive a car/van.
31.24
Incumbent would be required, inter alia, to: drive the Authoritys vehicles; identify
mechanical defects and carry out repairs, maintenance, servicing and overhaul of
equipment, vehicles and machines of the Authority; recondition parts and rebuilding
of implements, involving fitting and soldering works; and identify electrical defects
and carry out electrical works on all vehicles and agricultural machines of the
Authority.
Restyling of Grades
31.25
Management has submitted that the present job appellation of the grade of Field
Manager does not reflect the duties performed by the incumbent given that he is
responsible for mechanical land preparation works including planning of tractor
allocations. Request has, therefore, been made to restyle the grade to a more
appropriate job appellation. The Bureau has equally been apprised that with the
restyling of the grade of Field Manager, there is also need to restyle the grade of
Field Superintendent and Field Officer/Senior Field Officer (Agricultural
Mechanisation) for the sake of harmonisation in the cadre.
31.26
We consider the abovementioned requests to be fully justified and are

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Recommendation 5
31.27
We recommend that the following grades be restyled as hereunder:

From
To
Field Manager
Operations Manager
Mechanisation)
(Agricultural
Field Superintendent
Operations
Superintendent
(Agricultural Mechanisation)
Field Officer/Senior Field

Officer (Agricultural
Mechanisation)
Operations Officer (Agricultural

Mechanisation)
Movement in Salary Scale Technical and Mechanical Officer/Senior Technical and

Mechanical Officer
31.28
In line with our general philosophy of providing enhanced career earnings to officers
of the technical cadre who are required to provide support to officers in professional
grades where the scope of promotion is limited, we are making a provision allowing
incumbents to move beyond their top salary. We believe that this measure would
act as a motivation factor, the moreso the organisation is making optimal use of the
skills and knowledge of these officers.
Recommendation 6
31.29
We recommend that officers in the grade of Technical and Mechanical

Officer/Senior Technical and Mechanical Officer possessing a degree in
Mechanical Engineering or Mechatronics or Manufacturing Engineering
should, on reaching the top of their salary scale, move incrementally in the
Master Salary Scale by two increments provided they:
(i)
(ii)

preceding year; and
(iii)
Allowance to Workshop/Vehicle/Machinery Attendant

31.30
The Bureau has observed that the grade of Workshop/Vehicle/Machinery Attendant

compares to that of Tradesmans Assistant in the Civil Service in terms of duties
performed and salary granted. In both cases, their next promotional level is
Tradesman. In the Civil Service, Tradesmans Assistants are given an incentive,
upon acquiring higher skills/certificate to benefit from enhanced career earnings. In
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~ 186 ~
the same breath, we believe that it would be fair to extend the same provision to
incumbents in the grade of Workshop/Vehicle/Machinery Attendant.
Recommendation 7
31.31
We recommend that Workshop/Vehicle/Machinery Attendants who have

successfully completed the NTC 3 and have served for at least four years in
the same grade as from the date of obtention of the NTC 3 and are performing
duties pertaining to the trade, be paid a non-pensionable allowance equivalent
to two increments at the point they have reached in their salary scale,
pending their appointment to the grade of Tradesman (Electrician, Fitter,
Mechanic, Panel Beater, Turner/Machinist and Welder).
CONTROL AND ARBITRATION DEPARTMENT
31.32
The Control and Arbitration Department (CAD) has taken over the activities of the
former Cane Planters and Millers Arbitration and Control Board following reforms in
the sugar sector. It is mainly responsible for controlling the milling activities,
arbitration of disputes among millers, planters and other stakeholders and
determining the quantum of sugar and by-products accruing to producers. The
Department is headed by a Director who is assisted in his daily activities by the
Manager, Cane Payment and other professionals.
31.33
The main representations made by the staff side and Management include the
creation of a grade of Lead Sugar Technologist, restoration of the on-call allowance
previously being granted to officers of the ex-Control Board, grant of a crop season
allowance, and strengthening of the structure at operational level. We have duly
examined the proposals and only those deem meritorious have been considered.
Assistant Director, Control and Arbitration Department

formerly Manager, Cane Payment
31.34
Representations have been made to the effect that the Manager, Cane Payment is
responsible to assist the Director, Control and Arbitration Department in the day-today administration of the department and also deputise for the Director in his
absence. In this respect, request has been made to restyle the grade to a better job
title which would reflect the true nature of duties performed and responsibilities
devolving upon the incumbent. We view that the proposal is fully substantiated and
are, therefore, restyling the grade.
Recommendation 8
31.35
We recommend that the grade of Manager, Cane Payment be restyled

Assistant Director, Control and Arbitration Department.
31.36
Management has submitted that as per the present arrangement during crop
season, the department is manned mainly by officers from the Ministry of AgroIndustry and Food Security. However, this practice is found to be unsuitable as it
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may lead to staffing difficulties in the future. Moreover, with the implementation of
the new cane testing system by the Infracana Cane Analyser, the nature of work at
the CAD requires full-time employees. In view thereof, request has been made for
the creation of appropriate grades and levels to enable the department to
adequately discharge its functions. We are agreeable to the proposals and are
accordingly making appropriate recommendations.
Area Superintendent (New Grade)
Recommendation 9
31.37
We recommend the creation of a grade of Area Superintendent. Appointment

Degree in Agriculture or Sugar Technology or an equivalent qualification and
reckoning at least two years experience.
31.38
Incumbent would be responsible, inter alia, for: the testing, verification and control
of machines and peripherals used for the weighing of cane, sugar and other related
products; the control of cane weighing; carrying out investigations concerning the
delimitation of factory areas and their sub-regions; dealing with disputes among
planters and millers and exercising general supervision over the laboratories of the
Control and Arbitration Department.
Technical Officer/Senior Technical Officer (Control and Arbitration) (New Grade)

Recommendation 10
31.39
We recommend the creation of a grade of Technical Officer/Senior Technical

Officer (Control and Arbitration). Appointment thereto, should be made by
selection from among candidates possessing a Diploma in Agriculture or
Sugar Technology or any related equivalent qualification in Sugar
Technology.
31.40
Incumbent would be required, inter alia, to: perform technical duties in connection
with cane testing and related products; control weighbridge and milling activities;
attend to grievances and/or complaints from planters and other stakeholders; and
assist supervising officers in the performance of their duties.
Sampler (New Grade)

Recommendation 11
31.41
We recommend the creation of the grade of Sampler. Appointment thereto,

should be made by selection from among candidates who show proof of
having sat for the Cambridge School Certificate Examination or the General
Certificate of Education Ordinary Level Examination in at least five
subjects.
Pay Review 2016
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31.42
Incumbent would be required, inter alia, to: collect cane and juice samples, using
core samplers or other sampling equipment, collect and label sample tickets;
transport samples to laboratory; prepare samples by use of shredders and subsampling; carry out weighing operations under supervision; and help Senior Test
Chemists (Personal) and Principal Test Chemists (Personal) in any other related
duties.

31.43
Representations have been made from Staff Associations to merge the grades of
Senior Test Chemist (Personal) and Principal Test Chemist (Personal) in view of
considerable overlapping of duties and lack of promotion prospect.
31.44
We have studied the request and consider that there is need for a supervisory level
such that the grades cannot be merged. We are, however, providing for another
mechanism to compensate officers in the grade of Senior Test Chemist (Personal)
in line with our general philosophy favouring career earnings and for shouldering
higher responsibilities.
Recommendation 12
31.45
31.46
We recommend that officers in the grade of Senior Test Chemist (Personal)

who have drawn their top salary for a year should be allowed to proceed
incrementally in the salary scale of the grade of Principal Test Chemist
(Personal) provided they:
(i)

preceding year; and
(ii)
We further recommend that Senior Test Chemists (Personal) should perform

the duties and assume the responsibilities of the grade of Principal Test
Chemist (Personal) upon moving in the higher salary scale.
FARMERS SERVICE AGENCY
31.47
The Farmers Service Agency (FSA) is mainly responsible to provide organised

training/seminars to the planters community; ensure supply of materials to planters
and provide mechanical land preparation/derocking services to the planters. A
Director and an Assistant Director are at the apex of the Agency. Officers of various
levels provide support to the Directorate.
31.48
Representations made were mainly geared towards an upgrading of salaries;

merging of levels; restyling of grades of the Office Attendant cadre; and grant of
travelling benefits. After carefully analysing all the demands, we have acceded to
only those deem justified.
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31.49
At present, appointment to the grade of Technical Assistant/Senior Technical

Assistant is made by selection from among candidates possessing a Cambridge
School Certificate, with credit in at least five subjects including English Language,
French and Mathematics or Principles of Accounts.
31.50
Management and Staff Associations have submitted that with the phasing out of the
grade of LAMU/Nursery Coordinator in the context of the sugar sector reforms, a
few of its duties have been entrusted to officers in the grade of Technical
Assistant/Senior Technical Assistant. In this context, request has been made for a
review of the scheme of service of the grade of Technical Assistant/Senior
Technical Assistant to include the duties of the evanescent grade of LAMU/Nursery
Coordinator.
31.51
Upon examination of the duties being carried out by Technical Assistant/Senior

Technical Assistants, we have observed that only part of the duties of the former
grade of LAMU/Nursery Coordinator are concerned. However, we have also noted
that through efflux of time, the duties of the Technical Assistant/Senior Technical
Assistant have evolved and thereby warranting an upgrade in the qualification
requirements. We are making provision to address both issues.
Recommendation 13
31.52
We recommend that, in future, appointment to the grade of Technical

Assistant/Senior Technical Assistant should be made by selection from
among candidates possessing a Cambridge School Certificate with credit in
at least five subjects including English Language, French and Mathematics or
Principles of Accounts and a Cambridge Higher School Certificate with
passes in at least two subjects.
31.53
We further recommend that Technical Assistant/Senior Technical Assistants

who are required to perform duties of the evanescent grade of LAMU/Nursery
Coordinator be paid a monthly allowance equivalent to two increments at the
salary point reached in their salary scale.
Manager, Extension and Training Centre

31.54
During consultation, the Bureau has been apprised that further to the restructuring
exercise, Managers, Extension and Training Centre have been assigned additional
duties owing to the setting up of various projects and the abolition of the former
grade of Training Manager at the ex-Farmers Service Corporation. In this respect,
we have been requested to revise the salary of the grade.
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31.55
After duly examining the request, we hold the considered view that it would be more
appropriate for Management to review the duties of the grade, taking into
consideration the new duties being performed by incumbents. In the same
vein, the establishment size of Manager, Extension and Training Centre
should be increased for a better delivery of service.
MAURITIUS SUGARCANE INDUSTRY RESEARCH INSTITUTE
31.56
The Mauritius Sugarcane Industry Research Institute (MSIRI) is mainly responsible

to carry out research and development on canes with a view to enhance
competitiveness of the cane industry and conduct research on technical and
engineering fields for improving efficiency of factories and for value addition to coproducts. The Institute is headed by a Director who is assisted by professionals in
the field of research.
31.57
The Bureau has received numerous representations mainly from the staff side.
However, we observed that most of the issues could be addressed administratively,
especially those relating to the grant of allowances which were being paid at the
former MSIRI and to the review of duties. Other requests were mainly geared
towards the restyling and merging of grades and upgrading of salaries. We have
acceded to proposals which have been fully substantiated.

31.58
At present, recruitment to the grade of Research Officer/Senior Research Officer is

made by selection from among candidates possessing a degree in the field of
agriculture or science or an equivalent qualification and reckoning at least four
years experience in the field of research and development in agricultural projects
and laboratory techniques.
31.59
Management has submitted that officers in the technical cadre should be given the
opportunity to join the professional cadre in an attempt to make effective and
judicious use of their work experience. In this perspective, request has been made
to review the scheme of service of the grade of Research Officer/Senior Research
Officer to which the Bureau subscribes.
31.60
We are, therefore, reviewing the mode of appointment to the grade of Research

Officer/Senior Research Officer to enable qualified and experienced officers of the
technical grade to join the professional cadre with a view to facilitating their career
progression. We are recommending accordingly.
Recommendation 14
31.61
We recommend that, in future, appointment to the grade of Research Officer/

Senior Research Officer should be made by selection from among officers in
the grade of Technical Officer/Senior Technical Officer (Research) reckoning
at least five years service in a substantive capacity in the grade and
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Pay Review 2016
possessing a Masters Degree in the field of agriculture or science or an

equivalent qualification acceptable to the Board. In the absence of qualified
serving officers, appointment should be made by selection from among
candidates possessing the required qualification.
Technical Assistant/Senior Technical Assistant (Research)
formerly Technical Assistant (Research)
Senior Technical Assistant (Research)
31.62
Management and Staff Associations have submitted that there is a major

overlapping of duties between the grades of Technical Assistant (Research) and
Senior Technical Assistant (Research) and that the supervisory element is almost
superfluous at the senior level. Request has thus been made for the two grades to
be merged and restyled, to which the Bureau subscribes.
Recommendation 15
31.63
We recommend that the grades of Technical Assistant (Research) and Senior

Technical Assistant (Research) be merged and restyled Technical Assistant/
Senior Technical Assistant (Research).
Restyling of Grades
31.64
Representations have been obtained from both Management and Union members
that a few grades should be restyled in line with the level of duties being carried out
by incumbents.
31.65
We have studied the request in line with our general philosophy favouring career
earnings and responsibilities currently devolving upon incumbents. We consider
that there is full justification in the proposal made.
We are, therefore,
Recommendation 16
31.66
We recommend that the following grades be restyled as hereunder:

From
Scientific
Information
Publication Officer
Mechanical
Workshop
Transport Officer
Pay Review 2016
To
and Scientific Information and Publication
Officer/Senior Scientific Information
and Publication Officer
and Mechanical Workshop and Transport
Officer/Senior Mechanical Workshop and
Transport Officer
~ 192 ~
31.67
The Bureau has further been informed that there is no clear demarcation between
the duties of the grades of General Worker/Field Worker and General
Worker/Gardener. In this perspective, union members have requested for a proper
restyling of the grades, the moreso, the same qualification is required.
31.68
After examining the issue in-depth, we view that there is merit in the case. We are,
therefore, merging the two grades under a new appellation.
Recommendation 17
31.69
We recommend that the grades of General Worker/Field Worker and General

Worker/Gardener be merged and restyled General Worker/Field Worker/
Gardener.
31.70
Staff Associations have equally represented that there exists a major overlapping of
duties between the grades of Attendant (Office/Lab/Field/Mess) and Senior
Attendant (Office/Lab/Field/Mess) whereby incumbents in these grades are required
to perform multi-functional duties. To this end, request has been made to merge
the two grades under a new appellation of Research Attendant.
31.71
We have examined the representations and consider that there is merit in the
proposal. However, we are providing for another appellation in view of the
multifunctional nature of the duties performed.
Recommendation 18
31.72
We recommend that the grades of Attendant (Office/Lab/Field/Mess) and

Senior Attendant (Office/Lab/Field/Mess) be merged and restyled General
Attendant.
31.73
We further recommend that the scheme of service for the grade of General
Attendant should include duties related to office, laboratory, field and mess.
SUGAR STORAGE AND HANDLING UNIT
31.74
The Sugar Storage and Handling Unit (SSHU) of the MCIA is responsible for the
storage, handling and export of sugar. It is also involved in the reception of nonoriginating sugar for refining purposes. Following the integration of the ex-Bagged
Sugar Storage and Distribution (BSSD) Co. Ltd. into the MCIA, the functions of the
SSHU have been enlarged to include warehousing and distribution of bagged sugar
produced locally for both the local and export markets. At present, a Technical
Manager is at the head of the Unit. Officers in professional, technical and manual
grades provide support to Management.
31.75
During consultations, requests have been, among others, to consolidate the

structure at the top level, merge the grades of Terminal Operator Grade I and II,
upgrade qualification requirements of certain professional and technical grades and
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review upward salaries. After duly examining all the requests only those proved
fully justifiable have been acceded to.
Director, Sugar Storage and Handling Unit (New Grade)
31.76
In view of the expanded role of the SSHU, Management has submitted that there is
need for a Director to oversee its proper functioning. We have examined the request
and are agreeable to the proposal in view of enhancing service delivery. We are,
Recommendation 19
31.77
We recommend the creation of the grade of Director, Sugar Storage and

Handling Unit. Appointment, thereto, should be made by selection from
among candidates possessing a Masters Degree in Agriculture or
Accountancy or Business Administration or Management or Finance or
Engineering or an equivalent qualification acceptable to the Board and
reckoning at least 10 years post qualification experience at administrative/
management level in an agriculture related organisation.
31.78
Incumbent would be responsible for the management and control of all activities at
the SSHU and would be required, inter alia, to: provide technical direction, guidance
and assistance to subordinate staff; exercise surveillance of the operation and
maintenance of the department; formulate and maintain administrative procedures
for the staff under his supervision; and prepare reports and recommendations on
the operations, maintenance and development of the Department.
Terminal Operator Grade II (Civil/Electrical/Mechanical)

Terminal Operator Grade I (Civil/Electrical/Mechanical)
31.79
Staff Associations have made representations for a merger of the grades of

Terminal Operator Grade II (Civil/Electrical/Mechanical) and Terminal Operator
Grade I (Civil/Electrical/Mechanical) into a single grade of Terminal Operator
(Civil/Electrical/Mechanical) due to a major overlapping of duties between the
grades and absence of the supervisory element. Management has also made
submission along the same lines.
31.80
We have examined the request and consider that there is merit in the case. We
are, therefore, making appropriate recommendations to that end.
Pay Review 2016
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Recommendation 20
31.81
We recommend that the grades of Terminal Operator Grade II (Civil/Electrical/

Mechanical) and Terminal Operator Grade I (Civil/Electrical/Mechanical) be
merged and restyled as follows:
From
To
Terminal Operator Grade II (Civil)
Terminal Operator (Civil)
Terminal Operator Grade I (Civil)

Terminal Operator Grade II (Electrical)
Terminal Operator (Electrical)
Terminal Operator Grade I (Electrical)

Terminal Operator Grade II (Mechanical)
Terminal Operator (Mechanical)
Terminal Operator Grade I (Mechanical)
31.82
We further recommend that incumbents possessing a valid driving licence

for wheel loaders should be allowed to proceed beyond the QB inserted in the
salary scale of the restyled grades of Terminal Operator (Electrical) and
Terminal Operator (Mechanical).
31.83
We also recommend that, in future, appointment to the grade of Terminal

Operator (Civil), Terminal Operator (Electrical) and Terminal Operator
(Mechanical) should be made by selection from among employees in the
grade of Terminal Attendant and Terminal Attendant/Gardener possessing the
NTC Level 3 in the relevant trade. In the absence of qualified serving officers,
appointment to the grade should be made from outside candidates
31.84
We further recommend that employees in the grade of Welder at the ex-MSTC

and who prior to the coming into operation of the MCIA reckoned at least five
years service in the grade should exceptionally be allowed to apply for the
post of Terminal Operator (Mechanical).
Movement in Salary Scale Terminal Operations and Maintenance Officer

(Mechanical), Terminal Operations and Maintenance Officer (Electrical) and Terminal
Cleaning and Maintenance Officer (Civil).
31.85
Management has proposed for an upgrading of the qualification requirements of the

grades of Terminal Operations and Maintenance Officer (Mechanical), Terminal
Operations and Maintenance Officer (Electrical) and Terminal Cleaning and
Maintenance Officer (Civil) from a Diploma to a Degree on the ground that prior to
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Pay Review 2016
the setting up of the MCIA, incumbents had the opportunity to be promoted to the
grade of Engineer and were providing technical assistance to the latter.
31.86
Whilst studying the proposal, the Bureau has examined the duties of the grades.
We have observed that the nature and level of these duties do not warrant
candidates to imperatively possess a Degree in the field. However, we do
acknowledge the additional contribution that may be brought during the
performance of these duties by officers possessing a relevant Degree. In this
perspective, we are allowing this category of officers to move beyond their top
salary, in line with our general policy of rewarding incumbents in technical grades
providing direct support to professionals.
Recommendation 21
31.87
31.88
We recommend that officers in the grades of Terminal Operations and

Maintenance Officer (Mechanical), Terminal Operations and Maintenance
Officer (Electrical) and Terminal Cleaning and Maintenance Officer (Civil)
possessing a Degree in Mechanical Engineering or Electrical Engineering or
Civil Engineering respectively should, on reaching the top of their respective
salary scale, move incrementally in the Master Salary Scale by two
increments provided they:
(i)
(ii)

preceding year; and
(iii)
Management has also requested for the creation of a grade of Manager to oversee
the activities of ex-BSSD which have been regrouped under the SSHU. We have
been apprised that at present a Technical Manager is overseeing the activities of
the SSHU as well as those of the ex-BSSD. We view that given an exercise
regarding the integration of the grades of ex-BSSD into our framework as well as
salary revision would be conducted on an ad hoc basis, it would be more
appropriate to consider this request at a later stage. Meanwhile, the present
arrangements may continue to prevail. However, we also view Management
should consider the advisability of granting an allowance to the Technical
Manager for shouldering the additional responsibilities in connection with the
ex-BSSD.
Policy and Planning Unit

formerly Analyst
31.89
At present, there are two officers in post in the grade of Analyst at the Policy and
Planning Unit. Management has submitted that the duties performed by each
officer are completely different. While one is required to look after issues relating to
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sugar and the environment, the other has to perform duties related to field and land
development. In this respect, the Bureau has been requested to create a grade of
Policy Analyst/Senior Policy Analyst in the respective fields.
31.90
Whilst examining the duties, we have noted that their nature is the same with the
only difference in the area of operation. We have further observed that the level of
duties actually performed is not in consonance with the salary recommended.
Against this background and taking into account the policy of the Bureau regarding
delayering, we deem it more appropriate to maintain a single generic appellation
which would reflect the level of responsibilities shouldered by incumbents.
Recommendation 22
31.91
We recommend that the grade of Analyst be restyled Analyst/Senior Analyst.
31.92
The Bureau has taken into consideration the duties presently devolving upon
incumbents in arriving at the recommended salary of the grade.
Supervisor (Sugar Industry Project)

31.93
The Bureau has been requested to restyle the grade of Field Officer as incumbent
performs duties related to the supervision and follow-up of projects of the sugar
industry. Given that his current job appellation is not commensurate with the duties
performed, we are agreeable to the proposal.
Recommendation 23
31.94
We recommend that the grade of Field Officer be restyled Supervisor (Sugar

Industry Project).
Air Pollution and Monitoring Unit

31.95
The newly created Air Pollution and Monitoring Unit is responsible to monitor the
gaseous emissions by the sugar industry and other sectors of the economy and the
quality of air surrounding an activity in accordance with the regulations of the
Environment Protection Act. In order to enable the Unit to effectively and efficiently
discharge its functions, creation of appropriate levels have been requested, to which
the Bureau subscribes. We are, therefore, making appropriate recommendations to
that end.
Air Monitoring Officer (New Grade)

Recommendation 24
31.96
We recommend the creation of a grade of Air Monitoring Officer. Appointment

Degree in Environment or Health or Science related field or an equivalent
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Pay Review 2016
qualification acceptable to the Board and reckoning at least three years

experience in laboratory or scientific related duties.
31.97
Incumbent would be responsible for the smooth operation of the air quality
monitoring system and carry out tests as per standard procedures and would be
required, inter alia, to: prepare the annual air monitoring work plan and programme;
carry out tests at any time given that a number of industries, including sugar
factories operate round the clock; prepare a maintenance schedule of the whole air
monitoring system; and prepare and submit air pollution test reports and interview
results.
Technical Assistant (Air Monitoring) (New Grade)

Recommendation 25
31.98
We recommend the creation of a grade of Technical Assistant (Air

Monitoring). Appointment thereto, should be made by selection from among
candidates possessing a Cambridge Higher School Certificate with passes in
at least two subjects including Biology or Chemistry or Physics and a
Certificate in electronics or electrical or mechanical for troubleshooting and
repairs of electronic and analytical instruments.
31.99
Incumbent would be required, inter alia, to: assist in the smooth operation of the Air
Quality Monitoring System and carry out tests on site and in the laboratory; carry
out normal duties of environment quality monitoring; assist in the preparation of brief
reports on the status of equipment; assist in the preparation of a maintenance
schedule of the mobile trailers; and ensure that the equipment are in good operating
conditions at all times.
HUMAN RESOURCE/FINANCE/PROCUREMENT AND SUPPLY/INTERNAL CONTROL/

GENERAL SERVICES
Human Resource Cadre
Human Resource Management Officer (New Grade)
31.100 At present, human resource functions are performed by the Manager, Human
Resources and a Human Resource Officer who are in turn supported by officers of
the General Services cadre. Management has submitted that with the expanded
role of the MCIA, there is an imperative need for a professional level to take over
the responsibility of the ever evolving and complex HR issues of the organisation
including industrial relations issues. Request has thus been made for the creation
of a grade of Human Resource Management Officer to facilitate formulation and
implementation of HR strategies and to ensure the efficient functioning of the
department.
31.101 We consider the proposal to be fully justified and are making an appropriate
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~ 198 ~
Recommendation 26
31.102 We recommend the creation of a grade of Human Resource Management
Officer. Appointment thereto, should be made by selection from among
candidates possessing a Degree in Human Resource Management or
Personnel Management or Management with specialisation in Human
Resource Management or an equivalent qualification acceptable to the Board
and reckoning at least four years post qualification experience in Human
Resource Management.
31.103 Incumbent would be required, inter alia, to: collect and provide sound information to
policy makers for evolving HR policies and practices; assist in carrying out studies
and research work in problem areas; carry out Training Needs Analysis and to
assist in the development of training plans; attend and/or act as Secretary to
Committees whenever required; and formulate and implement Human Resource
policies and procedures to be applied in the Authority.
Recommendation 27
31.104 We recommend that the grade of Human Resource Officer be restyled Human
Resource Officer/Senior Human Resource Officer.
31.105 We further recommend that officers in the grade of Human Resource
Officer/Senior Human Resource Officer formerly Human Resource Officer
possessing a Diploma in Human Resource Management or a Diploma in
Human Resource Management as a major component or an equivalent
qualification should be allowed to move incrementally in the Master Salary
Scale up to salary point Rs 42325 provided that they:
(i)
(ii)

preceding year; and
(iii)
are not under report
Finance Division
31.106 At present, the Finance Division is headed by a Manager, Finance. Officers in the
grades of Senior Accounts Officer, Accounts Officer, Assistant Financial Officer and
Accounts Clerk provide support services.
31.107 Management has submitted that given the MCIA is involved in voluminous and
complex financial transactions of different nature, the Manager, Finance requires
the assistance of professionals in this field. The Bureau has equally been apprised
that there is a major overlapping of duties and responsibilities amongst the grades
of Senior Accounts Officer, Accounts Officer, Assistant Financial Officer and
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Accounts Clerk. In view thereof and to ensure that the Finance Division is manned
by versatile staff, proposal has been made for the creation of a grade of Financial
Officer/Senior Financial Officer against abolition of these grades.
31.108 We have carried out an in-depth study of the representations and observed that
there is a significant overlapping of duties among the different grades. We,
therefore, view that it would be more appropriate to create a standard Financial
Officer cadre in line with what obtains in the Civil Service and with our philosophy
favouring flatter structures. Moreover, to facilitate transition, to the extent it is
possible, we are making necessary provision for officers in the various grades to
integrate the new structure. We also consider that there is need for a professional
grade to oversee the core functions of the Finance Division. To this end, we are
Recommendation 28
31.109 We recommend the creation of a grade of Accountant. Appointment thereto,
should be made by selection from among candidates who are members of
one of the following bodies:
(i)
The Institute of Chartered Accountants of England and Wales;
(ii)
The Institute of Chartered Accountants of Scotland;
(iii)
The Institute of Chartered Accountants of Ireland;
(iv)
The Association of Chartered Certified Accountants;
(v)
The Chartered Institute of Management Accountants;
(vi)
The Chartered Institute of Public Finance and Accountancy;
and who are registered with the Mauritius Institute of Professional

Accountants (MIPA).
31.110 Incumbent would be required, inter alia, to; assist the Manager, Finance in
establishing and maintaining proper accounting and financial control systems and
procedures; maintain proper record of financial transactions and prepare financial
statements; supervise the day to day running of the finance division; provide
accurate and timely financial information and statistics to internal and external
stakeholders as directed; and prepare and submit the annual estimates, final
accounts and annual and periodical reports on financial matters of the Authority.
Financial Officer/Senior Financial Officer (New Grade)
Recommendation 29
31.111 We recommend the creation of a grade of Financial Officer/Senior Financial
Officer. Appointment thereto, should be made by promotion, on the basis of
experience and merit, of Assistant Financial Officers who reckon at least four
Pay Review 2016
~ 200 ~
years service in a substantive capacity in the grade or an aggregate of four

years service in the grade of Assistant Financial Officer and the former grade
of Accounts Clerk.
31.112 Incumbent in the grade of Financial Officer/Senior Financial Officer would be
required, inter alia, to: keep proper, complete and up-to-date records of all financial
transactions, issue receipts through cash register/computer for all payments
received; check daily and weekly recorder cards and keep same in safe custody;
collect, verify, analyse and record all financial costings and budget data; attend to
audit queries on financial issues; and ensure that the accounting arrangements of
the Authority and collection of revenue is effected promptly.
31.113 We further recommend that incumbents in the grade of Financial
Officer/Senior Financial Officer possessing a Diploma in Public Financial
Management and Accounting or a Diploma in Accountancy from a recognised
institution or an equivalent qualification may be allowed to move
they:
(a)
(b)

preceding year; and
(c)
31.114 We also recommend that the grade of Accounts Officer be restyled Financial
Officer/Senior Financial Officer.
Principal Financial Officer (New Grade)
Recommendation 30
31.115 We recommend the creation of a grade of Principal Financial Officer.
experience and merit, of officers in the grade of Financial Officer/Senior
Financial Officer who reckon at least two years service in a substantive
capacity and who possess the Diploma in Public Financial Management and
Accounting or a Diploma in Accountancy or an equivalent qualification
31.116 Incumbent would be required, inter alia to: assist and advise on matters related to
financial operations and management and transactions; ensure that financial,
procurement and other relevant legislations and regulations are understood,
correctly applied and fully complied; and prepare and submit financial statements/
returns.
31.117 We also recommend that the grade of Senior Accounts Officer be restyled
Principal Financial Officer.
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Accounts Clerk
Recommendation 31
31.118 We recommend that the grade of Accounts Clerk be restyled Assistant
Financial Officer.
31.119 At present, a Stores Superintendent is responsible to look after the day-to-day
running of the Procurement and Supply Unit. He is assisted by officers in the
grades of Procurement and Supply Officer and Assistant Procurement and Supply
Officer. Management has submitted that in view of the increasing work load and
level of transactions, coupled with growing responsibilities at the MCIA, there is a
strong need to consolidate the structure of the procurement and supply cadre in
compliance with the Public Procurement Act 2006 and Regulations 2008. To this
end, request has been made for a complete alignment of the procurement and
supply cadre with what obtains in the Civil Service.
31.120 We consider that the request is not fully substantiated as the existing structure is
appropriate to enable the Procurement and Supply Unit to deliver an effective and
efficient service. We are, however, restyling the grade of Procurement and Supply
Officer to Procurement and Supply Officer/Senior Procurement and Supply Officer
in line with the duties and responsibilities devolving upon incumbents. We are
making recommendations in that direction.
Recommendation 32
31.121 We recommend that the grade of Procurement and Supply Officer be restyled
31.122 We further recommend that incumbents in the grade of Procurement and
and Supply Officer, possessing a Diploma in Purchasing and Supply
incrementally in the Master Salary Scale up to salary point Rs 42325,
provided they:
(i)
(ii)

preceding period; and
Pay Review 2016
~ 202 ~

31.123 At present the Internal Audit Section comprises the grades of Internal Auditor and
Internal Control Officer. In view of the higher level of responsibilities devolving upon
incumbents, Management has requested for a restyling of the grades along with an
upgrading in salaries. We have studied the request and consider that there is merit
in the case. We are, therefore, making appropriate recommendations in line with
our general philosophy favouring career earnings and providing a mechanism to
compensate incumbents possessing higher qualifications.
Recommendation 33
31.124 We recommend that the grades of Internal Auditor and Internal Control Officer
be restyled Internal Auditor/Senior Internal Auditor and Internal Control
Officer/Senior Internal Control Officer respectively.
31.125 We further recommend that incumbents in the grade of Internal Control
Officer/Senior Internal Control Officer, formerly Internal Control Officer,
having successfully completed all Papers of Fundamentals (knowledge) and
having obtained passes in Papers F4, F5 and F8 of Fundamentals (Skills) or
possessing the Certificate in Business Accounting (Foundation Level) and
Syllabus) or an equivalent qualification be allowed to move incrementally in
the Master Salary Scale up to salary point Rs 42325 provided they:
(i)
(ii)

preceding year; and
(iii)
General Services Cadre

31.126 The grade of Office Management Assistant exists on the establishment of the MCIA.
Prior to this Report, the Bureau was requested to review its mode of appointment
due to certain specificities at the organisation. Concerned parties were informed
that the issue would be addressed in this Report. After careful study, we are
revisiting the qualification requirements of the grade of Office Management
Assistant. In addition, we are reinforcing the structure of the General Services cadre
through the creation of a grade of Clerical Officer.
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Pay Review 2016

Recommendation 34
31.127 We recommend that appointment to the grade of Office Management
Assistant should be made in line with the provisions made at paragraph 24 of
Volume 2 Part II of this Report.
31.128 We further recommend that:
(i)
officers in the grade of Executive Officer, Executive Assistant and

Clerk/Senior Clerk, in post as at 31 December 2015, should be given
the option to join the grade of Office Management Assistant; and
(ii)
the grades of Higher Executive Officer, Executive Officer, Executive

Assistant and Clerk/Senior Clerk should be made evanescent.

Recommendation 35
31.129 We recommend the creation of a grade of Clerical Officer in line with the
ALLOWANCES
On-Call and In-Attendance Allowance to officers of the Control and Arbitration
Department
31.130 Management has informed that during the crop season, officers of certain grades at
the CAD are required to be on call after normal working hours and have to attend
their site of work, whenever needed, whilst being on call. In addition, we have been
apprised that officers in the Test Chemist cadre and Technical Officer cadre are
required to work on a roster basis during the crop season. In both cases, request
has been made for the payment of appropriate allowances. Since these officers
were being compensated for working under the same conditions at their former
organisation, we are agreeable to the proposal of Management.
Recommendation 36
31.131 We recommend that officers of the Control and Arbitration Department be
paid a monthly commuted allowance for being on-call as well as an
in-attendance while being on-call inclusive of travelling time, during crop
season as follows:
Grade
Amount (Rs)
830
1135
Pay Review 2016
~ 204 ~

1260
Director, Control and Arbitration Department
1500
31.132 We further recommend that officers in the grades of Senior Test Chemist
(Personal) and Principal Test Chemist (Personal) and Technical Officer/Senior
Technical Officer (Control and Arbitration) should be paid a monthly
allowance equivalent to one increment at the initial of their respective salary
scale for working on a roster basis during crop season.
Bad Road Allowance
31.133 At present, officers who regularly use their cars for official travelling on bad roads or
their 4 x 4 or 2 x 4 vehicles or auto/motorcycles in the performance of their duties on
bad roads are paid a monthly bad road allowance. We are maintaining this
provision.
Recommendation 37
31.134 We recommend that a Bad Road Allowance should be paid as hereunder:
(i)
Rs 1575 monthly to officers who regularly use their cars for official
travelling in the performance of their duties;
(ii)
Rs 800 monthly to officers who regularly use 4 x 4 or 2 x 4 vehicles in

the performance of their duties; and
(iii)
Rs 225 and Rs 300 to employees who regularly use their autocycles

and motorcycles respectively, in the performance of their duties.
Allowance for distributing gas, oil and fuel to tractors

31.135 Employees in the grade of Workshop/Vehicle/Machinery Attendant are presently
paid a monthly allowance equivalent to one and a half increments at the initial of
their salary scale for distributing gas, oil and fuel to tractors. Management has
submitted that this allowance should be extended to the Attendants
(Office/Laboratory/Field/Mess) for performing similar duties. To this effect we are
reviewing this provision.
Recommendation 38
31.136 We recommend that officers in the grades of Workshop/Vehicle/Machinery
Attendant and General Attendant formerly Attendant (Office/Laboratory/
Field/Mess) and Senior Attendant (Office/Laboratory/Field/Mess), should be
paid a monthly allowance equivalent to one and a half increments at the initial
of their respective salary scale for distributing gas, oil and fuel to tractors.
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Pay Review 2016
Driving Allowance
31.137 Officers in the Tradesman grade who effectively drive the organisations vehicles to
site of works are presently paid a daily driving allowance. We are maintaining this
provision.
Recommendation 39
31.138 We recommend that an allowance of Rs 150 per day should be paid to
Tradesmen who are required to drive the organisations vehicles to their
respective site of work in the performance of their duties.
Allowance to Clerical Officers and Management Support Officers
Recommendation 40
31.139 We recommend that officers in the grades of Clerical Officer and Management
Support Officer who are required to collect and bank money should be paid
an allowance of Rs 40 daily.
Allowance for performing duties of Sprayer Operator
Recommendation 41
31.140 We recommend that a responsibility allowance computed on a daily basis
should be paid to General Workers whenever they are required to perform the
duties of the grade of Sprayer Operator.
Allowances for Extra Hours of Work
31.141 During crop season, officers in the grades of Engineer/Senior Engineer (Electrical);
Terminal Operations and Maintenance Officer (Electrical), Terminal Operations and
Maintenance Officer (Mechanical) and Terminal Cleaning and Maintenance Officer
(Civil) who are required to put in additional hours of work during emergencies and
for carrying out repairs during weekends and public holidays are paid an allowance.
Recommendation 42
31.142 We recommend that officers in the grades listed below should be paid a
monthly allowance, for putting in extra hours of work during the crop season,
as hereunder:
Grade
Rs/month
Engineer/Senior Engineer (Electrical)
3325
Terminal Operations and Maintenance Officer

(Electrical)
Terminal Operations and Maintenance Officer
(Mechanical)
Terminal Cleaning and Maintenance Officer (Civil)
Pay Review 2016
~ 206 ~
2600
31.143 We also recommend that officers who are required to supervise the arrival
and departure of employees 15 minutes prior to the start of operations at the
Sugar Storage and Handling Unit and after the closure time throughout the
year, should be paid an allowance of Rs 1425.
Allowance for attending duties at 4.45 a.m. during the Crop Season
31.144
At present, officers of the Terminal Operator cadre are called upon to attend duty
at 4.45 a.m. on a roster basis by their own means of transport during the crop
season against payment of a monthly allowance. We are maintaining this
provision.
Recommendation 43
31.145
We recommend that officers of the Terminal Operator cadre who are

required to attend duty at 4.45 a.m. on a roster basis by their own means of
transport during the crop season should be paid allowances as hereunder:
Grade
Senior Terminal Operator (Electrical)

Senior Terminal Operator (Mechanical)
formerly Terminal Operator Grade I (Electrical)
Allowance
Rs/per month
2300
1500

formerly Terminal Operator Grade I, Mechanical)
Allowance to Engineer/Senior Engineer (Electrical), Terminal Operations and
Maintenance Officers (Electrical) and Terminal Operations and Maintenance Officer
(Mechanical) for attending duty at 4.45 a.m. during Crop Season.
31.146
Officers in the grades of Engineer/Senior Engineer (Electrical), Terminal

Operations and Maintenance Officers (Electrical) and Terminal Operations and
Maintenance Officer (Mechanical) are presently paid a monthly allowance when
required to attend duty at 4.45 a.m. on a weekly roster basis. We are maintaining
this provision.
Recommendation 44
31.147
We recommend that Engineer/Senior Engineer (Electrical), Terminal

Operations and Maintenance Officers (Electrical) and Terminal Operations
and Maintenance Officers (Mechanical) who are required, to attend duty,
during crop season at the Sugar Storage and Handling Unit at 4.45 a.m. on a
weekly roster basis should be paid a monthly allowance of Rs 2800.
~ 207 ~
Pay Review 2016
Allowance for attending to Emergencies

31.148
At present, officers in the grades of Terminal Operations and Maintenance Officer

(Electrical) and Terminal Operations and Maintenance Officer (Mechanical) who
are required to attend to emergencies after their normal working hours during
intercrop season are paid an appropriate allowance inclusive of travelling time.
Recommendation 45
31.149
We recommend that Terminal Operations and Maintenance Officers

(Electrical) and Terminal Operations and Maintenance Officers (Mechanical)
who attend to emergencies after normal working hours during inter crop
season should be paid an allowance of Rs 450 per call.
Allowances for Cross Functional and Wide Ranging Duties

31.150
At present, officers in the grades of Terminal Operator (Civil) formerly Terminal

Operator Grade I (Civil) and Terminal Operator Grade II (Civil) and Welder are
paid a monthly allowance during crop season for performing cross functional and
wide ranging duties. We are maintaining this arrangement.
Recommendation 46
31.151
We recommend that Terminal Operators (Civil) formerly Terminal Operator

Grade I (Civil) and Terminal Operator Grade II (Civil) and Welder who are
called upon to perform cross-functional and wide range of duties during the
crop season should be paid a monthly allowance of Rs 750.
Allowances for Cleaning of Receiving Station, Conveyor Galleries and Ship Loader,
etc., at night during Crop Season
31.152
Employees in the grades of Terminal Attendant, Terminal Attendant/Gardener and

Sanitary Attendant are, at present, paid an allowance per fortnight for cleaning the
Receiving Station, Conveyor Galleries/Belts and Ship Loader, among others, at
night. We are maintaining this provision.
Recommendation 47
31.153
We recommend that officers in the grade of Terminal Attendant, Terminal

Attendant/Gardener and Sanitary Attendant for cleaning the Receiving
Station, Conveyor Galleries/Belts and Ship Loader, etc., at night during the
crop season, should continue to be paid a fortnightly allowance of Rs 750.
Mileage Allowance (Autocycle/Motorcycle)

Recommendation 48
31.154
We recommend that employees in the grades of Terminal Operator (Civil),

Terminal Operator (Electrical), Terminal Operator (Mechanical), Senior
Pay Review 2016
~ 208 ~
Terminal Operator (Electrical) and Senior Terminal Operator (Mechanical)

who use their autocycles and motorcycles to attend duty during crop season
at such time when public transport is not available, should continue to be
refunded mileage on a monthly basis in the following manner:
(i)
where the total distance covered on days the employees attend the
Sugar Storage and Handling Unit is up to 400 km over a month, the
whole distance covered should be computed at Rs 2.65 and Rs 3.25
per km for autocycles and motorcycles respectively; and
(ii)
where the total distance covered on days the employees attend the
Sugar Storage and Handling Unit is more than 400 km over a month,
refund of mileage should be computed at the rate of Rs 2.65/Rs 3.25
for the first 400 km and Rs 1.90/Rs 2.35 for mileage in excess of 400
km for autocycles and motorcycles respectively;
whichever is appropriate
OR
be refunded travelling expenses at bus fares, whichever is higher.
Other Allowances
31.155
The Bureau has been apprised that in addition to the allowances recommended in
the PRB Report, there are other allowances which certain officers and employees
of the MCIA were drawing at their former institutions. To this end, request has
been made to make provision for the payment of these allowances in this Report.
31.156
We have examined the proposals and observed that the context in which these
allowances have been granted may not be the same today under the MCIA.
Furthermore, the rationale and justification for the grant of these allowances are
unknown to the Bureau given that the organisations concerned operated along
private lines. Against this background, we are not in a position to make firm
recommendations in that respect.
31.157
Furthermore, we have equally been requested to grant responsibility allowances to

officers of various grades on the plea that following the integration of the six
ex SPIs into the MCIA, incumbents are called upon to perform additional duties.
We wish to point out that recommendations for the payment of a responsibility
allowance or an ad hoc allowance on account of additional duties performed
already exists. In this perspective, the officers concerned should make their case
administratively.
Recommendation 49
31.158
We recommend that any request for the payment of ad hoc or a

responsibility allowance not covered in this Report should be looked into
administratively.
~ 209 ~
Pay Review 2016
31.

SALARY SCHEDULE
MCIA 1
Rs 7800 x 200 - 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 18075
MCIA 2 :
Sanitary Attendant
Terminal Attendant
MCIA 3
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 18825
Workshop/Vehicle/Machinery Attendant
MCIA 4
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
General Worker/Field Worker/Gardener
formerly General Worker/Field Worker
General Worker/Gardener
Office Attendant
Senior General Worker/Field Worker (Personal)
Terminal Attendant/Gardener
MCIA 5
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21000
Sampler (New Grade)
Toolskeeper
MCIA 6
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver
Driver/Handy Worker
Driver/Messenger
MCIA 7
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200
Field Supervisor
MCIA 8
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 23975
General Attendant
formerly Attendant (Office/Lab/Field/Mess)
Senior Attendant (Office/Lab/Field/Mess)
Pay Review 2016
~ 210 ~
31.
MCIA 9
MAURITIUS CANE INDUSTRY AUTHORITY (Contd)
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 23975
Assistant Time Keeper
Electrician
Fitter
Mechanic
Panel Beater
Turner/Machinist
Welder
Tradesman
MCIA 10 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 23975
MCIA 11 :
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
Radio/Telephone Operator/Receptionist
MCIA 12 :
Rs 13530 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
Agricultural Machinery Operator
Multi-Skilled Tradesman (New Grade)
MCIA 13 :
Rs 14325 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 25525
Operator (Personal)
MCIA 14 :
Rs 14875 x 275 - 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 25525
Farm Machinery Operator (Personal)
MCIA 15 :
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 26300
Agricultural Machinery Operator (Personal to holders in post as at 31.12.12)
Head Operator (Personal)
MCIA 16 :
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 27075
Timekeeper
~ 211 ~
Pay Review 2016
31.
MCIA 17 :
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 28625
Assistant Stores Officer (Personal)
MCIA 18 :
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 28625
Head, Agricultural Machinery Operator (New Grade)
MCIA 19 :
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
MCIA 20 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
MCIA 21 :
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 30175

Chief Mechanic (New Grade)
MCIA 22 :
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 31725
Terminal Operator (Civil)
formerly Terminal Operator Grade I (Civil)
Terminal Operator Grade II (Civil)
MCIA 23 :
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 31725
Assistant Field Officer
Technical Assistant (Air Monitoring) (New Grade)
MCIA 24 :
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 31725 QB 32500
formerly Terminal Operator Grade I (Electrical)
formerly Terminal Operator Grade I (Mechanical)
MCIA 25 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 32500
Clerk/Senior Clerk (Personal)
Pay Review 2016
~ 212 ~
31.
MCIA 26 :
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 32500
MCIA 27 :
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
MCIA 28 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Assistant Financial Officer
formerly Accounts Clerk
Executive Assistant (Personal)
MCIA 29 :
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
34350 QB 35275
Senior Terminal Operator (Electrical)
Senior Terminal Operator (Mechanical)
MCIA 30 :
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 32500 x 925 36200
Technical Assistant/Senior Technical Assistant (Research)
formerly Technical Assistant (Research)
Senior Technical Assistant (Research)
MCIA 31 :
Rs 22575 x 625 23200 x 775 32500 x 925 36200

MCIA 32 :
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
MCIA 33 :
Rs 21950 x 625 23200 x 775 32500 x 925 37125 x 1225 39575

MCIA 34 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 37125 x 1225 40800
~ 213 ~
Pay Review 2016
31.
MCIA 35 :
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 40800

Financial Officer/Senior Financial Officer (New Grade)
formerly Accounts Officer
MCIA 36 :
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800 x 1525 42325
Supervisor (Sugar Industry Project)
IT Technician
MCIA 37 :
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 42325

MCIA 38 :
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 45375

Principal Financial Officer (New Grade)
formerly Senior Accounts Officer
MCIA 39 :
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800 x 1525 48425
Mechanical Workshop & Transport Officer /Senior Mechanical Workshop &
Transport Officer
formerly Mechanical Workshop & Transport Officer
Operations Officer (Agricultural Mechanisation)
formerly Field Officer/Senior Field Officer (Agricultural Mechanisation)
Technical and Mechanical Officer/Senior Technical and Mechanical Officer
Technical Officer/Senior Technical Officer (Control and Arbitration) (New
Grade)
MCIA 40 :
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 48425

Terminal Cleaning and Maintenance Officer (Civil)
Terminal Operations and Maintenance Officer (Electrical)
Terminal Operations and Maintenance Officer (Mechanical)
MCIA 41 :
Rs 33425 x 925 37125 x 1225 40800 x 1525 49950 x 1625 51575

Stores Superintendent
Pay Review 2016
~ 214 ~
31.
MCIA 42 :
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800 x 1525 48425 QB 49950 x 1625 54825
Technical Officer/Senior Technical Officer (Extension)
Technical Officer/Senior Technical Officer (Research)
MCIA 43 :
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
MCIA 44 :
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Air Monitoring Officer (New Grade)
Systems Analyst
MCIA 45 :
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
MCIA 46 :
Rs 36200 x 925 37125 x 1225 40800 x 1525 49950 x 1625 56450

Operations Superintendent (Agricultural Mechanisation)
formerly Field Superintendent
MCIA 47 :
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
formerly Analyst
MCIA 48 :
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
IT Manager
Scientific Information and Publication Officer/Senior Scientific Information and
Publication Officer
formerly Scientific Information and Publication Officer
MCIA 49 :
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
~ 215 ~
Pay Review 2016
31.
MCIA 50 :
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
Project Officer (Civil Engineering)
MCIA 51 :
Rs 30175 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
MCIA 52 :
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Manager, Extension and Training Centre
Operations Manager (Agricultural Mechanisation)
formerly Field Manager
Workshop Manager
MCIA 53 :
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950 x 1850 66650
Manager, Finance
Manager, Human Resource
Manager, Policy and Planning
MCIA 54 :
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950 x 1850 66650
Manager Operations Research
MCIA 55 :
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950 72400

Research Manager
MCIA 56 :
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000 86000

Assistant Director, Agricultural Mechanisation Unit
formerly Assistant Director, Farmers Service Agency (Agricultural
Mechanisation)
Assistant Director, Farmers Service Agency
formerly Assistant Director, Farmers Service Agency (Extension and
Training)
Principal Research Manager
MCIA 57 :
Rs 66650 x 1850 68500 x 1950 74350 x 2825 80000 x 3000 86000

Technical Manager
Pay Review 2016
~ 216 ~
31.
MCIA 58 :
Rs 101000
Director, Agricultural Mechanisation Unit (New Grade)
Director, Control and Arbitration Department
Director, Farmers Service Agency
Director, MSIRI
Director, Sugar Storage and Handling Unit (New Grade)
MCIA 59 :
Rs 113000
ExFARMERS SERVICE CORPORATION
SALARY SCHEDULE
All salaries are personal to holders of the post
Rs 20525 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x
1225 40800 x 1525 42325
Ex-FSC 1 :
LAMU/Nursery Co-ordinator (Personal)

Ex-FSC 2 :
Rs 21950 x 625 23200 x 775 32500 x 925 37125 x 1225 40800 x

1525 45375
Internal Auditor (Personal)
Ex-FSC 3 :
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950 70450

Technical Manager (Personal)
Ex- MAURITIUS SUGAR TERMINAL CORPORATION

Ex-MSTC 1 :
Rs 66650 x 1850 68500 x 1950 74350 x 2825 80000 x 3000 86000

Administrative Manager (Personal)
ExSUGAR PLANTERS MECHANICAL POOL CORPORATION

Ex-SPMPC 1
Rs 101000
General Manager (Personal)
~ 217 ~
Pay Review 2016
Pay Review 2016
~ 218 ~

32.
Mauritius Examination Syndicate
32.1
The Mauritius Examinations Syndicate (MES) was established as a corporate body

by the Mauritius Examinations Syndicate Act No. 4 of 1984. It operates under the
aegis of the Ministry of Education and Human Resources, Tertiary Education and
Scientific Research, with the objectives to organise and conduct examinations;
promote the development of a sound system of Examinations by engaging in
relevant research and other related activities; award certificate and cooperate with
other examination bodies.
32.2
The Syndicate is committed to organising and conducting examinations at all levels

consistent with policies and goals and in line with emerging international trends. In
so doing it envisions to maintain itself as a leading institution both in Mauritius and
in the region, playing a key role in the fields of examinations, assessment and
evaluation.
32.3
The Director, who is the principal academic and administrative officer, is responsible
for the day-to-day management. He is supported by two Deputy Directors, an
Administrative/Deputy Secretary, a Secretary, other officers of the technical section
and staff of the General Services Cadre.
32.4
In the context of this review, both staff side and Management informed that the
Office of the Public Sector Governance had, at the request of Government, carried
out a study on the restructuring of the MES and submitted its recommendations
which have been approved by Cabinet at its meeting on Friday 09 January 2015.
However, in view of the complexity and scope of the restructuring exercise, the
Board of MES and Management thought it wise that an in-depth study should be
carried out first by an external Consultant to ensure a smooth implementation.
32.5
During consultations, management was apprised that grades which are urgently
required would be graded by the Bureau on an ad hoc basis well before and even
after the publication of this Report, once the parent Ministry conveys its approval on
the proposed schemes of service.
32.6
Taking into consideration the structural adjustments at the Syndicate, we are in this
Report not bringing any change to the existing structures. We are, however,
recommending the conduct of an HR Audit to identify additional HR
Allowance
32.7
At present, the Confidential Secretary attached to the office of the Director, MES, is
called upon to work regularly over and above the normal working hours. She is
exceptionally paid a monthly ad hoc allowance along the same lines as Confidential
Secretary posted with Ministers, Parliamentary Private Secretaries, officers of the
~ 219 ~
Pay Review 2016

level of Permanent Secretary and above and the Cabinets Office. We are
32.

SALARY SCHEDULE
MES 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
MES 2
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575
Security Guard
MES 3
Rs 17375
Safety and Health Officer (Part time)
MES 4
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Gardener
MES 5
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21000
Examinations Attendant
MES 6
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21000
Senior Gardener
MES 7
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver
MES 8
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 23975
Binder
MES 9
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
Pay Review 2016
~ 220 ~

32.
MES 10
MAURITIUS EXAMINATIONS SYNDICATE (Contd)
Rs 16075 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
25525
Senior Examinations Attendant
MES 11
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 28625
MES 12
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
Technical Assistant (Electrical Installation and Maintenance)
Technical Assistant (Practical Examinations)
Technical Assistant (Printing)
Technical Assistant (Computer)
MES 13
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Examinations Clerk
MES 14
Rs 16075 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
30175
Security Officer
MES 15
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 30175

Foreman
MES 16
Rs 18825 x 375 19575 x 475 21950 x 625 23200 x 775 31725

Assistant Head of Printing
MES 17
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Accounts Clerk
Examinations Assistant
MES 18
Rs 22575 x 625 23200 x 775 32500 x 925 35275

Senior Security Officer
~ 221 ~
Pay Review 2016

32.
MES 19
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
MES 20
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

Financial Officer
Senior Data Processing Assistant
Senior Examinations Assistant
MES 21
Rs 25525 x 775 32500 x 925 37125 x 1225 38350

Senior Confidential Secretary (Personal)
MES 22
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
Computer Technician
Maintenance Officer
MES 23
Rs 20525 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
Programmer
MES 24
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 43850

MES 25
Rs 27850 x 775 32500 x 925 37125 x 1225 40800 x 1525 45375

Examinations Superintendent
Head of Printing
MES 26
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525 48425

Research and Development Assistant
Senior Programmer
MES 27
Rs 33425 x 925 37125 x 1225 40800 x 1525 49950 x 1625 51575

MES 28
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Pay Review 2016
~ 222 ~

32.
MES 29
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
IT Officer
MES 30
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
MES 31
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
Administrative Officer (Personal to officers in post as at 30.06.08)
MES 32
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
Examinations Officer (Administration)
Examinations Officer (Data Processing)
MES 33
Rs 39575 x 1225 40800 x 1525 49950 x 1625 62950

MES 34
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850 68500

x 1950 74350
Research and Development Officer
MES 35
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950 74350

Financial Manager
Senior Examinations Officer (Administration)
Senior Examinations Officer (Data Processing)
MES 36
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000 83000

Administrative/Deputy Secretary
MES 37
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000 86000

Principal Examinations Officer
MES 38
Rs 66650 x 1850 68500 x 1950 74350 x 2825 80000 x 3000 86000

Principal Research and Development Officer
Secretary
MES 39
Rs 98000
Deputy Director
MES 40
Rs 110000
Director
~ 223 ~
Pay Review 2016

Pay Review 2016
~ 224 ~
33.
Mauritius Ex-Services Trust Fund
33.1
The Mauritius Ex-Services Trust Fund (MESTF) was set up under Act No. 6 of 2000
and operates under the aegis of the Ministry of Finance and Economic
Development. Its objects are to: provide financial assistance to ex-servicemen;
provide assistance to ex-servicemen associations represented on the Board; and
advance and promote the general welfare of ex-servicemen.
33.2
The MESTF provides financial assistance through a monthly pension to about 2000
registered ex-servicemen and 5000 widows of ex-servicemen including registered
ex-servicemen and widows of ex-servicemen in Rodrigues. In addition, a funeral
grant is paid to their heirs or widow at the time of their demise. In pursuance of its
objects, the Trust Fund carries out welfare activities under various schemes
consisting of domiciliary visits to bedridden ex-servicemen, centenarian birthday
celebrations, Poppy Day Appeal and Remembrance Day. The Trust Fund also
receives grant from the St Dunstan Charity found in the United Kingdom to provide
financial assistance in the form of a monthly pension to the blind ex-servicemen.
33.3
The Trust Fund has embarked on an ambitious project for the creation of a museum
for the ex-servicemen where the contribution of about 37000 Mauritians enrolled in
the British Army during the Second World War would be put on record. It has
enlisted the participation and assistance (financial and technical) of the United
Kingdom through the Royal Commonwealth Ex-Services League.
33.4
The MESTF is administered and managed by the Board. The Secretary serves the
Board and is supported in the day-to-day administration by officers in the Finance,
Administrative and General Services cadre.
33.5
In the context of this Report, Management has submitted that the Secretary has
been entrusted with higher responsibilities as head of the Trust Fund, whereby he is
responsible for the overall management of the MESTF and is required among
others, to implement policies, schemes, projects for the welfare of ex-servicemen in
general as approved by the Board. He is also responsible for the management and
optimisation of the financial and other resources of the Trust Fund to further the
social and economic welfare of ex-servicemen. Besides acting as the Secretary of
the Board, he is also responsible for the keeping of all books, records and minutes
of proceedings, prepare and submit Financial Statements and Annual Reports for
approval by the Board and advise the Board on the financial transactions and
formulation of budgets.
33.6
The Bureau has taken into account the higher responsibilities being shouldered by
the Secretary in arriving at the recommended salary of the grade and in the same
vein, we are reviewing its qualification requirements. As regards the organisation
structure, we consider it appropriate and are, therefore, maintaining it.
~ 225 ~
Pay Review 2016
Mauritius Ex-Services Trust Fund
Secretary
Recommendation
33.7
We recommend that, in future, appointment to the grade of Secretary should

be made by selection from among serving officers of the Mauritius ExServices Trust Fund who are registered with the Mauritius Institute of
Professional Accountants (MIPA) and reckon five years experience at
administrative/management level. In the absence of qualified serving officers,
the grade should be filled by selection from among candidates possessing
the required qualifications.
33.

SALARY SCHEDULE
MESTF 1 :
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18075
Caretaker
MESTF 2
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
Office Attendant
MESTF 3 :
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 29400
MESTF 4 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 30175
MESTF 5 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
Accounts Clerk
MESTF 6
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 62950
Secretary
Pay Review 2016
~ 226 ~
34.
Mauritius Film Development Corporation
34.1
The Mauritius Film Development Corporation (MFDC) is a parastatal body, set up

under Act No. 31 of 1986. It operates under the aegis of the Ministry of Arts and
Culture.
34.2
The mission of the Mauritius Film Development Corporation is to develop the image
industry by creating opportunities in all relevant fields.
34.3
The objectives of the MFDC are, among others, to import, export, exhibit and
produce films; establish relationship with foreign and international persons or bodies
for the promotion of film activities; promote the holding of film show festivals to cater
for the cultural and linguistic needs of the people of Mauritius; give such assistance,
financial or otherwise, as the Board may determine to persons or bodies engaged in
the production or exhibition of films; and give shooting authorisation to local and
foreign crews.
34.4
At present, the functions of the Corporation are carried out by the three departments
namely: Finance, Administration and Human Resource; Project and Programme;
and Production.
34.5
During consultations, Management has apprised the Bureau that one of the items
mentioned in the Government Programme is to review the functions of the MFDC.
Consequently, the objectives and functions of the MFDC are being reviewed and
the present MFDC Act dated 1986 would be revamped and replaced by a new
Legislation. For this Report, we are making appropriate recommendations in line
with the submissions from Management in the present context.

34.6
Presently, the Corporation does not have staff specifically for procurement. The
Finance Section assumes the responsibility of procurement. In order to have a
better control and segregation of duties, there is need for a level to be responsible
for all procurement and supply functions in line with the established procedure. We
are making provision for a level to maintain a proper Store Management System.
Recommendation 1
34.7

Recruitment thereto, should be made by selection from among candidates
possessing a Certificate in Purchasing and Supply Management from a
recognised institution or an alternative equivalent qualification acceptable to
the Board.
34.8
Incumbent in the grade of Procurement and Supply Officer would be required to,
among others, be responsible for the procurement and supply division; prepare and
finalise tender documents as per the prevailing rules and regulations; effect
~ 227 ~
Pay Review 2016
procurement of requested items; receive and verify procured items; perform

inventories as instructed; assist in duties relating to committees, organisation of
official functions, training programmes and other activities; and control stock of
items and ensure availability of frequently used items such as stationery and other
commodities.
Technician (Light and Sound) (New Grade)
Technician (Camera) (New Grade)
34.9
Management has submitted that with the expanded activities of the MFDC in
production of films, documentations, serials and audiovisual productions, there is
need for Technicians with specific skills to service the production unit. We are
making provision for the grades of Technician (Light and Sound) and Technician
(Camera) to enable the organisation to enhance its service delivery.
Recommendation 2
34.10
We recommend the creation of a grade of Technician (Light and Sound).

possessing the Technician Diploma in Electrical and Electronic Engineering
awarded by the City and Guilds of London Institute or the Brevet de
Technician in Electronics awarded by the Mauritius Institute of Training and
Development or an alternative equivalent qualification acceptable to the
Board.
34.11
Incumbent in the grade of Technician (Light and Sound) would be required to,
among others, operate shooting light and sound; maintain and repair audio-visual
equipment, overhead projections and slide projectors; carry out regular checks and
ensure that all equipment are safe for operation and safely installed; assist in the
preparation of technical tender documents; set up and operate sound equipment,
lighting equipment and giant screens; be responsible for the programming of
computerised lighting
console and automated projectors, designing and
configurating stage lighting and sound photos; and prepare a maintenance schedule
for lighting, sound and power control equipment.
Recommendation 3
34.12
We also recommend the creation of a grade of Technician (Camera).

possessing the Technician Certificate in Telecommunications and Electronics
Engineering awarded by the City and Guilds at London Institute or a
Cambridge Higher School Certificate with passes at Principal Level in Physics
or Chemistry and Mathematics, or an alternative equivalent qualification
Pay Review 2016
~ 228 ~
34.13
Incumbent in the grade of Technician (Camera) would be required to, among

others, perform camera work (motion and still) for films, commercials and
audiovisual materials; assist in editing, post production and production tasks;
maintain cameras in good condition; and be responsible for camera while in
shooting.
General Manager
formerly Director
34.14
We recommend that the grade of Director be restyled to General Manager to

be in conformity with the existing provision in the Mauritius Film Development
Corporation Act No 31 of 1986.
34.

SALARY SCHEDULE
MFDC 1 :
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 18450
Handy Worker (Lay Services)
MFDC 2 :
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575
Security Guard (on shift)
MFDC 3 :
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver/Handy Worker
MFDC 4 :
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 26300
Technician/Driver
MFDC 5 :
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
MFDC 6 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Technician (Camera) (New Grade)
~ 229 ~
Pay Review 2016
34.
MFDC 7 :
MAURITIUS FILM DEVELOPMENT CORPORATION (Contd)

Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 30950
Technical Assistant
MFDC 8 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Accounts Clerk
MFDC 9 :
Rs 15450 x 300 15750 x 325 17700 x 375 19575 x 475 21950 x 625
23200 x 775 32500 x 925 34350
Technician (Light and Sound) (New Grade)
MFDC 10 :
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
MFDC 11 :
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

Accounts Officer
MFDC 12 :
Rs 20050 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800 x 1525 43850
Audiovisual Officer
IT Support Officer
Project and Programme Officer
MFDC 13 :
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Senior Project and Programme Officer
Technical Executive
MFDC 14 :
Rs 30175 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 59700
Secretary/Accountant
MFDC 15 :
Rs 86000
General Manager
formerly Director
Pay Review 2016
~ 230 ~

35.
35.1
Since its inception as a body corporate in 1973, the three pillars on which the
Mauritius Institute of Education (MIE) stands are educational research, curriculum
development and Teacher Education. As an important arm of the Ministry of
Education & Human Resources, Tertiary Education and Scientific Research, the
MIE plays a crucial role in enlarging the effective functioning of the education
system. It also supports the Ministry in strategic plan concerning the aspects of
curriculum framework development for the Early Childhood Care and Education and
primary sector; Training for staff of secondary education; ICT in Education; and
School Staff Development.
35.2
The central preoccupation of the MIE, today, is Teacher Education. It is responsible

for the professional development of Teachers of secondary schools now extended
to all cadres of this sector. The MIE has also set up a structured and flexible
pathway for continuous development and it offers a wide array of programmes
ranging from Certificate to Doctoral, thus enabling Professionals of the Education
Sector to engage in lifelong learning.
35.3
With development in the country, particularly in the education sector, the activities of
the MIE have expanded and it is offering courses on a distance learning mode. In
this context it has set up the Centre for Open and Distance Learning.
35.4
The overall responsibility of the MIE rests upon the Director who is assisted by
academics as well as non-academics. While the core activities are carried out
through the various schools and departments, each under the responsibility of a
Head who is an academic, the non-academics perform support functions. We
consider that the present set up is adequate for the MIE to meet its objectives.
35.5
For this Report, all the representations received from the Unions and Management
were discussed with parties and where it was not technically advisable to accede to
their requests, they were so apprised and provided with the necessary explanations.
We are reinforcing the present structure and maintaining other benefits.
Driver (Heavy Vehicle) (New Grade)

35.6
At present the Drivers of the organisation are called upon to drive the 28 seater-bus
for the conveyance of students to attend courses at different places and for any
other related activities. It has been represented that more buses would be
purchased in the future and there is need of a dedicated grade to drive these buses.
Recommendation 1
35.7
We recommend the creation of the grade of Driver (Heavy Vehicle) on the

establishment of the MIE. Appointment, thereto, should be made by selection
from Driver/Messengers on the permanent and pensionable establishment of
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Pay Review 2016

the MIE who possess the Certificate of Primary Education and a valid driving
licence to drive cars, vans, lorry (up to 5 tons) and bus.
35.8
Incumbent would be required, among others, to: drive buses, lorries and vehicles
above 5 tons; cars, vans, as and when required; carry out simple
checks/maintenance tasks including, inter alia, checking of radiator or overflow tank
for water level and filling up with water; checking of engine oil pump and topping up
and checking of fluid levels of brake master cylinder and clutch master cylinder and
topping up, if necessary.
Senior Graphic Designer (New Grade)

35.9
There are eight Graphic Designers who assist academics in producing educational
and multi-media teaching materials; create, design and produce publications (News
letters, Brochures, Manuals, Journals and other academic materials); carry out
research and investigate work related to graphics and develop multi-media
instructional materials. These officers report to an officer in the grade of Senior
Technician. We are providing a higher level for unity in command to monitor,
coordinate, supervise and manage their work.
Recommendation 2
35.10
We recommend the creation of the grade of Senior Graphic Designer.

Appointment thereto, should be made on the basis of merit and experience of
officers in the grade of Graphic Designers who reckon at least four years
experience in a substantive capacity in the grade.
35.11
Incumbent would be required, among others, to: plan, organise, supervise and
monitor the work of Graphic Designers.

35.12
Currently, officers in the grades of Assistant Technician (Printing) who possess

either the National Trade Certificate (Level 3) of the Industrial and Vocational
Training Board or a Record of Unit Credit issued by the Mauritius Examinations
Syndicate are allowed to proceed beyond the Qualification Bar (QB) provided in the
recommended salary for the grade.
35.13
We are maintaining this provision and in line with what obtains in the Civil Service,
we recommend that officers who have acquired experience of at least 15 years in
the relevant field, be allowed to proceed incrementally beyond the Qualification Bar
provided in the salary scale.
Pay Review 2016
~ 232 ~

Allowance to Head of School and Head of Department

35.14
Academics occupying the position of Head of School and Head of Department are
paid a monthly allowance of Rs 1830 and Rs 1525 respectively. In the context of
this review, we are maintaining the quantum thereof.
35.15
Presently, Lecturers, Senior Lecturers and Associate Professors holding a PhD

and/or Masters degree and reckoning academic achievement through published
research, teaching, administrative contributions and publications and having stayed
on top of their revised salary scales for one year should be allowed to move
incrementally up to a maximum of one increment to be read from the Master salary
scale. We are keeping the present arrangement intact.
Special Provision for Graduates and Professionals

35.16
As per the existing provision, graduates and professionals stagnating on their top
salary are allowed to move incrementally in the master salary scale so as to ensure
that the remuneration package of incumbents with relevant experience in the public
service is competitive. However, the grant of the additional increment is linked to
more stringent performance criteria so as to bring about a performance oriented
culture. We are replicating this special provision for graduates and professionals for
ease of application.
Recommendation 3
35.17

drawing salary in a scale the maximum of which is not less than Rs 56450 and
provided they:
(iv) have drawn the top salary for a year;
(v)

preceding year; and
(vi) are not under report.

35.18
Demands have been made in the context of this Report to allow Confidential
Secretaries possessing the Advanced Secretarial Course to move by one increment
beyond the top salary of the grade, similar to their counterparts in the Civil Service.
For the sake of harmonisation on what obtains in the Civil Service, we recommend
accordingly.
~ 233 ~
Pay Review 2016

Recommendation 4
35.19
We recommend that Confidential Secretaries:

(i)
be granted one increment upon successful completion of the Advanced

Secretarial Course, subject to the top salary of the grade. Where an
officer has successfully completed the Advanced Secretarial Course
after having reached the last point in his salary scale, the officer should
be paid a non-pensionable lump sum equivalent to twelve times the
value of the last increment drawn; and
(ii)
be eligible for 70% duty exemption on the purchase of a car on

reaching the salary point of Rs 36200.
General Worker
35.20
While conducting job interviews at the Bureau, incumbents in the grade of General
Worker reported that they are regularly called upon to cumulate the duties of the
grade of Office Attendant without any extra remuneration. Management acceded
that these General Workers indeed are performing work outside the scheme of
service. We are hence, making an appropriate recommendation.
Recommendation 5
35.21
We recommend that General Workers who are regularly called upon to

perform the duties of the grade of Office Attendant should be paid an
allowance equivalent to one increment at the initial salary point of Office
Attendant.
Sabbatical Leave
35.22
In previous reports, we have recommended that Management should consider the

advisability of setting up a Sabbatical Leave Scheme for Academic Staff at the
earliest possible. We are maintaining this provision.
Political Achievement
35.23
Employee participation in active politics may disrupt the proper functioning of the
organisation. We are, therefore, maintaining the provision that full time
employees of the MIE should not be allowed to participate in active politics.
Pay Review 2016
~ 234 ~

35.

SALARY SCHEDULE
MIE 1
Rs 8820 x 230 10200 x 250 11450 x 260 14050 x 275 15150 x 300
15750 x 325 17375
General Worker
MIE 2
Rs 11200 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19200
Stores Attendant
MIE 3
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575
Security Guard
MIE 4
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Gardener
Library Attendant
Office Attendant
MIE 5
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21000
Senior Gardener
MIE 6
Rs 14325 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21475
MIE 7
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver/Messenger
Printing Assistant (Personal)
Technical Attendant
MIE 8
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 23975
Binder
Handy Worker (Multi Skilled)
Cabinet Maker/Carpenter
Electrician
Painter
~ 235 ~
Pay Review 2016

35.
MIE 9
MAURITIUS INSTITUTE OF EDUCATION (Contd)
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 23975
MIE 10
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
MIE 11
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 25525
Driver (Heavy Vehicle) (New Grade)
MIE 12
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 27075
Technical Attendant (Personal)
Resources Centre Attendant
Workshop Attendant
(in post as at 30.06.93)
MIE 13
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 23975 QB 24750 x 775
27075
MIE 14
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
MIE 15
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
MIE 16
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 30175

Senior Binder
MIE 17
Rs 18825 x 375 19575 x 475 21950 x 625 23200 x 775 30950

Senior Assistant Technician (Printing)
Pay Review 2016
~ 236 ~

35.
MIE 18
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 32500
Library Clerk/Senior Library Clerk
MIE 19
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
MIE 20
Rs 17375 x 375 19575 x 475 21950 x 625 23200 x 775 32500

MIE 21
Rs 17375 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Educational Data Assistant
MIE 22
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
MIE 23
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 38350
Technician
MIE 24
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

Financial Officer
MIE 25
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
Computer Technician
Graphic Designer
Library Officer
Maintenance Officer
MIE 26
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 43850

~ 237 ~
Pay Review 2016

35.
MIE 27
Rs 27850 x 775 32500 x 925 37125 x 1225 40800 x 1525 45375

Principal Executive Officer
MIE 28
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 48425

Assistant Librarian/Cataloguer
MIE 29
Rs 27850 x 775 32500 x 925 37125 x 1225 40800 x 1525 48425

Senior Graphic Designer (New Grade)
Senior Technician
MIE 30
Rs 33425 x 925 37125 x 1225 40800 x 1525 49950 x 1625 51575

MIE 31
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Instructional Designer
Research Officer/Documentalist
MIE 32
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Analyst/Programmer
MIE 33
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Internal Auditor
MIE 34
Rs 31725 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Senior Instructor (Personal)
MIE 35
Rs 33425 x 925 37125 x 1225 40800 x 1525 49950 x 1625 56450

Chief Technician
MIE 36
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
Deputy Head Librarian
Pay Review 2016
~ 238 ~

35.
MIE 37
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
Lecturer
MIE 38
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850 68500

x 1950 70450
Assistant Registrar
MIE 39
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950 74350

Head Librarian
Senior Lecturer
MIE 40
Rs 49950 x 1625 62950 x 1850 68500 x 1950 74350

Deputy Registrar
MIE 41
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000 86000

Registrar
MIE 42
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000 89000

Associate Professor
MIE 43
Rs 101000
Professor
Deputy Director
MIE 44
Rs 110000
Director
~ 239 ~
Pay Review 2016

Pay Review 2016
~ 240 ~
36.
36.1
Set up by Act No. 36 of 1989 (subsequently amended in 2003), the Mauritius

Institute of Health (MIH) contributes to the promotion of health and quality of life of
society through training and health systems research. Its main activities relate to
epidemiological surveys and health systems research; curriculum development and
provision of basic and post basic courses for health practitioners; and technical
corporation with countries of the region in training and research for the health
sector. Its vision is to become a world class centre of excellence in research and
training in health and health related fields.
36.2
The Institute organises its activities under four functional units namely: Training;
Research; Media; and Administrative. Each unit has its own specificity and
contribution towards the achievement of the Institutes mission. MIH conducts
courses, holds examinations and grants certificates, diplomas and awards by either
acting on its own or jointly with any other educational institution.
36.3
The overall responsibility of the MIH befalls the Executive Director who maintains
and promotes the proper administration of the Institute. He is assisted by a
complement of staff comprising professionals, technical and general services
grades.
36.4
In the context of this Review, both Management and staff side have requested for
the creation of additional levels; alignment of salaries; restyling of grades;
restructuring of the Training Unit as well as the Research Unit; payment of extra
duty allowance; and enhanced conditions of service.
36.5
During consultations, both parties were apprised that creation of new grades
depends on the functional and operational needs of the organisation and normally
the onus rests with the Board. It was, however, highlighted that grades which are
urgently required, could be graded by the Bureau on an ad hoc basis provided the
established procedure has been followed. In regard to alignment of salaries, parties
were informed that such requests are examined taking into consideration, among
others, the qualification requirement, nature of duties, level of operation and
responsibility.
On the issue of Conditions of Service including extra duty
allowances, both Management and the staff side were apprised that except for
specific ones, general conditions would be dealt with holistically after analysing
submissions from all stakeholders. Due explanation was given for request that
could not be attended.
36.6
We are, in this Report, maintaining the present structure, providing for movement in
the master salary scale for the grades of Executive Assistant and Training Manager
and revising the allowances payable to Training Managers. Moreover, to address
existing HR problems in the organisation, we recommend that Management
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Pay Review 2016
should conduct a Human Resource Planning exercise, to identify the need for
additional HR requirements and to prompt appropriate remedial measures.
Executive Assistant former Development Works Corporation
36.7
Presently, the Executive Assistant of former Development Works Corporation, after

having reached his top salary, is allowed to move incrementally in the salary scale
of Rs 20675 x 750 29675 x 900 34175 x 1200 35375.
Recommendation 1
36.8
We recommend that the Executive Assistant of former Development Works

Corporation having reached his top salary should be allowed to move
incrementally in the salary scale of Rs 22575 x 625 23200 x 775 32500 x 925
37125 x 1225 38350. Management should ensure that the incumbent is
entrusted responsibilities commensurate with his position.
Training Manager
36.9
As per the existing provision, the Training Managers, after drawing top salary of
Rs 77000 are allowed to proceed incrementally in the master salary scale up to
salary point of Rs 83000 subject to performance criteria. We are maintaining this
provision and revising the salary point.
Recommendation 2
36.10
We recommend that Training Managers should be allowed to proceed

incrementally up to the revised salary point Rs 89000 provided they:
(i)
(ii)

preceding year; and

Book Allowance and Special Medical Service Allowance for Training Managers
36.11
Training Managers, who are members of the medical profession, are granted a
yearly Book Allowance for the purchase of medical books and a monthly Special
Medical Service Allowance for not being allowed the privilege of private practice in
line with what obtains at the Ministry of Health and Quality of Life. We are
maintaining this provision and revising the quantum of the allowances.
Pay Review 2016
~ 242 ~
Recommendation 3
36.12
We recommend that the Book Allowance and the Special Medical Service
Allowance payable to the Training Manager be revised as follows:
Allowance
Existing Quantum
Book Allowance
Rs 13200 annually
Special Medical Service

Allowance
to
Training
7% of the monthly
Managers reckoning at least
salary
10 years service in the
grade
36.
Revised Quantum
Rs 13500 annually
7% of the monthly salary

SALARY SCHEDULE
MIH 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
MIH 2
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Office Attendant
Handy Worker (Personal)
formerly Handy Worker (Office Attendant) (NTFCH)
MIH 3
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21000
Cook
MIH 4
Rs 14325 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21475
MIH 5
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver
MIH 6
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
~ 243 ~
Pay Review 2016
36.
MIH 7
MAURITIUS INSTITUTE OF HEALTH (Contd)
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 27075
Clerical Assistant (Personal)
formerly Clerical Assistant (NTFCH)
MIH 8
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
Word Processing Operator (Personal)
formerly Word Processing Operator (NTFCH)
MIH 9
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
MIH 10
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
31725
MIH 11
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 32500
Executive Assistant (Ex DWC) (Personal)
MIH 12
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
MIH 13
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Executive Assistant (Personal to officers in post as at 31.12.15)
Printing and Publishing Officer
MIH 14
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Documentalist
MIH 15
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

Accounts Officer
Pay Review 2016
~ 244 ~
36.
MIH 16
MAURITIUS INSTITUTE OF HEALTH (Contd)
Rs 21950 x 625 23200 x 775 32500 x 925 37125 x 1225 39575

MIH 17
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
Computer Officer
MIH 18
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
IT Trainer
Research Assistant
MIH 19
Rs 36200 x 925 37125 x 1225 40800 x 1525 49950 x 1625 61325

Programme Coordinator, Nursing and Paramedical Studies
MIH 20
Rs 32500 x 925 37125 x 1225 40800 x 1525 49950 x 1625 62950 x

1850 68500
MIH 21
Rs 45375 x 1525 49950 x 1625 62950 x 1850 68500 x 1950 74350

x 2825 80000 x 3000 83000
Training Manager
MIH 22
Rs 110000
Executive Director
~ 245 ~
Pay Review 2016
Pay Review 2016
~ 246 ~

37.
Mauritius Institute of Training and Development
MAURITIUS INSTITUTE OF TRAINING AND DEVELOPMENT
37.1
The Mauritius Institute of Training and Development (MITD) is a corporate body

established under the MITD Act No 12 of 2009 which envisions to be the leader in
human capital development in the region and beyond for global employability. It
operates under the aegis of the Ministry of Education and Human Resources,
Tertiary Education and Scientific Research.
37.2
The objects of the MITD are, inter alia, to promote excellence in technical and
vocational education and training; promote research and enhance knowledge in
technical and vocational education and training; increase access to technical and
vocational education and training through the setting up of training centres; promote
exchange programmes and courses with other institutions in technical and
vocational education and training; and assist in the apprenticeship of persons who
are, or would be, employed in commercial, technical and vocational fields.
37.3
The Director of the MITD is the Chief Executive of the organisation and he is
responsible to the Board for the day to day management and control of its activities/
business. The functions of the Director are presently entrusted to an Officer-inCharge. He is supported by a team of technical, operational and support staff at
different levels.
37.4
In the context of this review exercise, requests were made by both Management
and the staff side for the creation and restyling of a number of grades. Management
also informed that the new organisation structure of the MITD has recently been
finalised by the Board. However, the profiles for the new grades requested were
not submitted to the Bureau for grading and for inclusion in this Report. Positions
pertaining to this new structure would, therefore, be graded by the Bureau
whenever requested, on an ad hoc basis.
37.5
We are, in this Report, maintaining the present organisation structure and other
provisions while reviewing the salary of existing grades.

Recommendation 1
37.6

component from a recognised institution or an equivalent qualification
acceptable to the Board should be allowed to move incrementally in the
master salary scale up to salary point Rs 42325 provided that they:
(i)
(ii)

preceding year; and
(iii)

~ 247 ~
Pay Review 2016

37.
MAURITIUS INSTITUTE OF TRAINING AND DEVELOPMENT

SALARY SCHEDULE
MITD 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
MITD 2
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 18075
Support Assistant
MITD 3
Rs 11450 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19200
Senior Support Assistant
MITD 4
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Office Attendant (Personal to employees in post as at 30.06.08)
Workshop Assistant (Personal to employees in post as at 30.06.08)
MITD 5
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20525
Driver/Messenger
MITD 6
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 22575
General Assistant (Personal to employees in post as at 30.06.08)
MITD 7
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver/Messenger (Personal to Driver/Messengers in post at ex-IVTB and
Ex-TSMTF as at 30.06.2008)
MITD 8
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 24750
Senior General Assistant (Personal to employees in post as at 30.06.08)
MITD 9
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
Pay Review 2016
~ 248 ~

37.
MITD 10 :
MAURITIUS INSTITUTE OF TRAINING AND DEVELOPMENT (Contd)

Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 27075
Printing Assistant
Technical Attendant (Maintenance)
MITD 11 :
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 27075
Laboratory Attendant (Personal to employees in post as at 30.06.08)
MITD 12 :
Rs 13270 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
MITD 13 :
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 30175
Technical Assistant (IT)
Technical Assistant (Maintenance)
MITD 14 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Data Entry Operator
Library Clerk (Personal to officers in post as at 30.06.08)
Security Officer
MITD 15 :
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30950
Technical Assistant (Maintenance) (Personal to incumbents in the grade of
Technical Assistant of ex-TSTMTF in post as at 30.06.08)
MITD 16 :
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 31725
Teacher, Basic Secondary Schools
MITD 17 :
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Instructor (Personal to officers in the grade of Instructor at Ex-TSMTF as at
30.06.08)
~ 249 ~
Pay Review 2016

37.
MITD 18 :

Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Accounts Clerk
Assistant Executive Clerk (Personal)
MITD 19 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 34350
Instructor
MITD 20 :
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Usher (Personal to officers in post as at 30.06.08)
MITD 21 :
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
MITD 22 :
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

Executive Clerk (Personal)
MITD 23 :
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800
MITD 24 :
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
Analyst Programmer
Human Resource Assistant (Personal to officers in post as at 30.06.08)
Library Officer
Maintenance Officer
Marketing Officer (Personal to officers in post as at 30.06.08)
Technician (IT)
MITD 25 :
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 43850

Pay Review 2016
~ 250 ~

37.
MITD 26 :

Rs 21475 x 475 21950 x 625 23200 x 775 32500 x 925 36200 QB
37125 x 1225 40800 x 1525 45375
MITD 27 :
Rs 33425 x 925 37125 x 1225 40800 x 1525 49950 x 1625 51575

MITD 28 :
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Administrative Officer (Assessment and Certification)
Econometrist
Human Resource Management Officer (Personal to officers in post as at
30.06.08)
Psychologist
Sports Welfare Officer
Trainer (Personal to officers in the grade of Trainer of Ex-TSMTF)
Training Officer
MITD 29 :
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
MITD 30 :
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Administrative Secretary (Personal to officers in post as at 30.06.08)
Internal Auditor
MITD 31 :
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
Communication and Events Officer
Curriculum Officer
Examination Officer
Head Librarian
MITD 32 :
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Curriculum Officer (Personal to incumbent in the grade of Curriculum Officer
of ex-IVTB)
Marketing Manager
Project Officer
Senior Trainer (Personal to officers in post as at 30.06.08)
~ 251 ~
Pay Review 2016

37.
MITD 33 :

Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x
1625 62950 x 1850 66650
Coordinator (Personal to officers in post as at 30.06.08)
MITD 34 :
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850 66650

Assistant Manager
Assistant Manager (Human Resource)
Assistant Manager (Information and Communication Systems)
Assistant Manager (Procurement and Logistics)
Senior Examination Officer
MITD 35 :
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850 68500

x 1950 70450
Assistant Manager (Personal to incumbent in the grade of Assistant
Manager of ex-IVTB and ex-TSMTF)
Assistant Manager (Human Resource) (Personal to incumbent in the grade
of Assistant Manager responsible for Human Resource at ex-IVTB)
Assistant Manager (Information and Communication Systems) (Personal to
incumbent in the grade of Assistant Manager responsible for Information
Technology at ex-IVTB)
Assistant Manager (Procurement and Logistics) (Personal to incumbent in
the grade of Assistant Manager responsible for Procurement at
exIVTB)
MITD 36 :
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950 74350

Training Center Manager
MITD 37 :
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950 74350

x 2825 77175
Training Centre Manager (Personal to incumbents of ex-IVTB)
Training Center Manager (Personal to incumbents in the grade of Manager
at Ex-TSMTF)
MITD 38 :
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000 83000

Team Leader (Administration)
Team Leader (Assessment & Certification)
Team Leader (Facilities Management)
Team Leader (Finance)
Team Leader (Human Resource)
Team Leader (Information and Communication Systems)
Team Leader (Procurement and Logistics)
Pay Review 2016
~ 252 ~

37.
MITD 39 :

Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000 86000
Divisional Manager (Personal to incumbent in the grade of Divisional
Manager responsible for IT of ex-IVTB)
Manager responsible for Research, Project and Curriculum Development
and Training Delivery of ex-IVTB)
Manager responsible for Corporate Affairs of ex-IVTB)
Divisional Manager (Facilities Management) (Personal to incumbent in the
grade of Divisional Manager responsible for Maintenance of ex-IVTB)
Team Leader (IT) (Personal to incumbent in the grade of Divisional Manager
responsible for IT of ex-IVTB)
MITD 40 :
Rs 89000 x 3000 95000

Deputy Director (Training)
Deputy Director (Corporate)
Deputy Director (Assessment and Certification)
MITD 41 :
Rs 113000
Director
~ 253 ~
Pay Review 2016

Pay Review 2016
~ 254 ~
38.
Mauritius Marathi Cultural Centre Trust
38.1
The Mauritius Marathi Cultural Centre Trust (MMCCT) promotes and preserves
Marathi Arts and Culture among the diverse cultures of Mauritius through artistic and
cultural activities while nurturing creativity and innovation.
38.2
Since its inception, the MMCCT under the aegis of the Ministry of Arts and Culture,
has been actively involved in the organisation of various activities and cultural
programmes in connection with the celebration of national events linked to the Marathi
Culture, national day celebration and arrival of indentured labourers, among others. It
also organises exhibitions/talks, artistic competitions and dispenses training courses
in theatre, music, various types of folkdances of the Maharasthra, costume and make
up, Rangoli design and making and Murthi sculpturing.
38.3
The organisation structure of the MMCCT has been reinforced with the provision of
the grades of Administrative Secretary and Clerk/Word Processing Operator in the
2013 PRB Report and Management Support Officer in the EOAC Report. As the
structure is adequate to enable the MMCCT attain its objectives, we therefore do not
propose to bring any major change to it. Nevertheless, following proposals made by
Management concerning the amendment to the scheme of service of Administrative
Secretary to include duties relating to the organisation, planning and coordination of
cultural activities, programmes and projects, we have carried out an in-depth study
38.4
Subsequent to the expansion of cultural activities organised by the MMCCT, there is

need for a dedicated grade to be responsible for the organisation, planning and
coordination of artistic and cultural activities, programmes and projects. However,
given the size of the organisation and the volume of activities, these duties do not
require an officer in a full time position. On the other hand, the extent and volume of
activities presently devolving on the Administrative Secretary do not warrant an
employee in that position in a full time capacity either. With a view to optimising the
use of existing human resources, we are therefore, enlarging the scheme of service of
the grade to include the abovementioned duties while restyling the grade to a more
appropriate appellation.
Recommendation 1
38.5
We recommend that:
(i)
the scheme of service of the grade of Administrative Secretary be

amended to include functions relating to organisation, planning and
coordination of artistic and cultural activities, programmes and projects;
(ii)
the grade of Administrative Secretary be restyled Administrative and

Events Officer.
~ 255 ~
Pay Review 2016
Mauritius Marathi Cultural Centre Trust
These elements have been taken into consideration in arriving at the salary
38.

SALARY SCHEDULE
MMCCT 1 :
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
MMCCT 2 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
MMCCT 3 :
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
MMCCT 4 :
Rs 25525x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Administrative and Events Officer
MMCCT 5
Rs 66650 x 1850 68500 x 1950 74350 x 2825 80000 x 3000 86000

Director
Pay Review 2016
~ 256 ~
39.
MAURITIUS MEAT AUTHORITY
39.1
The Mauritius Meat Authority (MMA) operates under the aegis of the Ministry of
Agro-Industry and Food Security. It is established as a body corporate under the
Mauritius Meat Act of 1974. Its mission is to ensure the slaughter and timely
delivery of meat fit for human consumption.
39.2
The main activities at the MMA are organised under three sections: Production,
Secretariat and Administrative Services, and Finance. The different slaughter
houses at the Central Abattoir are namely: Beef, Pork, and Sheep-Goat meat. In
each slaughter house, the social, cultural and religious aspects are given a special
consideration while carrying out the slaughtering as well as for the meat delivery.
39.3
Both the Unions and Management have submitted representations to create

additional levels in respect of the core functions of the Authority as well as for the
Human Resource Section and Finance Department. In view of the expansion of its
activities, the Bureau considers that the present organisation structure should be
better equipped and we are, to this end, making appropriate recommendations.
Human Resource/Senior Human Resource Officer

Recommendation 1
39.4

that they:
(i)
(ii)

preceding year; and
(iii)
Slaughterman/Senior Slaughterman
formerly Slaughterman
39.5
Representations have been received that there is need for a grade at the
supervisory level to coordinate the work of the Slaughtermen. After careful
examination of the submission, it was observed that the creation of an additional
level may end up with duplication of duties. Taking into consideration the number of
employees in post in the grade of Slaughterman and the additional duties devolving
upon them, we are restyling the grade of Slaughterman and providing for an
elongated salary scale.
~ 257 ~
Pay Review 2016
Recommendation 2
39.6
We recommend that the grade of Slaughterman be restyled Slaughterman/

Senior Slaughterman.
39.7
We further recommend that, in future, appointment to the grade of

Slaughterman/Senior Slaughterman should be made by selection from
officers in the grade of Meat Loader/Lorry Helper reckoning five years
experience and who have obtained at least one year training as Slaughterman
in the Abattoir.
39.8
We also recommend that the scheme of service for the grade of

Slaughterman/Senior Slaughterman formerly Slaughterman be enlarged to
include the additional duties and responsibilities.
Allowance to General Worker

39.9
General Workers posted at the Abattoir are presently paid a monthly allowance of
Rs 1000 for performing specific tasks such as sorting of animals; cleaning of
bleeding area, slaughter halls, weighing rooms, cold rooms; collection and disposal
of Abattoir wastes; and assisting the Laundry Worker as and when required. There
is still need for such tasks to be undertaken by the General Workers. The
allowance is, therefore, being maintained.
Recommendation 3
39.10
We recommend that General Workers posted at the Abattoir to perform the

above-mentioned specific duties should continue to be paid the monthly
Transport Management
39.11
Assistant Head Butchers are currently required to perform additional duties related
to transport management for different sections of the Abattoir against payment of a
monthly allowance of Rs 625. We are maintaining the allowance which is serving its
purpose.
Recommendation 4
39.12
We recommend that the monthly allowance payable to the Assistant Head

Butchers for work performed over and above their normal duties in
connection with the management of the transport fleet of the MMA be
maintained at Rs 625.
Pay Review 2016
~ 258 ~
Specific Conditions of Service for the Authority

Breakfast
39.13
Employees of the MMA starting work before 0600 hours on peak days are provided
breakfast. This arrangement should continue in view of the specificity of the
organisation.
Recommendation 5
39.14
We recommend that the MMA should continue to provide breakfast to all

employees who start work before 0600 hours on peak days.
Attendance Bonus
39.15
An attendance bonus of Rs 60 per hour is presently paid to employees working prior

to 0600 hours to ensure timely supply of meat in good hygienic conditions, among
others.
Recommendation 6
39.16
We recommend that the attendance bonus payable to officers in the above

mentioned grade should be revised to Rs 65 per hour:
Head Butcher
Assistant Head Butcher
Meat Loader/Lorry Helper
General Purpose Handy Worker/
Plant Operator
Motor Mechanic Grade I
Electro Mechanic
Boiler Operator
Driver
Hours of Work
39.17
In order to ease the day-to-day activities of the Authority, the Management of the
MMA has adopted variable patterns of work and modes of appointment.
Recommendation 7
39.18
We recommend that the MMA continues to apply the alternative modes of

employment as specified at Chapter 13 of Volume 1 Employment on
Contract and Alternative Modes of Employment.
Health Surveillance
39.19
At the Abattoir of the MMA, employees have higher risk of contracting diseases due
to the specific working environment and it is necessary that a Health Surveillance
mechanism be set up for a close monitoring of these employees health.
~ 259 ~
Pay Review 2016
Recommendation 8
39.20
We recommend that the MMA should, with the assistance of the relevant
authorities, continue to ensure that an annual health risk assessment is
carried out to identify situations where employees are exposed to noxious
substances or adverse working conditions that may impair their health and
that the employees concerned are placed under a suitable Health Surveillance
Programme.

39.21
After reaching a certain age, Meat Loader/Lorry Helpers are not able to carry heavy
weights and make great physical effort. To this end, specific recommendations were
made in the 2013 PRB and EOAC Reports regarding the redeployment and
retirement of Meat Loader/Lorry Helpers. We share the views of Management and
Unions for its continued implementation.
Recommendation 9
39.22
We recommend that Management considers the advisability of redeploying

those Meat Loader/Lorry Helpers, who are above 55 years and whose duties
require physical fitness, in other sections where less physical effort is
required.
39.23
We further recommend that Meat Loader/Lorry Helpers be allowed to retire

after completing 25 years of pensionable service. However, retirement
benefits for these employees should be governed by provisions as specified
under the Chapter 15 of Volume 1 - Retirement and Retirement Benefits Pension Scheme for the Public Sector.
39. MAURITIUS MEAT AUTHORITY

SALARY SCHEDULE
MA 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
MA 2
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700
Laundry Worker
MA 3
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 19200
Stores Attendant
Pay Review 2016
~ 260 ~
39.
MA 4
MAURITIUS MEAT AUTHORITY (Contd)
Rs 17330
Safety and Health Officer (Part-time)
MA 5
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575
Security Guard
MA 6
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Gardener
General Purpose Handy Worker/Tradesmans Assistant
Office Attendant
Stockman (Personal)
MA 7
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver
MA 8
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200
Senior Stockman (Personal)
MA 9
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 23975
Boiler Operator
Plant Operator
Electro-Mechanic
Motor Mechanic Grade I
MA 10
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 23975
MA 11
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
Receptionist
MA 12
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
~ 261 ~
Pay Review 2016
39.
MA 13
Rs 13530 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
Slaughterman (Personal)
MA 14
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 25525
Driver (Meat Van)
MA 15
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 29400
MA 16
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 30175
Assistant Head Butcher
MA 17
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 30175
MA 18
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
Cashier (Personal)
MA 19
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
formerly Assistant Financial Operations Officer
MA 20
Rs 18075 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 34350
Head Butcher (Goat, Pork, Cattle/Sheep)
MA 21
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 37125 x 1225 38350
MA 22
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 37125 x 1225 38350
Pay Review 2016
~ 262 ~
39.
MA 23
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

Financial Officer
MA 24
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800
MA 25
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
Abattoir Supervisor
MA 26
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 43850

MA 27
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Accountant
MA 28
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Engineer
MA 29
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
MA 30
Rs 110000
General Manager
~ 263 ~
Pay Review 2016
Pay Review 2016
~ 264 ~
40.
40.1
Set up under the Mauritius Museums Council Act No. 3 of 2000, the Mauritius
Museums Council (MMC) operates as a body corporate under the aegis of the
Ministry of Arts and Culture. It has under its purview two National Museums, six
Specialised Museums and the Millennium Monument.
40.2
With a mission to collect, preserve and use in a sustainable manner the Mauritian
Cultural Heritage for the purpose of: developing interest and pride in; increasing
knowledge and understanding of; and promoting appreciation and respect for the
heritage throughout the Republic of Mauritius and internationally, the MMC
envisions to be a centre of excellence in the quest for and dissemination of
knowledge on the collective memory and in the preservation of the cultural and
natural heritage of the people of the country and to be a source of inspiration and
posterity.
40.3
The Director-General is responsible for the execution of the policies and decisions
of the Board and for the control and Management of the day-to-day business of the
MMC. He is supported by officers in technical and general services cadres and
employees in the manual grades.
40.4
In the context of the present review exercise, both Management and Union have
submitted that the roster pattern of work for the grades of Senior Museum
Technician (Roster), Museum Technician (Roster) and Museum Attendant (Roster)
should be abolished as all the museums are not opened to the public on a 7-day
week basis. We have analysed the request and to enable the Council to meet
effectively its operational needs, we are making the appropriate provision.
40.5
We are also, in this Report, restyling the grade of Office Attendant and abolishing
some other ones which are no longer required by the organisation.
Abolition of grades
Recommendation 1
40.6
We recommend that the grades of Museum Attendant (Roster), Museum

Technician (Roster), Senior Museum Technician (Roster) and Security Guard
(Personal) be abolished.
Head Office Attendant

formerly Office Attendant
40.7
Management has submitted that the grade of Head Office Attendant is presently
vacant and the Council no longer requires such a grade as this is impeding its
service delivery in the various Museums. Upon request, we are restyling the grade
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Pay Review 2016
of Office Attendant to Office Attendant/Senior Office Attendant against abolition of

the grade of Head Office Attendant for enhanced service delivery.
Recommendation 2
40.8
We recommend that the grade of Office Attendant be restyled Office

Attendant/
Senior Office Attendant.
40.9
We further recommend that the grade of Head Office Attendant be abolished.
40.

SALARY SCHEDULE
MMC 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
MMC 2
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 18450
Handy Worker
MMC 3
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Museum Attendant
MMC 4
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21475
MMC 5
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
MMC 6
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 23975
MMC 7
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
Pay Review 2016
~ 266 ~
40.
MMC 8
MAURITIUS MUSEUMS COUNCIL (Contd)
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 27075
Salesperson
MMC 9
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
Word Processing Operator (Personal)
MMC 10 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
MMC 11 :
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30950
Museum Technician
MMC 12 :
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
MMC 13 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Accounts Clerk
MMC 14 :
Rs 20525 x 475 21950 x 625 23200 x 775 32500 x 925 34350

Senior Museum Technician
MMC 15 :
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
MMC 16 :
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800 x 1525 42325
Museums Public Relations Officer
MMC 17 :
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 40800 x

1525 43850
~ 267 ~
Pay Review 2016
40.
MMC 18 :
MAURITIUS MUSEUMS COUNCIL (Contd)
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 45375

Principal Museum Technician
MMC 19 :
Rs 27850 x 775 32500 x 925 37125 x 1225 40800 x 1525 46900

MMC 20 :
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Conservator
Curator
Museum Educator
MMC 21 :
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
MMC 22 :
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950 70450

Director
MMC 23 :
Rs 95000
Director General
Pay Review 2016
~ 268 ~

41.
41.1
The Mauritius Oceanography Institute (MOI), was established by Act No 24 of 1999.

It operates under the aegis of the Ministry of Ocean Economy, Marine Resources,
Fisheries, Shipping and Outer Islands and envisions to become the centre of
excellence in oceanography in the Indian Ocean region by contributing towards the
advancement of oceanography at the national, regional and international level for
the welfare of the people of the Republic of Mauritius.
41.2
As a research organisation in the field of oceanography, the MOI aims at developing

and strengthening oceanographic research, using an integrated scientific approach,
enhancing the understanding of ocean and coastal processes, for the rational
development of marine resource, within the maritime zone of the Republic of
Mauritius.
41.3
The structure of the MOI comprises a Director who is the head of the organisation
and is assisted by a Deputy Director for the overall management and day-to-day
administration of the Institute. Officers in the grades of Associate Research
Scientist, Research Scientist and Principal Research Scientist provide the core
services of the Institute, namely the research functions, whereas at the technical/
supportive levels, various other grades provide for the necessary back-ups.
41.4
While maintaining the existing structure and with a view to providing a career path
for serving officers, the EOAC reviewed the qualifications requirements in the
scientific cadre, upgraded same for the grade of Public Relations Officer, and
restyled some other grades to more appropriate job appellations commensurate
with the nature of the duties devolving upon the incumbents.
41.5
The Committee also made certain specific recommendations and introduced a new
allowance for the scientific and technical staff of the Institute.
41.6
In this review exercise, we are re-engineering the existing structure through the
provision of additional grades at the professional and technical levels. We are
equally maintaining the various allowances whilst revising the quantum.

41.7
Management has apprised the Bureau that, despite the gradual growth of the MOI,
Information and Communication Technology Systems and the implementation of
new software and technologies that have taken place over the past years, the
human resource structure of the MOI IT Section has remained unchanged. The IT
Section is currently manned by an IT Officer and a Systems Administrator.
41.8
In view of the further expansion in the Institutes IT infrastructure with new projects
requiring more and more of ICT, it is proposed to reinforce the structure of the IT
Section. Considering that, as per the Ocean Economy Road Map, Marine ICT has
~ 269 ~
Pay Review 2016

been rightly figured out to be a very important component falling under the Marine
Services Cluster, we are agreeable to the above proposal and are recommending
accordingly.
Recommendation 1
41.9
We recommend the creation of the grade of IT Manager on the establishment

of the Mauritius Oceanography Institute. Appointment, thereto, should be
made from among holders of an MSc in Computer Science or related fields
and reckoning five years post qualification experience in Information
Technology and Management of projects.
41.10
The IT Manager would be the head of the Information and Communication

Technology Unit and would, among others, ensure the day to day running of the
Unit; advise management on the overall IT aspects, strategy and policy; lead the
Information Technology group and ensure the day to day functioning of the IT
Centre. He would further be responsible for the preparation and appraisal of
tenders for hardware and software; establish software and data security procedures
to protect the Oceanic Data Centre and confidentiality of information of the Institute;
implement applications for data and information Management; and identify
emerging trends to ensure that IT Systems are responsive and meet the on-going
needs of the organisation.
Documentation Officer (New Grade)

41.11
The MOI, being a scientific and research institution, has a wide collection of
scientific books, scientific journals, reports, magazines and also multimedia
collections as well as a Library Software. The volume of documents, publications
as well as electronic database and reference materials necessitate the introduction
of a proper framework and new technologies for acquisition, classification,
cataloguing and computerisation. With the aim to create a proper Documentation
Centre which would cater for the research activities of the Institute, there is need for
a grade as well as trained personnel for the set up and for running the day to day
activities of the Documentation Centre. We are, therefore, making appropriate
provision.
Recommendation 2
41.12
We recommend the creation of the grade of Documentation Officer on the

establishment of the MOI. Appointment, thereto, should be made by selection
from among holders of a Degree in Library and Information Science from a
recognised institution or an equivalent qualification and reckoning at least
four years experience in the related field.
Pay Review 2016
~ 270 ~

41.13
Incumbent would, inter alia, be responsible for the administration and management
of the Documentation Unit; advise the Director of the Institute on all matters,
pertaining to the Documentation Unit; select and procure scientific reference books,
publications, and other documents for the Documentation Unit; classify, catalogue
and index scientific documentation materials, publications and research reports;
liaise with scientific oganisations, both public and private, for access to research
papers; and guide and provide assistance to users in their reading and particularly
in research and reference works.

41.14
The qualifications requirements for the grade of Public Relations Officer on the
establishment of the Mauritius Oceanography Institute has been upgraded such
that, in future, appointment thereto, should be made from among candidates
possessing a Degree in Communication Studies from a recognised institution or an
equivalent qualification acceptable to the Board.
In this Report, we are
maintaining this recommendation.
Recommendation 3
41.15
We recommend that incumbents:

(i)
possessing a Degree in Communication Studies or equivalent and

drawing salary less than Rs 28625 should be allowed to join the
recommended salary scale at salary point Rs 28625; and
(ii)
not possessing a Degree in Communication Studies or equivalent

should, on obtention of the required qualification, be allowed to move
incrementally beyond the QB inserted in the salary scale.

41.16
In view of the expansion of the activities of the MOI as well as the provisions of the
Public Procurement Offices Act, there is need to create a grade of Procurement
and Supply Officer to be responsible for procurement duties.
Recommendation 4
41.17

on the establishment of the MOI. Appointment, thereto, should be made by
selection from among holders of a Cambridge Higher School Certificate with a
pass at Principal Level in Mathematics or Accounts and a certificate in
Purchasing and Supply Management from a recognised institution.
41.18
Incumbent would, among others, be required to organise and manage the

procurement and supply activities of the MOI; perform procurement, storekeeping
and stock control duties in accordance with existing rules and regulations; assist in
any assignment related to procurement, supply and warehousing operations; to
~ 271 ~
Pay Review 2016

receive materials and ensure that they comply with requisition orders and are in
good conditions; and be fully conversant with stores, financial regulations and
computer procedures.
Health and Safety Officer (Part-Time) (New Grade)
41.19
In line with the Occupational Health and Safety Act and the expansion of the
activities of the Institute, the nature of scientific work which involves laboratory
research tasks and diving activities, Management has submitted that there is need
for a grade of Health and Safety Officer who would ensure the enforcement of
Health and Safety regulations currently in force. We are agreeable to the proposal
and recommend accordingly.
Recommendation 5
41.20
We recommend the creation of the grade of Health and Safety Officer to serve
on a Part-time basis at the Mauritius Oceanography Institute. Appointment,
thereto, should be made from among holders of a Diploma in Occupational
Health and Safety of the University of Mauritius or a Diploma in Occupational
Safety and Health Management of the University of Technology, Mauritius.
41.21
Incumbent would be required, among others, to advise on all matters relating to

safety and health; assist in the preparation, elaboration and implementation of plans
to maintain adequate safety and health measures; ensure compliance with
legislation related to occupational safety and health; audit and review any safety
and health measures and procedures to ensure occupational safety and health;
investigate any occupational accident and recommend on measures to prevent its
occurrence; and inspect all areas, assess all risks and make recommendations
thereon including provision of protective equipment.
Technical Officer (New Grade)

Laboratory Attendant (New Grade)
41.22
The laboratory of the MOI collects samples, analyses and conducts chemical,
biological, molecular-biology and biotechnological tests. With the increase in the
workload and new responsibilities as regards such activities, there is need for a
specific grade to assume such responsibility at the laboratory. We are making the
Recommendation 6
41.23
We recommend the creation of the grade of Technical Officer on the

from among holders of a Diploma in Biology, Chemistry, Physics or
Engineering or an appropriate alternative qualification in the scientific fields.
Pay Review 2016
~ 272 ~

41.24
The Technical Officer would, inter alia, collect samples already analysed and keep
records thereof; sort out, prepare, assemble and operate equipment used in the
laboratory and sites of work; collect, receive, label and prepare samples of various
materials in the laboratory and on sites of work; perform any test assigned by
laboratory management and all associated work; assist in keeping inventory/audits
of laboratory items; assist in the procurement of equipment, chemicals and any
other material required; and carry out first line maintenance and the general care of
laboratory equipment so as to keep them in good working condition.
Recommendation 7
41.25
We recommend the creation of the grade of Laboratory Attendant on the

from among holders of a pass in one science subject at the Cambridge
School Certificate or the General Certificate of Education Ordinary Level
Examinations.
41.26
Incumbent would report to the Technical Officer and would, among others, be
required to sort out, prepare, assemble and operate equipment used in the
laboratory and on sites of work; collect, receive, label and prepare samples of the
various materials in the laboratory and on sites of work; handle and record readings
on scales, gauges and other laboratory equipment; handle chemicals; and be
responsible for the general cleanliness of the laboratories and maintenance of the
equipment including greasing where necessary.
Continuous Professional Development (CPD)

41.27
With a view to enhancing the research capabilities of the MOI, the EOAC made
provisions for a CPD scheme for the scientific cadre to develop their research skills
and competencies.
41.28
At present, Principal Research Scientist, Research Scientist and Associate

Research Scientist the MOI are:
41.29
(i)
paid an allowance of Rs 8000 annually which is cumulative over a maximum

period of three years to meet expenses towards their professional
development on presentation of documentary evidence; and
(ii)
granted special leave of 10 days annually, subject to exigencies of the service,

to enable them to take advantage of professional development programmes
either locally or abroad. The special leave may be combined with other types
of leave whenever the number of days of leave required exceeds ten days.
We are maintaining the above provision.
~ 273 ~
Pay Review 2016

Recommendation 8
41.30
We recommend that the Principal Research Scientists, Research Scientists

and Associate Research Scientists on the permanent and pensionable
establishment of the MOI should continue to be paid an allowance of Rs 8000
annually and be granted special leave of ten days annually, subject to
exigencies of service, to enable them to take advantage of professional
development programmes either locally or abroad, on the same terms and
conditions, as enunciated above.
41.31
At present, the MOI staff are allowed to provide consultancy services and the net
income there from is shared between officers involved in the provision of research
and consultancy services and the MOI in the ratio of 2:1.
Recommendation 9
41.32
We recommend that the present arrangement between the MOI staff involved
in providing consultancy services and the MOI should be maintained.
Enhanced Pension Benefits to PhD holders of the MOI.

41.33
At present, staff members of the MOI holding a PhD recognised by the Institute are
granted four pensionable months of service for every three years of post-doctorate
effective service subject to a maximum of forty months.
Recommendation 10
41.34
We again recommend that the present provision for the grant of enhanced
pension benefits to PhD holders of the MOI should be maintained.
See Going Incentive

41.35
Presently scientific and technical staff who have stayed on board vessel for a period
of five consecutive days in connection with scientific operations are eligible for one
days rest.
Recommendation 11
41.36
We recommend that this provision be maintained as an on-going process for

the Scientific and technical staff concerned with such scientific operations.
Sea Going Allowance

41.37
Scientific and technical staff of the MOI who act as observers on board vessels in
connection with scientific operations are paid a sea going allowance of Rs 975 per
officer per day.
Pay Review 2016
~ 274 ~

Recommendation 12
41.38
We recommend that the Sea Going Allowance payable to scientific and

technical staff of the MOI who act as observers on board vessels in
connection with scientific operations be revised to Rs 1000 per officer per
day.
Diving Allowance
41.39
We also recommend that the Diving Allowance paid to scientific and technical
staff of the MOI be maintained at Rs 660 per dive, subject to a maximum of
Rs 9800 a month. This maximum may be reviewed by the Board of the
Mauritius Oceanography Institute based on operational requirements.
41.

SALARY SCHEDULE
MOI 1
Rs 17700
Health and Safety Officer (Part-Time) (New Grade)
MOI 2
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 18450
Handy Worker
MOI 3
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
MOI 4
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 27075
Laboratory Attendant (New Grade)
MOI 5
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
Front Desk Officer
MOI 6
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
MOI 7
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
~ 275 ~
Pay Review 2016

41.
MOI 8
MAURITIUS OCEANOGRAPHY INSTITUTE (Contd)
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Accounts Clerk
Executive Officer [Personal to officers in post as at 31.12.15]
MOI 9
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 32500 x 925 35275
MOI 10
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
MOI 11
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

MOI 12
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 39575

MOI 13
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800 x 1525 42325
Technical Officer (New Grade)
MOI 14
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
MOI 15
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Associate Research Scientist
Documentation Officer (New Grade)
IT Officer
MOI 16
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
MOI 17
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Research Scientist
Pay Review 2016
~ 276 ~

41.
MOI 18
MAURITIUS OCEANOGRAPHY INSTITUTE (Contd)
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850 70450

MOI 19
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950 70450

Principal Research Scientist
MOI 20
Rs 92000
Deputy Director (Personal)
MOI 21
Rs 86000 x 3000 92000

Deputy Director (Future Holder)
MOI 22
Rs 119000
Director
~ 277 ~
Pay Review 2016

Pay Review 2016
~ 278 ~

42.
Mauritius Qualifications Authority
42.1
The Mauritius Qualifications Authority Act No 42 of 2001 has provided for the
establishment of the Mauritius Qualifications Authority (MQA) as a body corporate
which, at present operates under the purview of the Ministry of Education and
Human Resources, Tertiary Education and Scientific Research, with a view to
promoting valued qualifications for employability and lifelong learning. Its mission is
to continuously enhance good practices and relevant expertise to safeguard public
interest in quality education and training.
42.2
The MQA is the guardian of the National Qualifications Framework and is

responsible for accrediting training programmes in the Technical and Vocational
Education and Training Sector (TVET).
42.3
With a view to attaining its objectives as set out in the Act, the main functions of the
MQA are, among others, to register and accredit training institutions in Mauritius;
recognise and validate competencies for purposes of certification obtained outside
the formal education and training system; recognise and evaluate qualifications,
other than those obtained in the primary, secondary and post-secondary
educational sectors, for the purpose of establishing their equivalence; keep a
database of learning accounts in Mauritius; publish an annual list of registered unit
standards, qualifications and training institutions; and advise on matters pertaining
to the National Qualifications Framework (NQF).
42.4
The National Qualifications Framework has been developed and implemented by

the Authority to promote valued qualifications for employability and lifelong learning.
42.5
At present, there are five divisions under which the operational activities of the MQA
devolve, namely: Corporate Services, Quality Assurance Services, Framework
Services, Qualification Evaluation Services, and Learner Attainment and Information
Services. The Corporate Services Division which encompasses both Administration
and Finance is under the responsibility of a Manager, Corporate Services whereas
the other Divisions are each headed by a Manager. The grade of Manager is a
polyvalent one and, therefore, incumbents are transferable to any other Division of
the MQA, except Corporate Services.
42.6
The MQA is managed by a Board and headed by a Director, who is the Chief
Executive Officer responsible for the execution of the policy of the Board and control
and management of the day-to-day administration of the MQA.
42.7
In the context of the present review exercise, the Management has apprised the
Bureau that since its inception, there has been no change in the organisational set
up of the Mauritius Qualifications Authority. In view of the present operational
exigencies of the MQA locally and internationally, re-engineering of the present
~ 279 ~
Pay Review 2016

structure and conditions is, therefore, required to meet the new direction set for the
organisation.
42.8
In this Report, we are, therefore, making provision for the creation of a few
additional grades and restyling the grade of Library Officer to a more appropriate job
appellation commensurate with the nature of duties and level of responsibilities that
would be devolving upon the incumbent.

42.9
In view of the increasing number of legal issues usually arising at the MQA, there is
need for an officer having a legal background to assist in handling all matters having
legal implications and assist in the preparation of legislations.
We are
recommending, accordingly.
Recommendation 1
42.10
We recommend the creation of the grade of Legal Officer on the

establishment of the Mauritius Qualifications Authority. Appointment thereto,
should be made from among holders of a Degree in Law and reckoning at
least two years post qualification experience in the legal field.
42.11
Incumbent would, among others, be required to keep a record of all legal advice
sought and received; advise on all legal issues pertaining to the functions of the
Authority; follow up on any legal dispute or litigation in which the MQA may be
involved; keep track of all legal developments in the field of Technical and
Vocational Education and Training in Mauritius; and prepare documents with
relevant persons or bodies.

42.12
The Management has submitted that in the 2013 PRB Report, a grade of Human
Resource Officer was created but the post could not be filled in view of the fact that
the MQA felt the need to have an officer at a higher level, with experience in Human
Resource procedures prevailing in the Civil Service, and who is well versed in
Industrial Relations and Labour Laws, and could deal with complex Human
Resource issues, in general. We are providing for same.
Recommendation 2
42.13
We recommend the creation of the grade of Human Resource Management

Officer on the establishment of the Mauritius Qualifications Authority.
Appointment thereto, should be made from among holders of a Degree in
Human Resource Management or Management with specialisation in Human
Resource Management and reckoning at least three years proven postqualification experience in the field of Human Resource Management.
Pay Review 2016
~ 280 ~

42.14
Incumbent would, inter-alia, provide advice and assistance in the design and
implementation of human resource strategies, policies and practices; deal with
matters pertaining to recruitment, selection of employees, appointments,
promotions, transfer, advertisements, interviews, retirement, and review of scheme
of service; carry out training needs analysis and assist in the formulation and
implementation of Staff Training and Development Strategies; implement and
monitor a Performance Management System. He would also be required to deal
with industrial relations and disciplinary issues, employees complaints and
grievances, and represent the Authority in industrial tribunals and courts; keep
abreast of all developments and changes in the field of Employment and Industrial
Laws and advise Management on appropriate actions to be taken thereon; assist in
the establishment, implementation, monitoring and maintenance of the Quality
Management System; and assist in carrying out the Authoritys statutory objectives
and regulatory functions.
Receptionist/Telephone Operator (New Grade)

42.15
At present, the duties of Receptionist/Telephone Operator is performed by officers

in the grade of Clerk/Word Processing Operator/Receptionist on a rotational basis.
During consultations, Management informed the Bureau that this arrangement is
impeding service delivery. As such, it was requested that the grade of Receptionist/
Telephone Operator which existed at the MQA prior to the 2008 PRB Report, be
reinstated. We are providing remedial actions.
Recommendation 3
42.16
We recommend the creation of the grade of Receptionist/Telephone Operator

on the establishment of the MQA. Appointment, thereto, should be made from
among holders of a Cambridge School Certificate with credit in English
Language and French obtained on one sitting or passes in at least five
subjects with at least grade C in English Language and French on one
certificate at the General Certificate of Education Ordinary level.
42.17
Incumbent would, among others, be required to operate the telephone switchboard

(PABX) and the reception desk; maintain a register of all visitors and control access
to offices; ensure that calls and messages are properly noted and communicated to
officers concerned inside and outside the organisation; and perform simple clerical
duties.
42.18
We also recommend that officers in the grade of Clerk/Word Processing

Operator/Receptionist should continue to perform the receptionist duties as
per the existing arrangement within the organisation, pending the filling of the
vacancies in the grade of Receptionist/Telephone Operator.
~ 281 ~
Pay Review 2016

42.

SALARY SCHEDULE
MQA 1
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
MQA 2
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
MQA 3
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerk/Word Processing Operator/Receptionist
MQA 4
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
MQA 5
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Accounts Clerk
Executive Officer (Personal to officer in post as at 31.12.15)
MQA 6
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
MQA 7
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

MQA 8
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800 x 1525 42325
ICT Technician
Information and Documentation Officer
formerly Library Officer
Pay Review 2016
~ 282 ~

42.
MQA 9
MAURITIUS QUALIFICATIONS AUTHORITY (Contd)
Rs 21950 x 625 23200 x 775 32500 x 925 37125 x 1225 40800 x

1525 45375
MQA 10 :
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
MQA 11 :
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Internal Auditor
MQA 12 :
Rs 27850 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
MQA 13 :
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
MQA 14 :
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

formerly Accountant
MQA 15 :
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000 86000

Manager
MQA 16 :
Rs 95000
Deputy Director and Registrar (Personal)
MQA 17 :
Rs 89000 x 3000 95000

Deputy Director and Registrar (Future Holder)
MQA 18 :
Rs 110000
Director
~ 283 ~
Pay Review 2016

Pay Review 2016
~ 284 ~
43.
Mauritius Research Council
43.1
The Mauritius Research Council (MRC) established under Act No. 10 of 1992
operates under the aegis of the Ministry of Technology, Communication and
Innovation. It is the apex government organisation responsible for promoting
science, research, technology and innovation. With the MRC Amendment Act
2014, the Council is being called upon to take an even more prominent role in
contributing towards accelerating the socio-economic development of the country.
43.2
Over and above promoting and co-ordinating national investment in research, the
MRC has spearheaded a number of green-field projects on a national scale such as
Land Based Oceanic Industry, Marine Renewable Energy, Wheat Cultivation,
Seaweed Industry and Intellectual Property Rights.
43.3
Management has submitted that with its new mandate to drive research and
innovation, there is need to empower the MRC to become more efficient and
responsive. In this regard, the MRC has proposed the restyling of a few grades,
creation of levels, and reviewing the qualification requirements for the grade of
Technician/Driver. In view thereof, we are creating a few grades and revisiting the
scheme of service for the grade of Technician/Driver.
Accounts Officer (New Grade)

43.4
At present, there is a grade of Accounts/Purchasing Officer at the MRC.

Management has reported that the said grade is no more serving its dual purpose.
Besides, procurement of the organisation has increased considerably. Given that
the post of Accounts/Purchasing Officer is vacant, the Bureau is making provision
for two distinct grades to perform duties related to accounting and procurement
respectively.
Recommendation 1
43.5
We recommend the creation of a grade of Accounts Officer. Appointment

Cambridge School Certificate with credit in at least five subjects including
English Language, French and Mathematics or Principles of Accounts
obtained on one certificate, and either a pass at Principal Level in Accounting
at the Cambridge Higher School Certificate or possess a Certificate of the
London Chamber of Commerce and Industry in Accounting (Level 3) formerly
Higher Stage or possess a Certificate of the London Chamber of Commerce
and Industry in Book Keeping and Accounting (Level 2) formerly Intermediate
Stage.
~ 285 ~
Pay Review 2016
43.6
Incumbent would be required, among others, to assist in the day-to-day running of

the Accounts Department and the supervision of its staff; control and discharge
expenditure and payments in compliance with regulations; control and collect
revenue/receipts as well as ensure the safekeeping and banking thereof;
prepare/assist in the preparation of Estimates; prepare and submit financial
statements/returns, as and when required; and prepare payroll and examine
vouchers before payments.
43.7
We also recommend the creation of a grade of Procurement and Supply

Officer. Appointment thereto, should be made by selection from among
candidates possessing a Cambridge Higher School Certificate with passes at
Principal Level in Accounting or Mathematics and a Certificate in Purchasing
and Supply Management from a recognised institution or an alternative
qualification acceptable by the Council.
43.8
The Procurement and Supply Officer would be required, inter alia, to: organise and
manage the procurement and supply activities of the Council; be responsible for
procurement and supply storekeeping and stock control duties; prepare reports
on procurement activities and maintain contract agreements; carry out test
checks and report on discrepancy; keep and update store records; and receive
materials into stores and ensure that they comply with requisition orders and are
in good conditions.
Technician/Driver
43.9
Management has submitted that there is need to amend the scheme of service for
the grade of Technician/Driver to include a Trade Test Certificate in Electricity as an
alternative qualification to the NTC3/NC3 in Electrical Installation. The Bureau is
agreeable to the request and is recommending accordingly.
Recommendation 2
43.10
We recommend that the scheme of service for the grade of Technician/

Driver should be amended so that, in future, appointment to the grade be
made by selection from among candidates possessing the NTC3/NC3 in
Electrical Installation or a Trade Test Certificate in Electricity and a valid
driving licence to drive a car/van.
Safety and Health Officer (Part-Time) (New Grade)

43.11
Management has further submitted to create a grade of Safety and Health Officer
on a part-time basis to advise on all matters relating to safety and health and also to
increase awareness on health at all levels within the Council.
Pay Review 2016
~ 286 ~
Recommendation 3
43.12
We recommend the creation of a grade of Safety and Health Officer on a parttime basis on the establishment of the MRC. Appointment to the grade
should be made by selection from among candidates possessing a Diploma
in Occupational Health and Safety.
43.13
Incumbent would, inter alia, be required to: advise on all matters relating to safety
and health; assist in the preparation, elaboration and implementation of plans to
maintain adequate safety and health measures; ensure compliance with legislation
related to occupational safety and health; and investigate any occupational accident
and recommend on measures to prevent its occurrence.
43.14
The MRC staff are currently allowed to provide consultancy services. Net income
from the consultancy services are distributed between the consultancy team and the
MRC. This provision is being maintained.
Recommendation 4
43.15
We recommend that the MRC staff should continue to be allowed to provide

consultancy services and the net income distribution ratio between officers
involved in the scheme for consultancy services and the MRC, should be 2:1.
Enhanced Pension Benefits for PhD Holders

43.16
PhD holders of the MRC are granted enhanced pension benefits similar to
academics holding PhD degree at the University of Mauritius. We are maintaining
the existing provisions.
Recommendation 5
43.17
We recommend that the MRC staff holding a PhD degree recognised by the
Council should continue to benefit from four pensionable months of service
every three years of post-doctoral effective service subject to a maximum of
40 months.
43.

SALARY SCHEDULE
MRC 1
Rs 17330
Safety and Health Officer (Part-Time) (New Grade)
MRC 2
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Office Attendant
~ 287 ~
Pay Review 2016
43.
MRC 3
MAURITIUS RESEARCH COUNCIL (Contd)
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver
MRC 4
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 23975
Technician/Driver
MRC 5
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
MRC 6
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
31.12.12)
MRC 7
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
MRC 8
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Research Support Officer
MRC 9
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
MRC 10
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

MRC 11
Rs 21950 x 625 23200 x 775 32500 x 925 37125 x 1225 39575

MRC 12
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800 x 1525 48425
IT Technician/Senior IT Technician
Pay Review 2016
~ 288 ~
43.
MRC 13
MAURITIUS RESEARCH COUNCIL (Contd)
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Public Relations and Communication Officer
Research Assistant
Statistician
MRC 14
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Accountant
Resource Officer
Project Monitoring Officer
MRC 15
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

MRC 16
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950 74350

Business Services Manager
Research Officer
MRC 17
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000 89000

Research Coordinator
MRC 18
Rs 101000
Head of Finance and Administration
Programme Director
MRC 19
Rs 152000
Executive Director (Personal to holder in post as at 31.12.15)
~ 289 ~
Pay Review 2016
Pay Review 2016
~ 290 ~
Ministry of Youth & Sports
Mauritius Sports Council
44.
44.1
Established as a corporate body under the Sports Act No. 28 of 2013, the
Mauritius Sports Council (MSC) operates under the aegis of the Ministry of
Youth and Sports. Its functions are, inter alia, to: develop and improve among
the public at large the practice of sport in conjunction with the relevant sports
organisation; foster and support the provision of facilities for sports and
encourage and support persons who carry out research and studies into matters
concerning sports and physical activities.
44.2
The mission of the Council is to support the Ministry in planning, coordinating

and promoting competitive and recreational sports through financial,
administrative and services assistance to National Sports Federations and other
related Sports Bodies; thereby creating and maintaining a high sense of
professionalism in sports management and practice.
44.3
In line with its mission, the MSC organises every year several projects, namely:
National Sports Award; monthly Awards such as Nestle Milo Young Athlete of
the Month Award and Top Athlete of the Month Award; Candia Sports Medicine
Programme and Keep Fit with Yoplait Programme. As such, it envisions to be
the leading and privileged partner of all Sport Bodies.
44.4
The Sports Council is also managing 29 sports infrastructures comprising

Swimming Pools, Stadia Football Grounds and Gymnasia/Sports complexes.
44.5
At present, an officer in the grade of Sports Officer from the Ministry of Youth
and Sports has been designated as Managing Secretary and is responsible for
the control and management of the day-to-day business of the MSC. He is
supported by officers of the General Services and Manual Workers.
44.6
During consultative meeting, Management reported that the Sports Council

operates as a Unit of the Ministry and is being serviced by officers who are
either on a contractual basis or who have been seconded for duty from other
departments. It has been pointed out that, until such time the Council
consolidates its permanent establishment, the existing arrangement would be
maintained to ensure continuous delivery of services to the stakeholders.
44.7
In the context of this Review, Management proposed a new organisational

structure for the MSC consisting of different functions and grades. Proposed
schemes of service of the different grades were also submitted. The Bureau was
apprised that currently the personnel of the Council comprises mainly of manual
workers in different grades.
~ 291 ~
Pay Review 2016
Ministry of Youth & Sports
44.8
Mauritius Sports Council
After examination, we are providing the revised salaries for existing grades on
its establishment. As regards, the salary gradings of new grades, these would
be provided on an ad hoc basis once the established procedure has been
followed and additional relevant information has been obtained.
44.

SALARY SCHEDULE
MSC 1
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 18450
Handy Worker
MSC 2
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver
MSC 3
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200
Field Supervisor
MSC 4
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 23975
formerly Plumber
MSC 5
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
MSC 6
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Pay Review 2016
~ 292 ~
45.
45.1
The Mauritius Standard Bureau (MSB), was established by the Standards Act of
1975 and it became a body corporate by virtue of the Mauritius Standards Act. It
operates under the aegis of the Ministry of Industry, Commerce and Consumer
Protection, with the mission to promote and provide market relevant standards,
metrology and internationally recognised conformity assessment services for the
business community, government and society at large. A major achievement of the
MSB is that it has pioneered ISO 9001 Certification in Mauritius and has certified
around 100 organisations both from the public and private sectors. The MSB has
been instrumental in propelling the quality standards in the public sector to increase
operational efficiency and effectiveness.
45.2
At the MSB, the core operations are run under the five main divisions, namely
Standards Development; Quality Assurance; Engineering; Chemical Logistics and
Metrology. Other sections/divisions responsible for the support services are the
Documentation and Information Centre, Administration, Human Resource,
Information Technology, Finance and Business Development.
45.3
The main representations from Unions for this Report were focussed on the
upgrading of certain existing posts. On the other hand, Management has requested
for the restyling of some grades and creation of levels in the Information Technology
Department and other sections as well. After a study of all the requests, we are
reinforcing the organisation structure and making appropriate provisions to enable
the MSB to meet its operational needs effectively and efficiently.

formerly Marketing Officer
Assistant Business Development Officer
formerly Marketing Assistant
45.4
In order to better attain the objectives and goals of the MSB as stipulated in the new
strategic plan, Management has made submissions to restyle the grades of
Marketing Officer and Marketing Assistant presently posted in the Business
Development Division to better reflect the core duties performed by the incumbents.
The duties and qualification requirements are, however, being maintained.
Recommendation 1
45.5
We recommend that the grades of Marketing Officer and Marketing Assistant

be restyled Business Development Officer and Assistant Business
Development Officer respectively.
~ 293 ~
Pay Review 2016

45.6
The Human Resource Officer/Senior Human Resource Officer possessing a

Diploma in Human Resource Management or a Diploma with Human Resource
Management as a major component is presently allowed to move incrementally in
the master salary scale. This provision is being maintained.
Recommendation 2
45.7

component or an equivalent qualification should be allowed to move
that they :
(i)
(ii)

preceding year; and
(iii)

45.8
Management has submitted that there is an organisational need for the grade Office
Management Assistant at the MSB. Given that the structure in the Administration
Section needs to be further reinforced so as to provide more general and
administrative support, we are agreeable to the Managements request.
Recommendation 3
45.9
We recommend the creation of a grade of Office Management Assistant.

Appointment thereto, should be made by selection from among officers in the
grades of Executive Officer (Personal) and Management Support Officer
reckoning four years service in the cadre.
45.10
Incumbent would be required, inter alia, to provide administrative support in general

administration, human resource management, finance and procurement and supply;
assist in the organisation of official functions, induction and training programmes
and other activities; manage and ensure safekeeping of official records; and ensure
the keeping of proper, complete and up-to-date human resource/financial records.
Computer Support Officer (New Grade)

45.11
With the coming into operation of the E-Solution in the Standards Development Unit
of the MSB, representations have been received from Management that support
staff is required to assist the IT Officer/Systems Administrator in the day-to-day
running of the IT system. Given that the MSB is increasing its services through IT,
Pay Review 2016
~ 294 ~
a request has, therefore, been made for the creation of a grade of Computer
Support Officer. The Bureau is recommending accordingly.
Recommendation 4
45.12
We recommend the creation of a grade of Computer Support Officer.

Appointment thereto, should be made by selection from among candidates
possessing a Cambridge Higher School Certificate with at least two subjects
inclusive of Mathematics at principal level and a Certificate in Information
Technology or Computer Studies from a recognised institution.
45.13
Incumbent would, among others, be required to assist the IT Officer/Systems

Administrator in his duties; operate computer systems including running of
processes, handling of inputs, production of outputs, performing backups and
keeping records thereof; and comply to and promote applicable security standards
in relation to computer systems.
Maintenance Officer (Part-Time) (New Grade)

45.14
Submissions have been made by Management of MSB to make provision for the
employment of a Maintenance Officer on a part-time basis to lead the maintenance
section. We are making appropriate recommendations to this effect.
Recommendation 5
45.15
We recommend the creation of a grade of Maintenance Officer on part-time

basis on the establishment of the MSB. Appointment to the grade will be
made by selection from among candidates possessing a Diploma in Building
and Civil Engineering or equivalent qualifications acceptable to the Standards
Council.
45.16
Incumbent would be required, inter alia, to be responsible for the maintenance and
repairs of plant, furniture and equipment (laboratory and office) as well as for the
execution and supervision of Civil Engineering works; supervise control
maintenance staff, including cleaners, gardeners; and submit regular report on
maintenance activities.
Incremental Credit
45.17
The Bureau has been informed by Management that it is mandatory for Managers
to possess the Level II of Non-Destructive Testing (NDT) for which they sit for an
examination in South Africa. On completion of the courses up to Level II of NDT,
Managers performing the NDT work are granted incremental credit. We are
~ 295 ~
Pay Review 2016
Recommendation 6
45.18
We recommend that Managers should be granted one incremental credit at

the salary point reached in their respective salary scale on completing the
courses up to Level II of Non-Destructive Testing.
45.

SALARY SCHEDULE
MSB 1
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 18450
Handy Worker
MSB 2
Rs 17330
Maintenance Officer (Part-Time) (New Grade)
Safety and Health Officer (Part-Time)
MSB 3
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Attendant (Personal to employees in post as at 30.06.08)
MSB 4
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
MSB 5
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
MSB 6
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
Technical Assistant
MSB 7
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
Technical Assistant (Personal to officers in post as at 30.06.03)
MSB 8
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
30.06.08)
Standards Information Clerk
Pay Review 2016
~ 296 ~
45.
MSB 9
MAURITIUS STANDARDS BUREAU (Contd)
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30950
Computer Support Officer (New Grade)
MSB 10
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
31725
MSB 11
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
MSB 12
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Accounts Clerk
MSB 13
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
MSB 14
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

Accounts Officer
MSB 15
Rs 21950 x 625 23200 x 775 32500 x 925 37125 x 1225 39575

MSB 16
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800
MSB 17
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
Assistant Business Development Officer
formerly Marketing Assistant
Standards Information Officer
~ 297 ~
Pay Review 2016
45.
MSB 18
MAURITIUS STANDARDS BUREAU (Contd)
Rs 21950 x 625 23200 x 775 32500 x 925 37125 x 1225 40800 x

1525 42325
Internal Auditor (Personal to holder in post as at 31.12.15)
MSB 19
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 51575
Stores and Utilities Superintendent
MSB 20
Rs 20525 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 48425 QB 49950 x 1625 56450
Quality Officer
MSB 21
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
formerly Marketing Officer
MSB 22
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
Financial Manager
MSB 23
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
MSB 24
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850 68500

x 1950 70450
Manager
Standards Information Manager
MSB 25
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000 86000

Head of Unit
MSB 26
Rs 89000 x 3000 95000

Deputy Director
MSB 27
Rs 110000
Director
Pay Review 2016
~ 298 ~
46.
Mauritius Tamil Cultural Centre Trust
46.1
Act No. 5 of 2001 has provided for the setting up of the Mauritius Tamil Cultural
Centre Trust (MTCCT) as a body corporate. It operates under the aegis of the
Ministry of Arts and Culture.
46.2
While aiming to preserve the cultural identity and heritage through the promotion of
access to Tamil culture, the organisation envisions to make the MTCCT the cultural
centre of the region by sharing the rich and ancient Tamil cultural heritage and
promoting harmony, friendship and understanding in the Mauritian society.
46.3
With a view to attaining its main objectives as provided for in the Act, the MTCCT
provides courses in Tamil language via the internet in collaboration with the Tamil
Virtual University from India; courses in Indian classical music which are dispensed
to the general public on a part-time basis; and other part time courses like vocal
carnatic which are being run at some local outstations.
46.4
The MTCCT has so far enlisted the services of employees either on contract terms
or on part-time basis to operate the different regional centres of the Trust. At
present, the core staff on the establishment of the MTCCT comprises officers in the
grades of Administrative and Events Officer, Instructor/Performing Artist, Clerk/
Word Processing Operator, Driver/Office Attendant and Cleaner.
46.5
In the context of the present review exercise, since we have received no submission
from the MTCCT and the parent Ministry, we are maintaining the present
organisational set up which is deemed to be appropriate.
46.

SALARY SCHEDULE
MTCCT 1 :
Rs 8820 x 230 10200 x 250 11450 x 260 14050 x 275 15150 x 300
15750 x 325 17700
Cleaner
MTCCT 2 :
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
MTCCT 3 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
~ 299 ~
Pay Review 2016
46.
MTCCT 4 :
Mauritius Tamil Cultural Centre Trust
MAURITIUS TAMIL CULTURAL CENTRE TRUST (Contd)
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 37125 x 1225 38350
Instructor/Performing Artist
MTCCT 5 :
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Administrative and Events Officer
Pay Review 2016
~ 300 ~
47.
Mauritius Telugu Cultural Centre Trust
47.1
The Mauritius Telugu Cultural Centre Trust (MTeCCT) has been established as a
body corporate by Act No 4 of 2001. It operates under the purview of the Ministry of
Arts and Culture for the preservation and promotion of Telugu art and culture;
promotion of the study of Telugu; collection, publication and dissemination of
information pertaining to Telugu art and culture.
47.2
The MTeCCT is also responsible for organising lectures, seminars, training,

workshops, exhibitions and any other activities which would lead to a better
understanding of Telugu art and Culture; creation of facilities for documentation and
research on Telugu art and culture; establishing useful links with organisations
engaged in similar activities locally and internationally; and undertaking any other
activity which is cognate to the achievement of the above goals and objectives.
47.3
The Trust is managed by a Board and the Director is the Chief Executive
responsible for the execution of the policy of the Board and for the control and
management of the day-to-day business of the centre. The post of Director has, so
far not been filled and officers of the parent Ministry are dealing with the
administrative function as well as the financial management of the Trust.
47.4
In the context of the present review exercise, the Bureau has neither received
submission from the Mauritius Telugu Cultural Centre Trust nor from the Ministry of
Arts and Culture. We are, therefore, providing the salary scales exclusively for
employees in post, while maintaining the present set up of the organisation.
47.

SALARY SCHEDULE
MTeCCT 1
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200
MTeCCT 2
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 30175
Clerk/ Word Processing Operator
~ 301 ~
Pay Review 2016
Pay Review 2016
Mauritius Telugu Cultural Centre Trust
~ 302 ~
DPM, Ministry of Tourism and External Communications
48.
Mauritius Tourism Promotion Authority
48.1
The Mauritius Tourism Promotion Authority (MTPA) is established under the

Mauritius Tourism Promotion Authority Act 1996. It envisions to be a leading
economic agency in sustainable tourism, setting new benchmarks and pioneering
best practices with a view to sustaining economic growth as well as improving the
standard of living of the whole population. The Authority operates under the aegis of
the Ministry of Tourism and External Communications.
48.2
The main objectives of the MTPA are to, inter alia, promote Mauritius abroad as a
tourist destination by conducting advertising campaigns and participating in Tourism
Fairs; and organise, in collaboration with the local tourism industry, promotional
campaigns and activities in Mauritius and abroad; provide information to tourists on
facilities, infrastructure and services available to them in Mauritius; and conduct
research into market trends and market opportunities and disseminate such
information and other r
48.3
elevant statistical data on Mauritius.
48.4
The tourism industry remains one of the major pillars of the Mauritian economy
contributing around 8% of Gross Domestic Product and is the source of creating
around 10% of direct employment in large establishments. The Mauritius vision
2030 targets an average growth rate of 5.5% per annum as from 2017 in this sector.
Therefore, the tourism industry is called upon to play a greater role with a view to
effectively achieve this objective.
48.5
It is also mentioned in the Government Programme 2015-2019 that The tourism

support institutions will be revamped and reorganised to be more responsive to the
needs of tourism operators. The Mauritius Tourism Promotion Authority will be
restructured and provided with a new legal and institutional framework adapted to a
dynamic institution with a commercial outlook.
48.6
During consultations held in the context of this review exercise, Management has
apprised the Bureau that a restructuring exercise is presently underway at the
MTPA in line with what has been announced in the Government Programme 20152019. On this basis, the MTPA is adopting a three pronged strategy as follows:
(i)
Effective Communication Strategy: The promotional strategies would be

implemented through a more comprehensive and well coordinated
communication policy integrating advertising, public relations, events
creation and information technology. There is need to ensure that all
marketing and non-marketing information reflects the brand image of
Mauritius, thus differentiating it from competitive destinations;
(ii)
E-Marketing: IT promotional and e-marketing tools provide a cost effective

way of distributing information with multimedia contents simultaneously to
~ 303 ~
Pay Review 2016
(iii)
millions of clients over the world. It responds to the information required by

potential clients. Social media can also be used to create a lasting
relationship with customers; and
Expansion of product portfolio: Value creation can be effected through the
promotion and development of a multi-product portfolio. More educational
trips will be organised for the international trade to promote our tourism
products.
48.7
In line with the new strategy adopted, Management explained that there is need for
the structure of the MTPA to be reviewed and to be properly staffed so as to enable
the organisation to deliver on its mandate efficiently and effectively. Evidently the
main demands relate to the creation and restyling of some grades.
48.8
We have examined all the proposals made and are, in this Report, making
appropriate recommendations for those requests that have valid justifications.
Marketing Services Manager (New Grade)

48.9
It has been mentioned in the Government Programme 2015 2019 that

Government will re-establish the reputation of Mauritius as an up market
destination for the quality of its tourism product based on a brand promise of
excellent service delivery. On this basis, Management has requested for a level to
be responsible for the promotion of Mauritius as a destination within the different
market segments in the world. We are making provision to this effect.
Recommendation 1
48.10
We recommend the creation of a grade of Marketing Services Manager.

possessing a Masters Degree in Marketing from a recognised institution or
an equivalent qualification acceptable to the Board and reckoning at least 10
years post qualification experience in the tourism industry.
48.11
Incumbent would be required to, inter alia, initiate and co-ordinate market research
including market surveys related to niche marketing activities and vendor
relationships; promote the destination within different market segments, including
monitoring and evaluation functions, through the use of ICT; and assist in tourism
planning through the formulation of tourism development policies, marketing/
communication strategies, and preparation of short-term and long-term tourism
plans, in collaboration with tourism stakeholders.
Digital Marketing Officer (New Grade)

48.12
The fundamental concept in digital marketing is based on the inbound marketing

approach or is generally called the customer centric approach. The MTPA would be
embarking on E-Marketing in a bid to keep pace with international trends and also
Pay Review 2016
~ 304 ~
to reach a maximum of potential customers. Therefore, we are making provision for

a full fledged digital marketing structure.
Recommendation 2
48.13
We recommend the creation of a grade of Digital Marketing Officer.

possessing EITHER a Degree in Computer Science from a recognised
institution or an equivalent qualification acceptable to the Board and
reckoning at least five years post qualification experience in the field of ebusiness OR a Masters Degree in Computer Science from a recognised
reckoning at least two years post qualification experience in the field of ebusiness.
48.14
Incumbent would be required to, inter alia, be responsible for the E-Marketing plans
and assist in updating the MTPAs catalogues and brochures; assist in the online
dissemination of information on products/services to the travel trade and
consumers; and create visibility of brands, keep up with international trends and
increase sales through electronic platforms.
Digital Marketing Executive

formerly E-Marketer
48.15
The E-Marketer is required to, inter alia, formulate e-marketing and e-commerce
strategies for the organisation, develop and maintain optimised search engine
friendly pages; create and test website promotions to increase website
conversations; create and maintain marketing initiatives such as blogs, forums etc;
and initiate, evaluate and recommend contacts with newly developed sources of
information.
48.16
It has been submitted that there is a need to review the appellation of the grade so
as to better reflect the true nature of duties performed. We are acceding to this
request.
Recommendation 3
48.17
We recommend that the grade of E-Marketer be restyled Digital Marketing

Executive.
48.18
We also recommend that appointment to the grade of Digital Marketing

Executive formerly E-Marketer should, henceforth, be made by selection from
officers in the grade of Digital Marketing Officer reckoning at least five years
~ 305 ~
Pay Review 2016
Digital Marketing Manager (New Grade)

48.19
We are making provision for a grade to manage, redesign and improve the visibility
content of the MTPAs website and also to ensure that the functions of digital
marketing are being properly carried out.
Recommendation 4
48.20
48.21
We recommend the creation of a grade of Digital Marketing Manager.

Appointment thereto, should be made by selection:
(a)
from among candidates possessing a Masters Degree in Computer

Science from a recognised institution or an equivalent qualification
acceptable to the Board and reckoning at least ten years experience in
the field of e-business; and
(b)
from among officers in the grade of Digital Marketing Executive formerly

E-Marketer reckoning at least five years service in a substantive
Incumbent would be required to, inter alia, manage the re-design and improve the
usability, content and conversion of the MTPAs website through real-time insights,
customer data and multivariate testing tools; develop and manage digital marketing
campaign and establishing online presence including successful initiatives such as
a series of Facebook campaigns and other brand campaigns for key markets,
resulting in high awareness, increase tourism annuals and partner satisfaction; and
devise strategies to drive online traffic to the MTPAs website thus raising
awareness of Tourism as a tourism destination online and support the brand.
Events Officer (New Grade)

48.22
Management has also submitted that the MICE (Meetings, incentives, conferences
and exhibitions) segment would be actively promoted by the setting up of a
dedicated desk at the MTPA. In conjunction with private operators, the MTPA
would organise special promotional activities and programmes to boost this
important sector. There is, therefore, need for a dedicated grade to monitor the
promotional activities and programmes.
Recommendation 5
48.23
We recommend the creation of a grade of Events Officer. Appointment

thereto should be made by selection from among candidates possessing
EITHER a Degree in Events Management from a recognised institution or an
equivalent qualification acceptable to the Board and reckoning at least five
years post qualification experience in the tourism sector OR a Masters
Degree in Events Management from a recognised institution or an equivalent
qualification acceptable to the Board and reckoning at least two years post
qualification experience in the tourism sector.
Pay Review 2016
~ 306 ~
48.24
Incumbent would be required to, inter alia, be responsible for the organisation of
press conferences, seminars and workshops at local and international level;
manage the implementation of all events project, marketing and sponsorship,
budgeting, logistics and evaluation; ensure catering and entertainment by MTPA is
arranged properly; create events calendar, by segment, in partnership with key
industry stakeholders; and keep track of event finances including check requests,
invoicing and reporting.

48.25
Provision exists for officers in the grade of Human Resource Officer/Senior Human
Resource Officer who possess a Diploma in Human Resource Management to
move incrementally in the Master Salary Scale. This provision is being maintained.
Recommendation 6
48.26

Master Salary Scale up to salary point Rs 42325 provided that they:
(i)
(ii)

preceding year; and

48.27
In our previous Reports, provision was made to allow the organisation, in case of
difficulty, to recruit and retain high calibre professionals in specific grades with
negotiable point of entry. We are maintaining this provision.
Recommendation 7
48.28
We recommend that, in case of difficulty of recruitment and retention of high

calibre professionals in certain specific grades, incumbents may be granted a
remuneration package comprising a negotiable salary in the salary range of
respective level, along with a negotiable allowance in consideration of the
following:
(i)
skills and competencies;
(ii)
international experience/exposure in the specific field;
(iii)
proven track record (locally and at international level);
(iv)
the remuneration package prior to joining service at the Mauritius

Tourism Promotion Authority; and
(v)
alternative modes of recruitment.

~ 307 ~
Pay Review 2016
48.

SALARY SCHEDULE
MTPA 1 :
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Office Attendant
MTPA 2 :
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver
MTPA 3 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 23975
MTPA 4 :
Rs 13270 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 24750
Driver (Roster - day and night)
MTPA 5 :
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
MTPA 6 :
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
Driver/Guide
MTPA 7 :
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 27850
Assistant Tourism Information Officer
MTPA 8 :
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
MTPA 9:
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
MTPA 10 :
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Pay Review 2016
~ 308 ~
48.
MTPA 11 :
MAURITIUS TOURISM PROMOTION AUTHORITY (Contd)

Rs 14325 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 32500
Tourism Information Officer
MTPA 12 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Accounts Clerk
Procurement/Documentation Officer
MTPA 13 :
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
MTPA 14 :
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

Accounts Officer
MTPA 15 :
Rs 21950 x 625 23200 x 775 32500 x 925 37125 x 1225 39575

MTPA 16 :
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
Web Officer (Personal to officers in post as at 31.12.15)
MTPA 17 :
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800
MTPA 18 :
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 42325

MTPA 19 :
Rs 27850 x 775 32500 x 925 37125 x 1225 40800 x 1525 46900

MTPA 20 :
Rs 32500 x 925 37125 x 1225 40800 x 1525 49950 x 1625 51575

Principal Accounts Officer
~ 309 ~
Pay Review 2016
48.
MTPA 21 :
MAURITIUS TOURISM PROMOTION AUTHORITY (Contd)

Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x
1625 56450
Digital Marketing Officer (New Grade)
Events Officer (New Grade)
Internal Auditor
MTPA 22 :
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Information Technology and Research Officer
MTPA 23 :
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
Marketer
MTPA 24 :
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Digital Marketing Executive
formerly E-Marketer
MTPA 25 :
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850 68500

x 1950 70450
Finance Manager
Digital Marketing Manager (New Grade)
Marketing Services Manager (New Grade)
Tourism Promotion Officer
MTPA 26 :
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950 70450

Marketing Manager (Personal)
MTPA 27 :
Rs 56450 x 1625 62950 x 1850 68500 x 1950 74350 x 2825 80000

x 3000 86000
Tourism Promotion Manager
MTPA 28 :
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000 86000

Financial Analyst (Personal)
MTPA 29 :
Rs 83000 x 3000 89000

Deputy Director (Personal to Officer in post as at 31.12.15)
MTPA 30 :
Rs 110000
Director
Pay Review 2016
~ 310 ~
National Adoption Council
49.
49.1
The National Adoption Council (NAC), set up under the National Adoption Council
Act No. 21 of 1987, operates under the aegis of the Prime Ministers Office. Its
main objectives are to inquire into all demands for the adoption of Mauritian citizens
by non-citizens before any application is made to the Judge in Chambers; advise on
all matters relating to those demands; and co-ordinate with overseas official
agencies engaged in the adoption and welfare of children.
49.2
The NAC operates in conformity with the Hague Convention on Protection of

Children and Cooperation in respect of inter country adoption in an attempt to put
an end to the traffic and sale of children.
49.3
At present, the Council is headed by an Office Management Executive who has

been assigned duties of Secretary. Incumbent is responsible for its day-to-day
administration and management. The grades of Clerk/Word Processing Operator
and Office Attendant on its establishment are presently vacant.
49.4
During consultations, Management has submitted that the present staffing structure
is not adequate to allow the Council deliver on its mandate in view of the increase in
demand for the adoption of children. Request has therefore, been made for the
creation of appropriate grades to enable the Council to cope with its core functions.
49.5
We are, in this Report, reinforcing the organisation structure of the NAC with the
creation of additional levels based on operational requirements with a view to
enabling the Council to better attain its objectives. We are also reviewing the mode
of appointment to the grade of Secretary and restyling it to a more appropriate job
title to reflect the duties and responsibilities devolving upon incumbent.

Recommendation 1
49.6
We recommend the creation of the grade of Psychologist. Appointment

degree in Psychology and a Masters Degree in Counselling Psychology or
Clinical Psychology from a recognised institution.
49.7
Incumbent would be responsible to the NAC for providing pre-adoption and postadoption counselling and training to children and prospective adoptive parents, in
case of receiving state; preparation of reports on adoptable children, in case of state
of origin; providing assistance to prospective adoptive parents; performing
evaluations on prospective adoptive parents to determine their eligibility and
suitability to adopt; and assisting in post adoption services.
~ 311 ~
Pay Review 2016

Recommendation 2
49.8
We recommend the creation of a grade of Legal Officer. Appointment thereto

should be made by selection from among candidates possessing a degree in
Law from a recognised institution or an equivalent qualification acceptable to
the Board of the NAC.
49.9
Incumbent would be responsible for the provision of timely advice on adoption/legal

issues and would be required, inter alia, to: assist the NAC in doing preparatory
legal work regarding pre-adoption, adoption and post-adoption; advise the NAC on
procedures, policies, standards and guidelines on adoption; ensure that the NAC
meets its legal obligations under the Hague Convention on Protection of Children
and Cooperation in respect of intercountry adoption; assist in the drafting of reports
in line with International Conventions; and represent the NAC in the finalisation of all
adoption cases at the level of the court.
Welfare Officer (New Grade)

Recommendation 3
49.10
We recommend the creation of the grade of Welfare Officer. Appointment

diploma in Social Work from a recognised institution.
49.11
Incumbent would be required, inter alia, to: assist in the organisation of talks,
conferences and counselling sessions, effect home visits to prospective adoptive
children and their birth families, assist in the setting up of proper interface between
children, the birth families and the adoptive parents; ensure follow up on matters
related to pre-adoption, adoption and post-adoption; and assist in coordinating
action on policies, procedures, standards and guidelines on adoption.
Shorthand Writer (New Grade)

Recommendation 4
49.12
We recommend the creation of the grade of Shorthand Writer. Appointment

Cambridge School Certificate with credit in at least English Language and
French obtained on one certificate or passes in at least five subjects with at
least Grade C in English Language and French obtained on one certificate at
the GCE Ordinary Level; a Certificate in English Shorthand of 120 words a
minute and in French Shorthand of 100 words a minute from a recognised
examining body; and a Certificate in typewriting at a speed of at least 60
words a minute from a recognised institution.
Pay Review 2016
~ 312 ~
49.13
Incumbent would be required, inter alia, to: take down shorthand notes of debates,
proceedings and meetings both in English and French and to transcribe them; give
clerical, typing and secretarial assistance, as and when required; and perform word
processing and other basic ICT functions.
formerly Secretary
49.14
At present, appointment to the grade of Secretary is made by selection from among

serving officers in the Public Service not below the level of Higher Executive Officer
who hold a substantive appointment in their respective grades and who reckon at
least three years experience in accounts, finance or secretarial duties. Incumbent is
required to manage the NAC, implement policy decisions of the Council, formulate
and maintain administrative procedures throughout the organisation and to advise
on administrative matters.
49.15
After examination, we have observed that there is a mismatch between the

qualification requirements and duties/responsibilities of the grade. In this
perspective and given new developments at the Council coupled with what obtains
in the Public Sector for similar grades, we are reviewing the qualification
requirements, duties and appellation of the grade.
Recommendation 5
49.16
We recommend that the grade of Secretary be restyled Administrative

Secretary and, in future, appointment thereto should be made by selection
from among candidates possessing a Degree in Administration or
Management or Law or Finance or Science from a recognised institution or
the Associateship or Membership of the Institute of Chartered Secretaries and
Administrators, reckoning at least three years post qualification experience
in a responsible administrative or executive position.
49.17
Incumbent would, in addition to the existing duties, be required to: process

applications for adoption received from prospective adoptive parents and Central
Authorities abroad and to ensure that proper consents have been obtained; ensure
that proper authorisations are obtained before clearances are issued for adoptable
child to proceed abroad; and provide post adoption services and prepare post
adoption reports.
~ 313 ~
Pay Review 2016
49.

SALARY SCHEDULE
NAC 1
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Office Attendant
NAC 2
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
NAC 3
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 37125 x 1225 39595
Welfare Officer (New Grade)
NAC 4
Rs 23200 x 775 32500 x 925 37125 x 1225 39575

Shorthand Writer (New Grade)
NAC 5
Rs 25525x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
NAC 6
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
formerly Secretary
NAC 7
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Pay Review 2016
~ 314 ~
50.
National Agency for the Treatment and Rehabilitation

of Substance Abusers

50.1
The National Agency for the Treatment and Rehabilitation of Substance Abusers
(NATReSA) operates under the aegis of the Ministry of Health and Quality of Life
and its main activities are to: coordinate and facilitate efforts at national level
towards the implementation of prevention programmes and to mobilise resources
locally and internationally for the treatment and rehabilitation of substance abusers.
50.2
The control and management of the Agency rests upon the Executive Director who
is also responsible for the execution of the policy of the Board. Under his
administrative control lies a complement of a core professionals, officers of the
General Services and supporting staff.
50.3
In the context of this Report, Management of NATReSA has made submissions for
an upgrading of salary of all the grades on its establishment, the restyling of some
to align on the Civil Service and the creation of additional ones to service the
Agency.
50.4
The Bureau has analysed all the requests and considers that proposals for restyling
cannot be retained in view of the nature and scope of activities and responsibilities
and their grading implications. Concerning the creation of grades, it was explained
to Management that this depends on the functional and operational needs, and
availability of funds of the Board. It was also highlighted that grades which are
urgently required can be graded on an ad hoc basis after the appropriate
procedures have been followed. In relation to other personnel issues, the Bureau is
recommending an HR audit to be carried out to identify additional need for HR
requirements and to prompt appropriate remedial measures. At its meeting held on
15 January 2016, the Cabinet has agreed to the winding up of the Natresa Act
1996. We are providing the salary scales of the existing grades on the
establishment on a personal basis.
50.5
As regards the existing structure, no change is being brought to it.
50.

SALARY SCHEDULE
NATRSA 1 :
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
Office Attendant (Personal)
~ 315 ~
Pay Review 2016
50.
NATRSA 2 :


REHABILITATION OF SUBSTANCE ABUSERS (Contd)
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21000
Field Worker (Personal)
NATRSA 3 :
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 23975
Driver/Handy Worker (Skilled) (Personal)
NATRSA 4 :
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 29400
Receptionist/Word Processing Operator (Personal)
NATRSA 5
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 29400
Assistant Audio-Visual and Documentation Officer (Personal)

NATRSA 6 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 30175
Clerk/Word Processing Operator (Personal)
NATRSA 7 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
Accounts Clerk (Personal)
Statistical Officer (Personal)
NATRSA 8 :
Rs 20050 x 475 21950 x 625 23200 x 775 32500

Audio-Visual and Documentation Officer (Personal)
NATRSA 9 :
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 37125 x 1225 38350
Confidential Secretary (Personal)
NATRSA 10 :
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

Accounts Officer (Personal)
Pay Review 2016
~ 316 ~
50.
NATRSA 11 :


REHABILITATION OF SUBSTANCE ABUSERS (Contd)
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
Assistant Programme Officer (Personal)
Documentation Officer (Personal)
NATRSA 12 :
Rs 33425 x 925 37125 x 1225 40800 x 1525 49950 x 1625 51575

Accountant (Personal to holder of post as at 1 July 2003)
NATRSA 13 :
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Programme Officer (Personal)
Secretary (Personal)
NATRSA 14 :
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Psychologist (Personal)
NATRSA 15 :
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Senior Programme Officer (Personal)
NATRSA 16 :
Rs 95000
Executive Director (Personal)
~ 317 ~
Pay Review 2016
Pay Review 2016

~ 318 ~
National Art Gallery
51.
51.1
The National Art Gallery (NAG), set up as a body corporate under Act No. 11 of
1999, operates under the aegis of the Ministry of Arts and Culture. The mandate of
the Gallery is to support creativity and assist in the development of visual arts in
Mauritius. It also aims for the promotion and preservation of fine arts in all its
diverse forms.
51.2
The main objects of the NAG are to exhibit works of art from the national collection,
promote the exchange of ideas and participation in international exhibitions, and to
acquire and impart knowledge about international standards and ethics in the
conservation of works of art. Since its inception, the Gallery has set up several art
exhibitions and activities to further art appreciation and to enhance the creative
sensibility of the public.
51.3
The Gallery is presently managed by a Board and a Director is responsible for its
day-to-day management. Its staffing complement consists of officers in the technical
and supporting grades.
51.4
In the context of this Report, representations made by the staff side only have been
studied as Management did not make any submission. We consider that the
present organisation structure is appropriate to enable the Gallery to deliver on its
mandate and is, therefore, being maintained. We are, however, reinforcing the
structure of the General Services cadre through the creation of a grade of
Management Support Officer and revising the salary scales of existing grades while
maintaining the provision regarding the grant of time off.

Recommendation 1
51.5
We recommend the creation of the grade of Management Support Officer in

line with the provisions made at paragraph 24 of Volume 2 Part II of this
Report.
51.6
We further recommend that the grade of Executive Officer be made

evanescent. We have provided a personal salary to the incumbent in post.
Time Off
Recommendation 2
51.7
We recommend that officers of the National Art Gallery who are required, on a
regular basis, to put in additional hours of work, be granted equivalent time
off. However, in case officers cannot be granted time off within a period of
four months, due to the exigencies of service, incumbents should be
compensated at the normal hourly rate for the extra hours put in.
~ 319 ~
Pay Review 2016
National Art Gallery
51.

SALARY SCHEDULE
NAG 1
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 18450
Handy Worker
NAG 2
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Telephone Operator
NAG 3
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
NAG 4
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
NAG 5
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
NAG 6
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Accounts Clerk
Art Custodian
NAG 7
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Art Curator
Documentation and Liaison Officer
NAG 8
Rs 86000
Director
Pay Review 2016
~ 320 ~
Ministry of Gender Equality, Child Development

and Family Welfare
52.
52.1
The National Childrens Council (NCC), is a body corporate established under the
National Childrens Council Act 2003, which operates under the aegis of the Ministry
of Gender Equality, Child Development and Family Welfare. It is responsible,
among others, to protect the rights of children; promote activities for the welfare of
children in line with the Convention on the Rights of Child and ensure their
participation in matters of interest to them.
52.2
The Council collaborates with NGOs and qualified resource persons from the public
and private sector to carry out its current sessional activities viz: Childhood
Development Programme in Mahebourg Child Creativity Centre and the 22
Childrens Club located in deprived areas; daily servicing in the Child Day Care
Centre at Baie-du-Tombeau and Shelter la Colombe at Pointe aux Sable;
sensitisation programmes/talks on Child Protection and Recreation/School Child
Vacation Programmes. In so doing, the NCC caters for the welfare, development
and involvement of children and bereaved families in the routine norms of society.
52.3
The responsibility for the day-to-day business of the Council and administrative
control of all the employees rests upon the Council Secretary. He is supported in
his tasks by technical staff and officers in the General Services grades.
52.4
Management has submitted that to deliver effectively and efficiently over its
mandates, certain changes have been brought in the organisation namely the
working arrangement in the shelters has been reorganised, the duties of certain
grades have been revisited and the existing structure has been consolidated with
the creation of the grades of Cleaner, Handy Worker, Watchman, Child Caregiver
(Shelter), Cook, Attendant ex-SPI and Shelter Manager. Further, those employees,
who were recruited on contract by the NGO Kiddy Paradise to service the shelter for
women and children in distress (Shelter la Colombe) have been appointed in a
substantive capacity by the Council.
52.5
As the dispatch of services of the Council meets the expectation of its stakeholders,
no change is being brought to the organisation structure of the NCC.
~ 321 ~
Pay Review 2016

and Family Welfare
52.

SALARY SCHEDULE
NCC 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
NCC 2
Rs 9050 x 230 10200 x 250 11450 x 260 14050 x 275 15150 x 300
15750 x 325 17375
Cleaner (Roster)
NCC 3
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700
Attendant (Nursery)
NCC 4
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 18450
Handy Worker
NCC 5
Rs 11450 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
18825
Child Caregiver
NCC 6
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575
Security Guard
formerly Watchman
NCC 7
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575
Child Caregiver (Shelter) (Shift)
NCC 8
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Office Attendant
Attendant, ex-Service Providing Institution (Personal)
NCC 9
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21000
Craftworker
Pay Review 2016
~ 322 ~

and Family Welfare
52.
NCC 10
NATIONAL CHILDRENS COUNCIL (Contd)
Rs 13270 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950
Cook (Roster)
NCC 11
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver
NCC 12
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 27075
NCC 13
Rs 15150 x 300 15750 x 325 17700 x 375 19575 x 475 21950 x 625
23200 x 775 29400
Nursery Matron
NCC 14
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Assistant Child Programme Officer
NCC 15
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
NCC 16
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Accounts Clerk
NCC 17
Rs 16075 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 35275 QB 36200 x 925 37125 x 1225 38350
Child Programme Officer
NCC 18
Rs 17050 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 37125 x 1225 38350
Shelter Manager
~ 323 ~
Pay Review 2016

and Family Welfare
52.
NCC 19
NATIONAL CHILDRENS COUNCIL (Contd)
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Coordinator
NCC 20
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850 66650

Council Secretary
Pay Review 2016
~ 324 ~
53.
53.1
The National Computer Board (NCB) was set up in 1988 by the National Computer
Board Act No. 43 to foster the development and growth of information technology,
information systems and computer related services in Mauritius. It operates under
the aegis of the Ministry of Technology, Communication and Innovation.
53.2
The NCB envisions to be the key enabler in transforming Mauritius into a cyber
island and regional ICT hub. The core mission of the NCB is to accelerate this
transition of Mauritius and ensure the swift realisation of governments objective to
make ICT a key pillar of the economy.
53.3
The NCBs objectives consist in: e-powering people through the promotion of ICT
culture; e-powering businesses by promoting and developing the ICT industry; and
e-powering the public sector by participating in e-government initiatives.
53.4
In this digital era, the NCB is called upon to play a more prominent role in the
development of the ICT sector in Mauritius. Several important projects and
responsibilities have thus been entrusted to the Board namely the development of
National ICT Strategic Plan and policies; setting up and running of the Government
Online Centre (GOC); implementation of the Universal ICT Education Programme
(UIEP); Community Empowerment Programme (CEP); Computer Emergency
Response Team of Mauritius (CERT-MU); and setting up of the ICT Academy.
53.5
An Executive Director is at the apex of the organisation. He is responsible for the

execution of policies as well as control and management of the day-to-day activities
of the Board. The organisation structure also comprises the grades of Director and
Manager at strategic level, whilst IT professionals and other staff provide technical
and support services respectively.
53.6
In the last Report, the managerial hierarchy was strengthened through the creation
of a grade of Director, whilst the grade of Assistant Manager was made evanescent,
as it no longer met the functional requirements of the organisation. For this review
exercise, Management has requested, among others, for a further consolidation of
its organisational structure through a reinforcement of its finance, procurement and
supply, HR and general services departments by creating several levels. In
addition, proposals have also been made for the grant of duty exemption facilities to
certain professional grades, restyling of grades and upgrading of salaries.
53.7
After examining the proposals, we are reinforcing the structure with the creation of a
few grades at operational and professional levels to enable the organisation to
better deliver on its mandate. We are also restyling the grades of Assistant
Procurement and Supply Officer/Procurement and Supply Officer and Accounts
Officer, whilst demerging that of Business Analyst/IT Consultant/Research Officer.
~ 325 ~
Pay Review 2016
Procurement and Supply Officer Cadre

53.8
At present, there is only one merged grade of Assistant Procurement and Supply
Officer/Procurement and Supply Officer, which is responsible for carrying
procurement and supply duties. Management has submitted that the structure of
the Procurement and Supply Unit should be consolidated owing to an expansion in
the activities at the NCB and a growing budget. In this respect, request has been
made for a supervisory level to oversee the unit.
53.9
After analysis, we view that the request for a new level is fully justified. We are,
therefore, strengthening the structure with an addition level and reviewing the
appellation of the grade of Assistant Procurement and Supply Officer/Procurement
and Supply Officer to a more appropriate one in consonance with the level of duties
performed by incumbents.

formerly Assistant Procurement and Supply Officer/
Recommendation 4
53.10
We recommend that:
(i)
the grade of Assistant Procurement and Supply Officer/ Procurement

and Supply Officer should be restyled Procurement and Supply
Officer/Senior Procurement and Supply Officer and its duties be
reviewed in line with what obtains in the Civil Service for the same
grade;
(ii)
officers in the grade of Procurement and Supply Officer/Senior

Procurement and Supply Officer, formerly Assistant Procurement and
Supply Officer/Procurement and Supply Officer possessing a Diploma
in Purchasing and Supply Management or an equivalent qualification
should, on reaching their revised top salary, be allowed to move
incrementally in the master salary scale up to salary point Rs 42325
provided they:
(a)
(b)

preceding year; and
(c)

53.11

Officer. Appointment, thereto, should be made by promotion, on the basis of
experience and merit of officers in the grade of Procurement and Supply
Officer/Senior Procurement and Supply Officer, formerly Assistant
Pay Review 2016
~ 326 ~
Procurement and Supply Officer/Procurement and Supply Officer possessing

a Diploma in Purchasing and Supply Management and reckoning at least two
53.12
Incumbents would be required, inter alia, to oversee the Procurement and Supply
Unit; exercise overall supervision over the procurement and supply functions;
advise on procedures to be followed for procurement and stock control; and
supervise the work of subordinates.

53.13
The Bureau has been apprised that there is an imperative need to strengthen the
HR Unit owing to an increase in the number of employees and in work complexity.
After examination, we consider that the request is justified, the moreso there is only
one grade dedicated to HR functions, namely Human Resource Officer/Senior
Human Resource Officer. We are making a recommendation to that effect.
Recommendation 5
53.14
We recommend the creation of the grade of Human Resource Management

Officer. Appointment thereto should be made by selection from among
candidates possessing a degree in Human Resource Management or an
equivalent qualification and at least four years post qualification experience
in the field of Human Resource Management.
53.15
Incumbent would be called upon to, inter alia, advise on all human resource
matters; ensure that human resource policies, rules, regulations and procedures are
properly interpreted and consistently applied; provide professional human resource
services through effective administration and management of human resource
systems, procedures and policies; facilitate the implementation of the Performance
Management System; conduct training needs analysis and assist in the mounting of
appropriate training courses; develop and implement organisation design and work
processes; and act as Chairperson/Member of Committees and boards on human
resource matters.

53.16
The NCB has proposed the creation of a grade of Internal Auditor, further to the
recommendation of the National Audit Office and Code of Corporate Governance.
In addition, internal auditing would contribute in improving an organisations
governance, risk management and management controls. The Bureau is agreeable
to the proposal, the moreso this level is important in an organisation to detect and
prevent fraud, among others. We are, therefore, providing the grade of Internal
Auditor.
~ 327 ~
Pay Review 2016
Recommendation 6
53.17
We recommend the creation of the grade of Internal Auditor. Appointment

pass at the final examination required for admission to membership of one of
the following bodies: The Institute of Chartered Accountants of England and
Wales; The Institute of Chartered Accountants of Scotland; The Institute of
Chartered Accountants of Ireland; The Association of Chartered Certified
Accountants; The Chartered Institute of Management Accountants; and the
Chartered Institute of Public Finance and Accountancy and reckon at least
three years experience in auditing.
53.18
Incumbent would be required, among others, to be responsible for the day-to-day

management of the Internal Audit System; devise, plan and monitor programmes of
checks and internal audit; and monitor the effectiveness by the internal control
systems and procedures.
IT Support Officer
IT Support Officer (Shift) (New Grade)
53.19
The Government Online Centre(GOC) is one of the key divisions of the NCB. It is
the centralised data centre providing government services on a 24/7 basis to
citizens, businesses, government officers and non-citizens. It has been submitted
that with an increase in the volume of e-transactions and number of servers,
coupled with more and more complex network infrastructure, the number of cases
requiring urgent technical interventions after normal working hours has increased
significantly.
53.20
Against this background, Management views that it would be more effective to have
a dedicated grade to attend to these technical problems round the clock, thereby
delivering a prompt and better service to its customers. The Bureau subscribes to
the views of the NCB and is making an appropriate recommendation to that effect.
Recommendation 7
53.21
We recommend the creation of the grade of IT Support Officer (Shift).

Appointment, thereto, should be made by selection from among candidates
possessing a Diploma in Computer Science or Information Technology or an
equivalent qualification and who are conversant with internet and office
automation tools.
53.22
We further recommend that officers in the grade of IT Support Officer in post

as at 31 December 2015, should be given the option to join the grade of IT
Support Officer (Shift) and be granted one additional increment upon joining,
subject to the top salary of the new grade.
Pay Review 2016
~ 328 ~
53.23
Incumbents would be called upon, inter alia, to install and configure hardware and
common PC-related software; provide preventive measures and technical support,
operate computer systems; commission IT equipment, troubleshoot computer
hardware and software and develop and maintain multimedia products and
websites.

53.24
Generally shift workers who perform night shift are paid a night duty allowance. We
are recommending same for officers in the grade of IT Support Officer (Shift).
Recommendation 8
53.25
We recommend that IT Support Officers (Shift) who effectively work on night

shift, should be paid a Night Duty Allowance equivalent to 25% of the normal
rate per hour for the hours between 2300 hours and 0500 hours.
Business Analyst/IT Consultant/Research Officer (Personal)

Business Analyst (New Grade)
53.26
At present, there is a merged grade of Business Analyst/IT Consultant/Research

Officer where incumbents perform either as Business Analyst or Research Officer.
Management has requested for a demerging of the grade into two defined grades of
Business Analyst and Research and Development Officer, as the duties performed
by an officer as Business Analyst differ from those of the Research Officer.
53.27
The Bureau normally advocates for flatter structures and merging of grades
wherever the need arises. In this particular case, it is observed that there are
marked differences in the duties of the different positions. In this perspective, we
deem it appropriate that the combined grade be demerged, as requested by
Management, into two distinct grades of Business Analyst and Research and
Development Officer. We are, therefore, making appropriate recommendations to
that effect.
Recommendation 9
53.28
We recommend:
(i)
the creation of the grade of Business Analyst. Appointment thereto

should be made by selection from among candidates possessing a
degree in Information and Communication Technology or Economics
and reckoning at least four years post qualification experience in the
field of ICT;
(ii)
the creation of the grade of Research and Development Officer.

candidates possessing a degree in IT and reckoning at least four years
post qualification experience in the field of ICT; and
~ 329 ~
Pay Review 2016
(iii) that in a first instance, incumbents in the evanescent grade of Business

Analyst/IT Consultant/Research Officer should be absorbed in the new
grades of Business Analyst or Research and Development Officer,
whichever relevant, depending on the duties performed.
53.29
Officers in the grade of Business Analyst would be required, among others, to

analyse and advise on matters pertaining to the development and promotion of the
IT industry; assist in managing IT industry projects; and conduct analysis, compile
up-to-date information on the industry and export markets; and assist in the
preparation and formulation of IT policies and strategies.
53.30
Officers in the grade of Research and Development Officer, would be required,

among others, to undertake studies and analysis in the use of ICT in the various
socio economic sectors; analyse and monitor the development of IT in Mauritius;
assist in the identification and promotion of innovative technologies; and liaise and
collaborate with stakeholders on matters relating to the development of the ICT
Sector.

53.31
In line with representations made, the Bureau has reassessed the grade of
Accounts Officer and consequently is reviewing its appellation to a more appropriate
one, in consonance with the level of duties performed. This element has been
taken into consideration whilst arriving at the salary of the grade.
Recommendation 10
53.32
We recommend that the grade of Accounts Officer be restyled Accounts

Officer/Senior Accounts Officer.

Recommendation 11
53.33
We recommend that officers in the grade of Human Resource Officer/Senior

Human Resource Officer possessing a Diploma in Human Resource
component or an equivalent qualification, should be allowed to move
they :
(i)
(ii)

preceding year; and
Pay Review 2016
~ 330 ~
53.

SALARY SCHEDULE
NCB 1
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21475
NCB 2
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver
NCB 3
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 23975
NCB 4
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
Word Processing Operator/Telephonist
NCB 5
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 31725
Administrative Support Assistant
Help Desk Officer
NCB 6
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Accounts Clerk
NCB 7
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
NCB 8
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

Senior Administrative Support Assistant
NCB 9
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800
NCB 10
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 40800

formerly Assistant Procurement and Supply Officer/Procurement and
Supply Officer
~ 331 ~
Pay Review 2016
53.
NCB 11
NATIONAL COMPUTER BOARD (Contd)
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800 x 1525 42325
IT Support Officer
NCB 12
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 40800 x

1525 43850
NCB 13
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 45375

NCB 14
Rs 21000 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800 x 1525 46900
IT Support Officer (Shift) (New Grade)
NCB 15
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 56450

NCB 16
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 56450

Incident Handler
NCB 17
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 56450

Marketing Officer
NCB 18
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 56450

IT Support Specialist
NCB 19
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
formerly Accountant
Pay Review 2016
~ 332 ~
53.
NCB 20
NATIONAL COMPUTER BOARD (Contd)
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
Business Analyst/IT Consultant/Research Officer (Personal)
Business Analyst (New Grade)
Database Administrator
Information Security Analyst
Information Security Consultant
Network Administrator
Portal Administrator
Project Supervisor
Web Developer
NCB 21
Rs 42325 x 1525 49950 x 1625 62950 x 1850 68500 x 1950 70450

Assistant Manager (Personal)
Communication Manager
Finance and Administrative Manager
NCB 22
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000 86000

Manager
NCB 23
Rs 83000 x 3000 89000

Director
NCB 24
Rs 110000
Executive Director
~ 333 ~
Pay Review 2016
Pay Review 2016
~ 334 ~
National Heritage Fund
54.
54.1
The National Heritage Fund (NHF), which operates under the aegis of the Ministry
of Arts and Culture, is established by the NHF Act No 40 of 2003. The Fund is
entrusted with the prime responsibility of safeguarding, managing and promoting the
National Heritage of Mauritius. Along with protecting and preserving our National
Heritage, the NHF also aims to instill a sense of belonging and civic pride in our
cultural heritage which represent our precious legacy.
54.2
Presently, the NHF has under its supervision 177 designated National Heritage
Sites in Mauritius and Rodrigues. Two of these sites are listed as World Heritage
Sites. The NHF also manages 100 other potential National Heritage Sites and
advises on the maintenance, conservation, restoration and rehabilitation of historical
buildings and sites owned by the Government and Parastatal Institutions in addition
to privately owned ones.
54.3
Besides, the NHF also acts as the National Repository of intangible cultural
heritage. For this purpose, it has to constantly research on our intangible cultural
heritage which are then compiled in a national inventory. So far, more than 120
intangible heritage have been identified, among which there is the Traditional
Mauritian Sega. It has been inscribed on the UNESCO Representative list of
intangible cultural Heritage of Humanity in November 2014.
54.4
The NHF is headed by a Director who is assisted by an array of professional,

technical and supporting staff. In our last Report, we have restyled the grade of
Heritage Officer to Research/Heritage Officer with a view to better reflecting the
nature of duties being performed by the incumbent. Further, the structure of the
organisation was reinforced in the EOAC Report with the creation of a grade of
Documentation Officer.
54.5
In its submissions for this review exercise, Management has requested for the
creation of new levels to further strengthen the organisation structure; change in
mode of appointment and provision of enhanced conditions and benefits for its
employees.
54.6
We have carefully examined each of these representations, paying particular

attention to the factors that could possibly hinder effective service delivery as
evoked by Management during the consultative meeting. In this perspective, we are
making provision for a new grade of Assistant Procurement and Supply Officer to
better equip the NHF to deliver on its mandate and reviewing the scheme of service
of the grade of Research/Heritage Officer to provide a career path for qualified
officers serving in the organisation. In so far as the other demands are concerned,
Management was explained the reasons behind our refusal and was also advised
on the most appropriate course of action to be taken.
~ 335 ~
Pay Review 2016
Assistant Procurement and Supply Officer (New Grade)

54.7
It has been submitted that previously all procurement and records of the NHF were
being handled by an Accounts Clerk. However, both the National Audit Office and
the ICAC have drawn attention regarding the need for segregation of the finance
and procurement functions and have consequently recommended the creation of a
specific grade to look after procurement. As the said recommendation goes in the
same direction as the present practice in the public sector, we are therefore,
agreeable to the proposal.
Recommendation 1
54.8
We recommend the creation of a grade of Assistant Procurement and Supply

Officer on the establishment of the National Heritage Fund. Appointment
thereto should be made by selection from Clerical Officers reckoning at least
four years service in a substantive capacity and who are conversant with
Procurement and Supply Management including basic principles in
procurement, supply and warehouse operations and any other relevant
Financial and Supplies Laws/Regulations. In the absence of qualified serving
officers, recruitment should be made from outside candidates possessing a
Higher School Certificate and reckoning at least four years relevant
experience.
54.9
The Assistant Procurement and Supply Officer would be required, amongst others,
to organise and manage the procurement and supply activities of the NHF; perform
procurement and supply duties, storekeeping and stock control duties in
accordance with the provisions laid down in approved rules and procedures; keep
and update stores records, prepare tender documents, receive materials into stores
and ensure that they comply with requisition orders and are in good condition,
submit return of all unserviceable stores, dormant stores and return to stores and
assist in any assignment related to procurement, supply and warehouse operations.
Scheme of Service Research/Heritage Officer

54.10
Appointment to the grade of Research/Heritage Officer is, at present, made by

selection from candidates possessing a degree in Archaeology, History,
Architecture, Anthropology, Mauritian Studies and Sociology and reckoning at least
two years post qualification experience in fieldwork and research. Management has
proposed that the mode of recruitment to the grade be reviewed so that selection
be made from serving officers who hold the prescribed qualifications as the
organisation culture is already ingrained in them. However, while subscribing to
this view, we also consider that if at some point in time there are no qualified
candidates internally, this might hinder the filling of posts. Therefore, we are
making a recommendation that takes into account all the above.
Pay Review 2016
~ 336 ~
Recommendation 2
54.11
We recommend that the scheme of service of the grade of Research/Heritage

Officer be amended so that appointment thereto is made in the first instance
by selection from serving officers of the National Heritage Fund possessing a
Degree in either Archaeology, History, Architecture, Anthropology, Mauritian
Studies or Sociology and reckoning at least two years post qualification
experience in fieldwork and research. In the absence of qualified serving
officers, selection should be made from candidates possessing the above
qualifications.
54.

SALARY SCHEDULE
NHF 1 :
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Office Attendant
NHF 2 :
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
NHF 3 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Heritage Protection Assistant
NHF 4 :
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
NHF 5 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Accounts Clerk
NHF 6 :
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
NHF 7 :
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800 x 1525 42325
Heritage Technical Officer
~ 337 ~
Pay Review 2016
54.
NHF 8 :
NATIONAL HERITAGE FUND (Contd)
Rs 21950 x 625 23200 x 775 32500 x 925 36200 QB 37125 x 1225

40800 x 1525 45375
NHF 9 :
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x 1625
56450
Research/Heritage Officer
NHF 10 :
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Manager, Technical Section
NHF 11 :
Rs 95000
Director
Pay Review 2016
~ 338 ~
55.
National Institute for Co-operative Entrepreneurship
NATIONAL INSTITUTE FOR CO-OPERATIVE ENTREPRENEURSHIP
55.1
Established as per Act No. 12 of 2005 as a body Corporate, the National Institute
for Co-operative Entrepreneurship (NICE) operates under the aegis of the Ministry
of Business, Enterprise and Cooperatives. Its objectives are to: provide facilities and
engage in research and training for the promotion and development of the
co-operative entrepreneurship; act as a centre for the consolidation and
development of the co-operative movement; and promote and develop capacity
building through entrepreneurship and business leadership.
55.2
In line with the policy of Government to consolidate a nation of Entrepreneurship,

NICE grouped its cooperative leaders and stakeholders which encompass about
960 active cooperative societies with a total membership of almost 160,000 in
Mauritius and Rodrigues. It provides free of cost in-house and outstations training
on the concept of entrepreneurship, cooperative principles and cooperative
management to unemployed women and youth so as to encourage them to form a
cooperative society and kick start a business. To deliver on its mandate, NICE
solicits the services of qualified Trainers from other organisations; conducts
examinations on the training and awards certificates on its own or jointly with other
recognised bodies.
55.3
The Director is responsible for the execution of the policy of the Council and for the
control and management of NICE. He is assisted in his duties by officers of the
General Services grades. At present, the post of Programme/Research Officer is
vacant.
55.4
In the context of this Report, Management submitted that there is greater demand
for training programme in Mauritius and Rodrigues and financial transaction of the
organisation is increasing. There is, therefore, need for support at the Directorate
level to organise training programmes and the creation of the grade of Accounts
Clerk to monitor the financial and procurement and supply activities of the Institute.
55.5
After examining the scheme of service of the grade of Programme/Research

Officer, the Bureau considers that with the filling of the post, the Director would
benefit from the needed support. However for the sake of transparency and for
checks and balances of the financial procedures, we are creating the grade of
Accounts Clerk.
Accounts Clerk (New Grade)

Recommendation 1
55.6
We recommend the creation of the grade of Accounts Clerk on the

establishment of NICE. Appointment thereto should be made by selection
from among candidates possessing either a pass at Principal Level in
Accounting at the Cambridge Higher School Certificate or a pass in
~ 339 ~
Pay Review 2016
Accounting at the third level of the London Chamber of Commerce and

Industry or an equivalent qualification acceptable to the Board and reckoning
at least two years experience in a substantive capacity in finance/audit
duties.
55.7
Incumbents would be required, inter alia, to: ensure that all financial transactions of
NICE are properly accounted for in accordance with basic principles of financial
Management; ensure the correct financing of departmental policy with all
safeguards against waste and loss; assist in the preparation and monitoring of
estimates; prepare and examine all documents for various payments; maintain Book
of Accounts, Records and Cards; prepare Bank Reconciliation statement and
statistical and other returns; collect revenue, issue receipts and assist in daily
banking; provide assistance in the processing of audit queries related to financial
issues; deal with booking for transports and control of the maintenance of vehicles
and be in charge of the Register of Assets and to make use of Information
Technology in the performance of the duties.
55.
NATIONAL INSTITUTE FOR CO-OPERATIVE ENTREPRENEURSHIP

SALARY SCHEDULE
NICE 1
Rs 8820 x 230 10200 x 250 11450 x 260 14050 x 275 15150 x 300
15750 x 325 17375
General Worker
NICE 2
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
NICE 3
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
Information Desk Operator
NICE 4
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerk/Word Processing
NICE 5
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
NICE 6
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Pay Review 2016
~ 340 ~
55.
NICE 7
NATIONAL INSTITUTE FOR CO-OPERATIVE ENTREPRENEURSHIP (Contd)

:
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Programme/Research Officer
NICE 8
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000 86000

Director
~ 341 ~
Pay Review 2016
Pay Review 2016
~ 342 ~
National Library
56.
NATIONAL LIBRARY
56.1
The National Library is mandated by the National Library Act 1996 and aims to be a
model of excellence in the provision of information services to all Mauritians and
people of the World. It operates under the aegis of the Ministry of Arts and Culture
and envisions to be the nations leading documentary resource pertaining to the
Republic of Mauritius and as the apex library, serving the needs of the Mauritian
people at large in research, scholarship and creativity.
56.2
The National Library is the first library in Mauritius to offer its catalogue online. The
acquisition of the Unicorn Library Management System in 2004 has made it
possible to provide the Online Public Access Catalogue (OPAC) to facilitate
searching of the holdings of the library from any place via a terminal connected to
the internet.
56.3
The organisation structure of the National Library comprises three departments

namely, Administration, Finance and Library. The Director is responsible to the
Board and manages the day to day activities of the National Library.
56.4
In our last Report, the post of Systems Administrator was restyled to IT Officer/
Systems Administrator in the context of the digitisation of the services provided by
the National Library.
56.5
In the context of this review exercise, Management made submissions for restyling,
merging and the creation of new levels as well as aligning the present Finance
cadre with that of the Civil Service. The profiles for the new grades, as requested by
Management, were not submitted to the Bureau and, therefore, these could not be
included in this Report. Positions requested by Management would, therefore, be
graded by the Bureau whenever requested, on an ad hoc basis.
56.6
We are, in this Report, maintaining the organisation structure while restyling the
post of Administrative Assistant to a more appropriate appellation so as to better
reflect the true nature of duties performed by incumbent and also introducing the
payment of an ad hoc allowance to incumbents performing duties of collecting and
depositing keys at the Police Station.
Allowance for Library Attendant

56.7
It has been represented that the Library Attendant at the National Library is called
upon to collect/deposit keys at the Police Station. In the Civil Service, this duty is
carried out by an Office Care Attendant and the latter is compensated by an
allowance. A perusal of the Job Description Questionnaire, duly signed by the
immediate supervisor, has revealed that the Library Attendant is effectively
performing duties of collection and deposit of keys at the Police Station while the
Driver/Office Attendant performs mainly driving duties. We are, therefore, making
provision for an appropriate allowance.
~ 343 ~
Pay Review 2016
National Library
Recommendation 1
56.8
We recommend that a non-pensionable allowance of Rs 350 be paid to

incumbents in the Library Attendant Cadre at the National Library who have to
cover, over and above the home to office journey and back, an aggregate of
two to six kilometres daily to collect and deposit keys at the Police Station.
56.
NATIONAL LIBRARY
SALARY SCHEDULE
NL 1
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Library Attendant
NL 2
Rs 14325 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21475
NL 3
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
NL 4
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 23975
Binder
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
NL 5
NL 6
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 27075
Microfilm Operator
NL 7
Rs 13530 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525 QB 26300 x 775
30175
Binder (Personal)
NL 8
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Library Clerk
Pay Review 2016
~ 344 ~
National Library
56.
NL 9
NATIONAL LIBRARY (Contd)
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 30175

Senior Binder
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
NL 10:

NL 11
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Accounts Clerk
NL 12
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500

NL 13
Rs 20525 x 475 21950 x 625 23200 x 775 32500 x 925 34350

Office Supervisor
NL 14
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
NL 15
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

Accounts Officer
NL 16
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800 x 1525 42325
Library Officer
NL 17
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 43850

NL 18
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 48425

NL 19
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
formerly Administrative Assistant
~ 345 ~
Pay Review 2016
National Library
56.
NL 20
NATIONAL LIBRARY (Contd)
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Librarian
NL 21
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Accountant
NL 22
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Senior Librarian
NL 23
Rs 101000
Director
Pay Review 2016
~ 346 ~
Ministry of Social Security, National Solidarity and Reform Institutions
57.
National Solidarity Fund
57.1
The National Solidarity Fund (NSF) set up as a body corporate under the National
Solidarity Fund Act 1991 subsequently amended in 2011, operates under the aegis
of the Ministry of Social Security, National Solidarity and Reform Institutions with a
budget of around Rs 76 million for the year 2015. The objects of the Fund are to
provide: financial assistance to citizens of Mauritius residing in Mauritius, who may
require surgical operations which can only be performed abroad or in medical
institutions in Mauritius; financial assistance to redundant workers; and financial
assistance, with the approval of the Minister, directly to individuals who have
undergone severe personal hardship.
57.2
The Fund is administered and managed by the NSF Board in accordance with
provisions made in the NSF Act. It is presently headed by an Administrative
Secretary and support services are provided by contractual officers employed to
perform clerical duties and employees of the Financial Officer cadre from the Parent
Ministry, who are posted to the NSF on a part-time basis.
57.3
The organisation structure of the Fund is appropriate and is being maintained.

However, we are providing for a grade of Clerical Officer to assist in the daily
operations of the Fund.

Recommendation 1
57.4
We recommend the creation of the grade of Clerical Officer in line with the

Recommendation 2
57.5
We recommend that the Administrative Secretary possessing a degree, on

reaching the top of the salary scale, be allowed to proceed incrementally in
the master salary scale up to Rs 45375, provided that the officer has:
(i)
(ii)
been efficient and effective in his/her performance during the

preceding year; and
(iii)
~ 347 ~
Pay Review 2016
Ministry of Social Security, National Solidarity and Reform Institutions
57.
National Solidarity Fund

SALARY SCHEDULE
NSF 1 :
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Office Care Attendant
NSF 2 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
NSF 3 :
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
NSF 4 :
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

Financial Officer
NSF 5 :
Rs 23200 x 775 32500 x 925 37125 x 1225 40800 x 1525 42325

Pay Review 2016
~ 348 ~
58.
58.1
The National Transport Corporation (NTC), established under the NTC Act No 5 of
1979 is the sole public sector bus operator. It operates under the aegis of the
Ministry of Public Infrastructure and Land Transport (Land Transport Division).
58.2
The NTC envisions to be always at the forefront in the provision of public transport
and ancillary services and is committed to provide a reliable, punctual, safe and
comfortable bus transport along its dedicated routes. It aims at providing high
quality, reliable and customer friendly transport services through an environment
friendly service.
58.3
The NTC is the largest bus fleet owner in the country with around 525 buses
operating from six depots and cover almost fully the urban region and more than
one third of the route network of the country. Though operating on commercial
basis, the NTC has a matter of national policy, to provide services on several noneconomical routes. Some 200000 commuters daily patronise the corporation
service and as a major player among all bus operators, it provides the largest social
service connecting main economic activities and far flung isolated areas at tapering
tariff. The Corporation constantly renews its bus fleet to meet the expectations of
public transport users.
58.4
The present organisation structure of the NTC comprises the following departments:
Corporate and Administration; Traffic; Engineering; Human Resource and Finance.
The executive head of the NTC is the General Manager who is supported by a
staffing complement of specialised and General Services employees. The NTC has
a manpower of 2800 employees of whom 119 are reported upon by the Pay
Research Bureau (PRB) and the remainder by the National Remuneration Board.
58.5
The present organisational structure of the NTC is enabling the Corporation to attain
its objectives. However, in the context of this review exercise, Management has
requested that the Corporate and Administrative Department which is serviced by
the Secretary/Administrative Manager and officers of the General Services needs to
be reinforced with the creation of the grade of Assistant Secretary to assist the
Secretary/Administrative Manager for the day to day Management of the
Corporation. The Staff Side has made requests for the revision of salaries of the
various grades along with alignment of certain grades with their counterparts in
other public sector organisations. We have studied the requests of all parties
concerned and we are making appropriate recommendations.
Assistant Secretary (New Grade)

Recommendation 1
58.6
We recommend the creation of a grade of Assistant Secretary on the

establishment of the National Transport Corporation. Appointment thereto
~ 349 ~
Pay Review 2016
should be by selection from among candidates who are a member of the

Institute of Chartered Secretaries and Administrators or who possess a
Degree in Management or Business Administration or Legal Studies; and
reckoning at least three years post qualification experience in the field.
58.7
Incumbent would be, inter alia, required to assist the Secretary/Administrative

Manager for the day to day management of the Secretariat; supervise the work of
the personnel in the Secretariat including the open registry and confidential
secretary; act as Secretary to various Committees as and when required; assist in
the compilation of committee papers and tender documents and to enable
necessary follow up as regards communication and implementation of Board
decisions to other departments; assist in the drafting of contracts; and be
responsible for insurance of all NTC premises, vehicles, cash and other related
items.
Human Resource/Senior Human Resource Officer

Recommendation 2
58.8
We recommend that incumbent in the grade of Human Resource

that they:
(i)
(ii)

preceding year; and
58.

SALARY SCHEDULE
NTC 1
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Office Attendant
NTC 2
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
General Managers Personal Driver (Personal)
Pay Review 2016
~ 350 ~
58.
NTC 3
NATIONAL TRANSPORT CORPORATION (Contd)
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 23975
NTC 4
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
NTC 5
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 28625
NTC 6
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
NTC 7
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
NTC 8
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
30175
Computer Operator
NTC 9
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
NTC 10
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
NTC 11
Rs 20050 x 475 21950 x 625 23200 x 775 32500

Traffic Controller (Personal to incumbent in post as at 30.06.08)
NTC 12
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 35275

Data Entry Supervisor (Personal)
Senior Computer Operator
~ 351 ~
Pay Review 2016
58.
NTC 13
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
NTC 14
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

Financial Officer
NTC 15
Rs 23200 x 775 32500 x 925 37125 x 1225 38350

Senior Traffic Controller
NTC 16
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800
NTC 17
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
Technical Officer (Electrical and Electronics)
NTC 18
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 43850

NTC 19
Rs 21950 x 625 23200 x 775 32500 x 925 37125 x 1225 40800 x

1525 45375
Industrial Relations Officer
NTC 20
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 48425
Technical and Mechanical Officer/Senior Technical and Mechanical Officer
NTC 21
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Assistant Secretary (New Grade)
NTC Regional Manager
Traffic Planner
NTC 22
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Systems Analyst
Pay Review 2016
~ 352 ~
58.
NTC 23
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Accountant
Internal Auditor
NTC 24
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Retread Plant Superintendent
NTC 25
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
Head IT Support Services
Mechanical Engineer/Senior Mechanical Engineer (Personal)
NTC 26
Rs 39575 x 1225 40800 x 1525 49950 x 1625 62950

Assistant Stores Manager (Inventory Management and Administration)
(Personal)
NTC 27
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950 74350

HR Manager
Secretary/Administrative Manager
NTC 28
Rs 53200 x 1625 62950 x 1850 68500 x 1950 74350 x 2825 80000

x 3000 83000
Chief Engineer
Traffic Manager
NTC 29
Rs 83000 x 3000 89000

Deputy General Manager (Personal)
NTC 30
Rs 110000
General Manager
~ 353 ~
Pay Review 2016
Pay Review 2016
~ 354 ~

and Family Welfare
59.
National Women Entrepreneur Council
59.1
The National Women Entrepreneur Council (NWEC), a body corporate set up under
Act No. 20 of 1999, operate under the aegis of the Ministry of Gender Equality,
Child Development and Family Welfare. It is the main organisation that provides
support and assistance to both potential and existing women entrepreneurs in
Mauritius and Rodrigues.
59.2
The NWEC acts as a driver and facilitator in empowering women entrepreneurs and
aims to be a reference for promoting entrepreneurship thereby inculcating the right
business culture for women in Mauritius and Rodrigues.
59.3
The Council also aims at ensuring effective communication between the Council
and its members; identifying actions and projects which will promote entrepreneurial
activities of women; evaluating and assessing the needs of women entrepreneurs;
establishing training programmes, aimed at improving the skills and management
aptitudes of women entrepreneurs; developing working links and affiliation with
other bodies, whether in Mauritius or abroad, having same objectives; and
examining and evaluating the contribution of women entrepreneurs to the various
sectors of development in the light of national needs and priorities.
59.4
The NWEC is managed by an Executive Committee and the Secretary is

responsible for the execution of its policy, control and management of its day-to-day
business.
59.5
The activities of the NWEC are, at present, organised through three sections, viz,
Administration, Finance and Technical.
59.6
In this Report, we are bringing no change to the structure which has so far been
adequate to enable the organisation to deliver efficiently and effectively on its
mandate.
59.

SALARY SCHEDULE
NWEC 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
NWEC 2
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
~ 355 ~
Pay Review 2016

and Family Welfare
59.
NWEC 3
NATIONAL WOMEN ENTREPRENEUR COUNCIL (Contd)

Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x
375 19575 x 475 21950 x 625 23200
NWEC 4
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 27075
Salesperson (Personal to holders in post as at 30.06.2008)
NWEC 5
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 29400
Instructor
NWEC 6
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 30175
Clerical Officer/ Higher Clerical Officer
NWEC 7
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
NWEC 8
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
NWEC 9
Rs 16075 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 34350
Business Development Assistant
NWEC 10 :
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

Accounts Officer
NWEC 11
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Business Development Officer (Personal to officers in post as at 30.06.08)
NWEC 12
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Business Development Officer (Roster)
Pay Review 2016
~ 356 ~

and Family Welfare
59.
NWEC 13
NATIONAL WOMEN ENTREPRENEUR COUNCIL (Contd)

Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850 64800
Secretary
~ 357 ~
Pay Review 2016

and Family Welfare
Pay Review 2016
~ 358 ~
Ministry of Gender Equality, Child Development and Family Welfare
60.
60.1
The National Womens Council was established under the National Womens
Council Act No 27 of 1985. It is a body corporate and operates under the aegis of
the Ministry of Gender Equality, Child Development and Family Welfare.
60.2
The objects of the National Womens Council are to translate into actions
government policies relating to womens empowerment and gender equality to bring
about effective change for sustainable development; ensure and promote the active
participation of women in the social, economic and political field in order to further
their overall empowerment; provide a platform for women to voice out their needs,
concerns and aspirations; and identify and recommend to the Boards actions and
prospects that will promote the integration of women in development.
60.3
The organisation structure of the National Womens Council comprises five

sections/units namely: Human Resource and Administrative; Finance; Womens
Association; Dressmaking and Craft; and Project.
60.4
In our last Report, we restyled the grade of Project Coordinator to Programme

Coordinator to better reflect the nature of duties being performed. We also created
the grades of Programme Officer to provide technical services as well as the grades
of Accounts Clerk and Accounts Officer to maintain a proper accounting system.
The grade of Head, Womens Association Unit was abolished as the service was no
longer required.
60.5
In the context of the present review exercise, Management has apprised the Bureau
that the existing organisational structure of the National Womens Council is being
maintained until the proclamation of the New Bill. The Staff Association has been
informed of the stand of the Management to which they are agreeable.
60.6
In the given circumstances, the Bureau is agreeable to the proposal of both the
parent Ministry and Management to maintain the present organisation structure
while revising the salary scales of existing grades.

Recommendation 1
60.7
We recommend that incumbent in the grade of Human Resource Officer/

component from a recognised institution or an equivalent qualification should
be allowed to move incrementally in the master salary scale up to salary point
(i)
~ 359 ~
Pay Review 2016
(ii)

preceding year; and

Family Support Officer
Recommendation 2
60.8
We recommend that Family Support Officers and Supervisor, Womens

Association who hold a substantive appointment in their respective grades
and who are required to perform regularly extensive field duties may be
granted loan facilities of up to 21 months salary at interest rate of 4% per
annum refundable in 84 monthly instalments for the purchase of a car of up to
eight years old.
60.

SALARY SCHEDULE
NWC 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
NWC 2
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Office Attendant
Office/Field Assistant
NWC 3
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21475
Craft Instructor
NWC 4
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
NWC 5
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 25525
NWC 6
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 27075
Dressmaking Teacher
Pay Review 2016
~ 360 ~
60.
NWC 7
NATIONAL WOMENS COUNCIL (Contd)
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 28625
Clerk, National Womens Council (Personal)
NWC 8
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
Adult Literacy Instructor/Instructress
Family Support Officer
NWC 9
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
NWC 10 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
30175
Senior Dressmaking and Craft Teacher
NWC 11 :
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30950
NWC 12 :
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
NWC 13 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Accounts Clerk
Executive Officer (Personal to incumbent in post as at 31.12.15)
NWC 14 :
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 37125 x 1225 38350
Programme Officer
NWC 15 :
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

Accounts Officer
NWC 16 :
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800
~ 361 ~
Pay Review 2016
60.
NWC 17 :
NATIONAL WOMENS COUNCIL (Contd)
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
NWC 18 :
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850 66650

Secretary
Pay Review 2016
~ 362 ~
61.
Nelson Mandela Centre for African Culture Trust Fund
NELSON MANDELA CENTRE FOR AFRICAN CULTURE TRUST FUND
61.1
The Nelson Mandela Centre for African Culture Trust Fund (NMCACTF)
operates under the aegis of the Ministry of Arts and Culture and is managed by
a Board of Trustees. Its mission is to disseminate African and Creole culture in
all strata of the society.
61.2
At the NMCACTF a wide range of activities are organised, namely talks, debates,
workshops, cultural shows. The NMCACTF has developed the scope of its actions
and activities at national, regional and even international levels. Research and
documentation consists of an important activity at the NMCACTF and the unit
responsible for same has a collection of publications on slavery in the Indian Ocean
Islands and other related documentations. A major research project conducted by
the NMCACTF is the Genealogy Project which is of considerable interest for
Mauritians wishing to trace their slave ancestry.
61.3
The organisation structure of the NMCACTF comprises four sections: Cultural

Section; Documentation and Research Section; Administration Section; and
Finance Section. The Director heads the organisation and manages its day-to-day
activity with the support of technical, administrative and operational staff.
61.4
In the context of this review, the Management of NMCACTF made representations

for new grades and on general conditions of service. We consider that the existing
grades and levels are adequate for the NMCACTF to meet its mandate. However,
we are making provision for the grade of Receptionist/Telephonist.
Receptionist/Telephonist (New Grade)

61.5
With a view to coping with the increasing number of callers and visitors at the
NMCACTF, we are creating a grade of Receptionist/Telephonist to respond to
callers in an efficient manner, and guide and advise visitors on their needs.
Recommendation 1
61.6
We recommend the creation of a grade of Receptionist/Telephonist on the

establishment of the NMCACTF. Appointment to the grade should be made
by selection from among candidates possessing Cambridge School
Certificate with credit in English language and French obtained on one
certificate; and have fluency in English and French.
61.7
Incumbent would be required, inter alia, to operate the reception counter and the
telephone switchboard; ensure that calls and messages are properly noted and
communicated; and maintain a register of visitors.
~ 363 ~
Pay Review 2016
61.
NELSON MANDELA CENTRE FOR AFRICAN CULTURE TRUST FUND

SALARY SCHEDULE
Rs 17375 x 325 17700 x 375 19575 x 475 21950
NMCAC 1 :
Cultural Adviser
Cultural Animator
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x
375 19575 x 475 21950 x 625 22575
NMCAC 2 :
Handy Worker (Semi Skilled)

Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x
375 19575 x 475 21950 x 625 23200
NMCAC 3 :
Driver/Handy Worker
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x
375 19575 x 475 21950 x 625 23200 x 775 25525
NMCAC 4 :
Receptionist/Telephonist (New Grade)

Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x
375 19575 x 475 21950 x 625 23200 x 775 27075
NMCAC 5 :
Audio Visual/Public Address Operator

Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x
475 21950 x 625 23200 x 775 30175
NMCAC 6 :

Rs 21475 x 475 21950 x 625 23200 x 775 32500 x 925 36200
NMCAC 7 :
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x
925 37125 x 1225 38350
NMCAC 8 :
NMCAC 9
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

Accounts Officer
NMCAC 10 :
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
Secretary's Assistant
Pay Review 2016
~ 364 ~
61.
NELSON MANDELA CENTRE FOR AFRICAN CULTURETRUST FUND (Contd)
NMCAC 11
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Events Management Officer
Research Officer
NMCAC 12
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Head, Documentation and Research
NMCAC 13
Rs 86000
Director
~ 365 ~
Pay Review 2016
Pay Review 2016
~ 366 ~
Ministry of Education and Human Resources, Tertiary Education

and Scientific Research
62.
62.1
The Open University of Mauritius (OUM) was established in 2012 under the Open
University of Mauritius Act 2010. Its primary objective is to provide quality
education to people of all backgrounds from Mauritius and around the world with the
ultimate aim of developing their intellectual, moral, civic and creative capacities to
the fullest so that they can lead a life full of dignity while contributing meaningfully to
the socio-economic development of their nation.
62.2
The OUM envisions to be among the leading open universities recognised

worldwide for providing high-quality education and training. It aims at delivering
quality education to students who are unable to be physically present on campus. It
also provides flexible study options hence enabling prospective students to study
from home, work or anywhere in the world, at a time convenient to them and their
lifestyle. The University offers an array of courses ranging from Certificate to PhD
level and runs about 80 programmes. Since its inception, it has enrolled about
4000 students and is also involved in the training of employees of private and public
organisations. The OUM has also forged collaboration with prestigious foreign
universities.
62.3
The activities of the OUM are organised under various Divisions and Institutes. The
Director-General is the chief executive and academic officer of the university and is
supported by academics and non-academics. The staff mainly consists of
employees of the ex Mauritius College of the Air (MCA). The latter have integrated
the OUM following the repeal of the MCA Act. Since the University has started its
operations, several grades have been created on an ad hoc basis on its
establishment to enable the organisation to deliver on its mandate.
62.4
In the context of this Report, Management as well as staff side have requested the
Bureau to provide the necessary structure and specific conditions of service to
enable the organisation to operate as a full fledged University. It is worth
highlighting that following the meeting with Union and Management, many grades
have been created on the establishment of the OUM. For this Report, we are
further consolidating the existing structure to enable the organisation to meet its
objectives. In addition, we are providing specific incentives and conditions of
service in line with what prevail in other public universities, which we consider to be
a strong motivation for the delivery of enhanced services.
Public Relations Officer (New Grade)

62.5
Management has requested for the creation of a grade of Public Relations Officer,
among others. We consider this level as an essential one in enabling the University
to provide more efficient and effective services. We are, therefore, making
appropriate provisions to that end.
~ 367 ~
Pay Review 2016

Recommendation 1
62.6
We recommend the creation of a grade of Public Relations Officer.

Appointment, thereto, should be made from among candidates possessing a
degree in English or French or Law or Communication Studies or Psychology
or in any other related fields from a recognised institution or an equivalent
qualification from a recognised institution acceptable to the Board and
reckoning at least one year experience in public relations.
62.7
Incumbent would be required to, inter alia, assist in the development of public
relations strategies and ensure execution of the strategies; write texts for various
communication materials; be responsible for the management of all alumni related
activities; liaise with media for news releases and press coverage as and when
approved; and collaborate with the internal stakeholders to further the mission of the
University.

62.8
Management has informed that there is need for a professional level to assist the
Financial Controller and oversee the work of subordinates in the Finance Division.
In this context, request has been made for the provision of a grade of Accountant, to
which we are agreeable.
Recommendation 2
62.9
We recommend the creation of a grade of Accountant. Appointment, thereto,

should be made from among candidates possessing a pass at the final
examination required for admission to membership to the Institute of
Chartered Accountants of England and Wales or Institute of Chartered
Accountants of Scotland or Institute of Chartered Accountants of Ireland or
Association of Chartered Certified Accountants or Chartered Institute of
Management Accountants or Chartered Institute of Public Finance and
Accountancy or an equivalent qualification acceptable to the Board.
Candidates should also be registered with the Mauritius Institute of
Professional Accountants in accordance with Section 51 of the Financial
Reporting Act.
62.10
Incumbent would be called upon to, inter alia, assist the Financial Controller in the
management of the Finance Division of the University; exercise general supervision
over the funds; assist in the formulation of budgetary policies; monitor budgetary
expenditure and revenue; ensure compliance with reporting requirements; manage
effectively subordinates; be responsible for the preparation of the Annual Financial
Statement in accordance with Statutory requirements and with the Universitys
policy,; and be responsible for the production of the Annual Budget.
Pay Review 2016
~ 368 ~

Sabbatical Leave Scheme

Recommendation 3
62.11
We recommend that the Open University of Mauritius considers the

advisability of setting up a Sabbatical Leave Scheme for its academic staff.
62.12
The OUM is committed to play a leading role in research and development and
application of learning technologies for education and training. Moreover, one of its
main functions is to provide consultancy and professional services, especially in
open and distance learning. With a view to fostering and encouraging a research
culture and consultancy works, we are providing for a distribution ratio of the net
income regarding payment in respect of the research and consultancy services
offered.
Recommendation 4
62.13
We recommend that the distribution ratio of the net income between

academics and supporting staff and the University should be:
(i)
2:1 for Research and Consultancy; and
(ii)
4:1 for short courses, seminars and workshops.
Private work for Registered Professionals

Recommendation 5
62.14
We recommend that academic staff who are registered professionals should

be allowed to exercise their profession, provided it is done outside their
working hours and is not in conflict with their work at the University.
Academic Attainment
62.15
With a view to further encourage academics in upgrading themselves in terms of

qualifications and academic attainment, we are making an appropriate
recommendation.
Recommendation 6
62.16
We recommend that Lecturers, Senior Lecturers and Associate Professors

holding a PhD and/or Masters Degree and reckoning academic achievement
through published research, teaching, administrative contributions and
publications and having stayed on top of their revised salary scales for one
year should be allowed to move incrementally up to a maximum of two
increments to be read from the Master Salary Scale.
~ 369 ~
Pay Review 2016

62.17
We also recommend that for implementation of paragraph 62.16, the new

salary point reached by virtue of the provisions made at paragraph 10.40 of
Volume I of this Report shall be deemed to be the new top salary.
62.18
In general, full-time employees of public universities are not allowed to participate in

active politics with a view to ensuring a smooth running in the operations of the
university. We consider that this provision should equally apply to staff of the Open
University.
Recommendation 7
62.19
We recommend that full time employees of the OUM should not be allowed to
participate in active politics.
Movement for Administrative Officers

Recommendation 8
62.20
We recommend that officers in the grade of Administrative Officer who have

stayed on top of their revised salary scale for one year should be allowed to
move incrementally up to salary point Rs 62950 provided they have 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.
62.

SALARY SCHEDULE
OUM 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
OUM 2
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575
Security Guard
OUM 3
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Office Attendant
OUM 4
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Pay Review 2016
~ 370 ~

62.
OUM 5
OPEN UNIVERSITY OF MAURITIUS (Contd)
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 23975
Handyworker/Tradesman (Skilled)
OUM 6
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 23975
OUM 7
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
OUM 8
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
25525
Senior Handyworker/Tradesman (Skilled)
OUM 9
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerk/ Word Processing Operator
OUM 10 :
Rs 15450 x 300 15750 x 325 17700 x 375 19575 x 475 21950 x 625
23200 x 775 31725
Technician (Audio Video Production)
Technician (Engineering and Technology Services)
OUM 11 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
31725
Assistant Documentation Officer
OUM 12 :
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
OUM 13 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Assistant Financial Operations Officer
~ 371 ~
Pay Review 2016

62.
OUM 14 :
Rs 18825 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
34350
Technician (Audio Video Production) (Personal to Technician (Operations)
of ex-MCA)
Technician (Engineering & Technology Services) (Personal to Technician
(Engineering Services) of ex-MCA)
OUM 15 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 36200
Computer Operations Controller (Personal)
OUM 16 :
Rs 21475 x 475 21950 x 625 23200 x 775 32500 x 925 36200

OUM 17 :
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
OUM 18 :
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

OUM 19 :
Rs 21950 x 625 23200 x 775 32500 x 925 37125 x 1225 39575

OUM 20 :
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
Assistant Systems Analyst
Library Officer
OUM 21 :
Rs 21000 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 38350 QB 39575 x 1225 40800 x 1525 42325
Senior Technician (Engineering and Technology Services)
OUM 22 :
Rs 21000 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
Senior Technician (Audio Video Production)
OUM 23 :
Rs 23975 x 775 32500 x 925 37125 x 1225 40800 x 1525 42325
Pay Review 2016
Senior Technician (Engineering & Technology Services) (Personal to Senior

Technician (Engineering Services) of the ex-MCA
Senior Technician (Audio Video Production) (Personal to Senior Technician
(Operations) of ex-MCA)
~ 372 ~

62.
OUM 24 :
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 42325

Senior Documentation Officer
OUM 25 :
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 53200 QB 54825 x 1625 56450
Technical Executive (Engineering and Technology Services)
Audio Video Executive
OUM 26 :
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
OUM 27 :
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Librarian
OUM 28 :
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
OUM 29 :
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
Academic Media Coordinator
OUM 30 :
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
Marketing and Development Officer
Systems Analyst/Senior Systems Analyst
OUM 31 :
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
OUM 32 :
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
Lecturer
Technical Officer/Senior Technical Officer (Research) (ex-Service Providing
Institutions) (Personal)
~ 373 ~
Pay Review 2016

62.
OUM 33 :
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Senior Technical Executive (Engineering and Technology Services)
Senior Audio Video Executive
OUM 34 :
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850 68500

x 1950 70450
Assistant Registrar
Head, Audio Video Production
Head, Engineering and Technology Services
Head, Library Services
Senior Academic Media Coordinator
OUM 35 :
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950 74350

Senior Lecturer
OUM 36 :
Rs 49950 x 1625 62950 x 1850 68500 x 1950 74350

Deputy Registrar
OUM 37 :
Rs 51575 x 1625 62950 x 1850 68500 x 1950 74350

Principal Academic Media Coordinator
OUM 38 :
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000 86000

Registrar
OUM 39 :
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000 89000

Associate Professor
Director (Academic Affairs)
Director (Language Institute)
Director (Multimedia and ICT Services)
Director (Open School)
Director (Quality Assurance and Capacity Building)
OUM 40 :
Rs 116000
Director-General
Pay Review 2016
~ 374 ~

EX-MAURITIUS COLLEGE OF THE AIR

SALARY SCHEDULE
MCA 1
Rs 17330
Safety and Health Officer (Part Time) (Personal)
MCA 2
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 23975
Handy Worker/Tradesman (Skilled) (Personal)
MCA 3
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
25525
Senior Handy Worker/Tradesman (Skilled) (Personal)
MCA 4
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerk/ Word Processing Operator (Personal)
MCA 5
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
30950
Assistant Printing Officer (Personal)
MCA 6
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
MCA 7
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 36200
Computer Operations Controller (Personal)
MCA 8
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

Financial Operations Officer (Personal)
Procurement and Supply Officer (Personal)
MCA 9
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
Assistant Systems Analyst (Personal)
MCA 10
Rs 23200 x 775 32500 x 925 37125 x 1225 40800 x 1525 42325

Graphics Artist (Personal)
Printing Officer (Personal)
~ 375 ~
Pay Review 2016

EX-MAURITIUS COLLEGE OF THE AIR (Contd)

MCA 11
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 43850

Senior Financial Operations Officer (Personal)
Senior Procurement and Supply Officer (Personal)
MCA 12
Rs 33425 x 925 37125 x 1225 40800 x 1525 49950 x 1625 51575

Principal Financial Operations Officer (Personal)
MCA 13
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Copy Editor (Personal)
MCA 14
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 51575 QB 53200 x 1625 56450
Graphics Officer (Personal)
MCA 15
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Senior Printing Officer (Personal)
MCA 16
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
Systems Analyst/Senior Systems Analyst (Personal)
MCA 17
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 48425

QB 49950 x 1625 62950
Graphics Officer (Personal to officer in post as at 30.6.03)
MCA 18
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
Senior Printing Officer (Personal to officer in post as at 30.06.08)
MCA 19
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850 68500

x 1950 70450
Head Graphics, Publishing and Printing (Personal)
Head Learning Resources Centre (Personal)
MCA 20
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950 74350

Quality Assurance Officer (Personal)
Senior Lecturer (Personal)
MCA 21
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000 89000

Associate Professor (Personal)
Pay Review 2016
~ 376 ~
Ministry of Ocean Economy, Marine Resources,

Fisheries Shipping and Outer Islands
63.
Outer Islands Development Corporation
63.1
The Outer Islands Development Corporation (OIDC), is established under Act No 41

of 1982 as a corporate body responsible for the management and development of
the Islands of Agalega and St. Brandon. It operates under the aegis of the Ministry
of Ocean Economy, Marine Resources, Shipping, Fisheries and Outer Islands.
63.2
The objects of the OIDC are to manage and develop the Outer Islands and also
advise the Minister on the development of such activities as may lead to a more
economic exploitation of the Outer Islands; and the grant or determination of leases
over the Outer Islands on such terms and conditions as shall warrant their optimum
use.
Outer Islands
Agalega
63.3
Agalega, situated at 1000 km North of Mauritius comprises two islands namely, the
North and the South covering a total area of 2600 hectares which is mainly covered
with coconut plantations.
North Island
63.4
The North Island consists of two villages namely, village 25 and Village La Fourche.
Most of the activities of the islands are centred in village 25 such as the
Administration, Police, Primary and Secondary Schools, Health Centre, Churches,
Shops, Mauritius Telecom, Oil Mill, Meteorological Station and airstrip.
63.5
The Port Saint James (jetty) is located at village La Fourche where the main store is
situated. All vessels sailing to Agalega anchor at La Fourche where embarkation/
disembarkation exercise takes place. The National Coast Guard post and the radar
system for the surveillance of our marine zone are also located there.
South Island
63.6
Village Saint Rita is the only village of the South Island comprising one Health
Centre, Church, Police Quarters, School, Shop etc. The main activities in the South
Island are agriculture (vegetables), coconut plantation and livestock project.
St Brandon Islands
63.7
St Brandon Group of Islands constitutes 28 islets lying about 400 km to the North
East of Mauritius. The total area of the islets is about 500 acres. These islets are
spread over an area of approximately 1000 km. The Archipelago supports several
valuable fishery stocks and a diversity of marine, fauna and flora. There is no
permanent population on St. Brandon but only fishermen working on a temporary
basis.
~ 377 ~
Pay Review 2016

63.8
The administration and control of the affairs of the corporation is vested in the Outer
Islands Development Board. The General Manager is the Chief Executive of the
OIDC. He is responsible for the execution of the policy of the Board and for the
control and management of the day-to-day business of the corporation.
63.9
The Resident Manager is responsible for the administration and development of the
two islands of Agalega including the maintenance of order and discipline and
promoting the welfare of the inhabitants.
63.10
The OIDC has a strength of about 200 employees based at Agalega out of the
whole population of 300. These employees are divided into different grades. Out of
the 200 employees, only a few were covered by the Bureau and the rest were
covered by a Collective Agreement signed between Management and
representatives of the employees effective from 01 July 2008. The agreement has
lapsed on 30 June 2013 and as from 01 July 2013 all the workers are covered by
the PRB.
63.11
In the context of this review exercise, the Management and Staff Side of the OIDC
have made joint representations. During consultations held at the Bureau, much
emphasis was laid on paragraphs 287-289 of the Government Programme 20152019 which makes mention of several future projects for the development of the
Outer Islands. Hence, there is need for the OIDC to be properly staffed so as to
enable the organisation to deliver on its mandate efficiently and effectively.
Evidently the main demands relate to the creation and restyling of some grades. We
have examined all the proposals made and are making appropriate
recommendations.
Administrative Officer (New Grade)

63.12
Presently, the OIDC is administered by the General Manager and he is assisted by

the Deputy General Manager. It has been submitted that the Corporation is called
upon to face new challenges in the light of the new governments mandate and
vision. These involve, among others, investment in new projects, searching for new
sources of finance, partnerships and collaborations with local and international
institutions.
63.13
Request has been made for a level to strengthen the Administration Department
and at the same time provide appropriate administrative and leadership support to
the organisation, to which we are agreeable.
Recommendation 1
63.14
We recommend the creation of a grade of Administrative Officer.

possessing a Degree in Management or Administration from a recognised
Pay Review 2016
~ 378 ~

reckoning at least four years post qualification experience in administration

and management.
63.15
Incumbent would be required, inter alia, to be in charge of the administration

division of the OIDC and be responsible for its day-to-day management; be
responsible for the formulation and implementation of manpower planning and
development and training schemes; formulate and direct the implementation of
plans and policies relating to industrial relations, discipline, health and safety and
staff welfare; and act as Secretary to the sub-committees.
Coordinator, Social Work (New Grade)

63.16
It has been submitted that, following the social developments in recent years, the
standard of living of Agaleans has increased with the introduction of monetary use.
However, this has also brought some forms of social malpractices in relation to
excessive consumption of alcoholic drinks, increased reported cases of domestic
violence, among others.
63.17
Management has represented that, given the specificity of the Outer Islands, their
location and the complex nature of cases in the social arena coupled with the fact
that activities in the field of social work has increased considerably over the years,
there is a pressing need for a level to monitor the prevailing situation and assist
Management towards upgrading the quality of life in the Outer Islands. We
subscribe to this and are, therefore, making appropriate recommendation.
Recommendation 2
63.18
We recommend the creation of a grade of Coordinator, Social Work.

possessing a Degree in Psychology or Sociology or Social Work from a
recognised institution or an equivalent qualification acceptable to the Board
and reckoning at least four years experience in the field of social work.
63.19
Incumbent would be required, inter alia, to plan, supervise, co-ordinate and monitor
the work of social workers; be responsible for the organisation, co-ordination of
informative training and recreational activities for the inhabitants of the Outer
Islands; work in collaboration with relevant stakeholders for the implementation of
welfare programmes in the Outer Islands; follow up and monitor hardship cases
which need special attention and making use of referrals techniques; organise
awareness campaigns and Information, Education and Communication (IEC)
programmes for inhabitants of the Outer Islands; and investigate into cases of
abuse and/or violence against women, children and in the family and take
appropriate remedial action.
~ 379 ~
Pay Review 2016


63.20
The main store is situated at La Fourche Village. It is a central store used to

warehouse all the goods received from Mauritius. Goods for sales are issued to the
two shops on the islands while those not for sales such as spare parts, building
materials, among others, are kept in the main store.
63.21
Provision of cargo comprising mainly shop goods, building materials, tools, spare
parts and fuel amounting to around Rs 6-7 million per shipment is undertaken
during the months of February, June, August and November by Vessel M/S
Trochetia to service Agalega on a timely basis to ensure that the inhabitants are
not deprived of any essential commodity to sustain their living on the islands. The
chartering fees for the shipment of cargo to/from Agalega by Vessel M/S Trochetia
amounts to around Rs 10-11 million per trip.
63.22
Management has represented that the lack of qualified personnel in Agalega for the
stores section is impeding the proper monitoring and control over the key functions
of receiving, checking, recording and issuing of goods to users. This shortcoming
has also been reported by the Audit Department.
63.23
With the increase in the number of trips to Agalega and in view of the high financial
implications of each trip, it has been submitted that the stores section should be
manned by qualified personnel to ensure that its activities are carried out efficiently
and effectively. We are agreeable to the request and recommend accordingly.
Recommendation 3
63.24

experience and merit, from officers in the grade of Assistant Procurement and
Supply Officer who reckon at least two years service in a substantive
63.25
Incumbent would be required, inter alia, to be responsible for the preparation of

requisitions in consultation with the Resident Manager; organise and manage
procurement and supply activities; be responsible for the maintenance of proper
system of control over procurement, supply, warehousing and stock control
operations; and ensure that all adequate safeguards against the risks of fire, theft,
deterioration and damage exist and that all items are stored in good condition.

Recommendation 4
63.26

Pay Review 2016
~ 380 ~


Master Salary Scale up to salary point Rs 42325 provided that they:
(i)
(ii)

preceding year; and

Resident Manager
63.27
The Resident Manager is responsible for the administration and development of the
two islands of Agalega including the maintenance of order and discipline and
promoting the welfare of the inhabitants.
63.28
In the previous Report, recommendation was made to provide the Resident

Manager with appropriate means of commutation since incumbent has no fixed
hours of work and is expected to be available at all times in the performance of his
duties. Considering the topography of the Island and the nature of duties
performed, we are maintaining this provision.
Recommendation 5
63.29
We recommend that the Resident Manager should continue to be provided

with appropriate means of commutation for both official and private purposes.
63.30
An inducement allowance equivalent to 60% of monthly salary is presently being

paid to Mauritian Officers posted to Agalega Islands on a contract basis. We are
maintaining the allowance.
Recommendation 6
63.31
We recommend that an inducement allowance equivalent to 60% of the

monthly salary should be paid to officers on contract employment posted to
Agalega Islands.
63.32
We also recommend that the monthly inducement allowance payable to these

officers be pro-rated with respect to the duration of their stay in these islands.
Disturbance Allowance
63.33
Officers domiciled in Mauritius are also required to serve in Agalega and St.
Brandon on a tour of service which varies from four to six months. These officers
are presently being paid a monthly disturbance allowance of 60% of their gross
salary. We are maintaining the allowance.
~ 381 ~
Pay Review 2016

Recommendation 7
63.34
We recommend that a monthly disturbance allowance equivalent to 60% of

gross salary (basic salary plus salary compensation at approved rates)
should be paid to officers on a tour of service in Agalega and St. Brandon.
63.35
We also recommend that the monthly disturbance allowance payable to these

officers be pro-rated with respect to the duration of their stay in these islands.
63.

SALARY SCHEDULE
OIC 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
OIC 2
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18450
Caretaker
Childcare Assistant
Facilitator Pre-Primary
formerly Preschool Assistant
Handy Worker
Office Assistant
OIC 3
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18825
Shop Assistant
OIC 4
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
Office Attendant
OIC 5
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 22575
Boatman
OIC 6
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200
Driver
Shopkeeper
Pay Review 2016
~ 382 ~

63.
OIC 7
OUTER ISLANDS DEVELOPMENT CORPORATION (Contd)

Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x
475 21950 x 625 23200
Field Supervisor
OIC 8
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 23975
Tradesman
OIC 9
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 23975
OIC 10
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 25525
OIC 11
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 25525
Driver (Heavy Mechanical Unit)
OIC 12
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 26300
Support Officer
OIC 13
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 27075
Clerk Assistant
OIC 14
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 28625
Store/Indent Officer
OIC 15
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 29400
Purchasing and Marketing Assistant
OIC 16
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 30175
Clerk (Personal)
~ 383 ~
Pay Review 2016

63.
OIC 17

Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 30175
Foreman
OIC 18
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 30950
Data Records Officer
OIC 19
Rs 15450 x 300 15750 x 325 17700 x 375 19575 x 475 21950 x

625 23200 x 775 30950
Maintenance Technician
OIC 20
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 31725
Works Officer
OIC 21
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
OIC 22
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
Accounts Clerk
Assistant Accounts Officer
Assistant Agricultural Development Officer
formerly Field Supervisor
OIC 23
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 34350
Office Coordinator
OIC 24
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 35275
Social Worker
OIC 25
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 37125 x 1225 38350
OIC 26
Pay Review 2016
Rs 21000 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 38350
Senior Maintenance Technician
~ 384 ~

63.
OIC 27

Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350
OIC 28
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800
OIC 29
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
Fisheries Officer
Safety and Health Officer/ Welfare Officer
OIC 30
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 40800 x

1525 42325
Purchasing and Marketing Officer/Senior Purchasing and Marketing
Officer
OIC 31
Rs 21950 x 625 23200 x 775 32500 x 925 37125 x 1225 40800 x

1525 45375
Assistant Resident Manager
OIC 32
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 48425
Agricultural Development Officer
OIC 33
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Development Officer
Administrative Officer (New Grade)
Coordinator, Social Work (New Grade)
OIC 34
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
Administrative Manager (Personal)
OIC 35
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
Engineer/Senior Engineer
~ 385 ~
Pay Review 2016

63.
OIC 36

Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950
Resident Manager
OIC 37
Rs 53200 x 1625 62950 x 1850 68500 x 1950 74350 x 2825

80000 x 3000 86000
OIC 38
Rs 101000
General Manager
Pay Review 2016
~ 386 ~

64.
Private Secondary Schools Authority
64.1
The Private Secondary Schools Authority, a body corporate established under the
Private Secondary Schools Authority (PSSA) Act No 20 of 1976, operates under the
aegis of the Ministry of Education and Human Resources, Tertiary Education and
Scientific Research. Its main responsibilities are, inter alia, the registration of
private secondary schools along with their respective Managers, Rectors as well as
the teaching and non-teaching staff, and the payment of grants properly accruing to
schools. The PSSA also ensures that the terms and conditions of staff in the
Private Secondary Schools are in conformity with existing regulations.
64.2
The aim of PSSA is to ensure that education is imparted in an environment

conducive to effective learning and as at date, 111 private secondary schools are
registered with the PSSA.
64.3
The organisation structure of the PSSA comprises different sections, namely,

Administration, Finance, Stores, Information Technology and Registration. The
PSSA is managed by a Board. It is headed by a Director, who is responsible for the
execution of the policy of the Authority and the control and management of its dayto-day business, and is staffed by employees belonging to the professional,
technical and workmens cadres.
64.4
In the context of its Programme 2015-2019 - Achieving Meaningful Change,

Government will review the legal and institutional framework of the management
and operation of Private Secondary Schools and revisit the role and function of the
PSSA. In this respect and to be in line with the vision of Government, the PSSA is
proposing a new organisation structure to respond to the new changes in this sector
and meet the needs and expectations of all stakeholders.
64.5
The Management of the PSSA proposes to adopt a phased approach in the

implementation of the proposed organisational structure by creating sections
namely: Human Resource Management Development (HRMD) Section; Project
Implementation and Monitoring (PIM) Section and Communication and PR Unit with
appropriate grade/staff complement. Request has been made for the provision of
several grades including IT Technician on the establishment of the Authority. The
Representatives of the Ministry of Education, Human Resources, Tertiary Education
and Scientific Research have, during the management meeting, informed that the
Ministry concurs with the proposals of the Management of the PSSA. The staff
side, on the other hand, have requested for alignment of the Finance, Human
Resource and Procurement cadres along similar lines as in the civil service together
with the inclusion of the grades of Office Management Assistant and Management
Support Officer in the Report.
~ 387 ~
Pay Review 2016

64.6
The Bureau has analysed the submissions of parties concerned and considers that
the organisation structure which dates back to 1976 no longer serves its purpose
due to the new exigencies in the education sector. We view that the redesign of the
organisation structure is imperative to enable the Authority to meet its current and
future operational requirements as well as to attain the objectives set by the
Government.
Human Resource Management and Development Section

64.7
The PSSA currently caters for some 120 staff members as well as 5088 teaching
staff and 2170 non teaching staff of Private Secondary Schools. With this staff
strength, the organisation needs an innovative structure for HR delivery and that as
a strategic partner to drive organisational efficiency. With a view to ensuring that,
amongst others, recruitment and appointment of teaching and non-teaching staff;
determination of staff entitlement, approval of applications for Head of
Department/Section Leaders and managing other HR issues of staff of grant aided
Private Secondary Schools and the PSSA, are dealt with in a professional, efficient
and effective manner, we are providing for a two-level structure to service the
Human Resource Management and Development Section.

Recommendation 1
64.8
We recommend the creation of a grade of Human Resource Management

Officer on the establishment of the Private Secondary Schools Authority.
possessing a Degree in Human Resource Management from a recognised
institution and reckoning at least two years post qualification experience in
the field.
64.9
The Human Resource Management Officer would be, inter alia, required to: assist
in the implementation of human resource strategies, policies and practices; provide
support in making the most effective use of human resources so as to achieve the
PSSAs corporate goals and objectives; ensure that Human Resource policies,
rules, regulations and procedures are properly interpreted and consistently applied
so that all employees are treated fairly and equitably; deal with matters relating to
recruitment and selection of employees, including appointment, promotion,
retirement, training, discipline etc.; and draft schemes of service and revising
existing ones to meet organisational needs.
Human Resource Officer (New Grade)

Recommendation 2
64.10
We recommend the creation of a grade of Human Resource Officer on the

establishment of the Private Secondary Schools Authority. Appointment
Pay Review 2016
~ 388 ~

thereto should be made by selection from among candidates holding a

Diploma in Human Resource Management from a recognised Institution.
64.11
Incumbent would be required, inter alia, to provide advice in accordance with

standing rules and regulations on matters relating to the management of human
resources; assist in the implementation of human resource policies so that all
officers are treated fairly and equitably; review staffing requirements in terms of
number of staff and skill levels through regular manpower assessments; assist on
the determination of human resource needs in terms of number and levels of
responsibility through proper planning and forecasting and to prepare budget
proposals; draft and process Schemes of Service; assist in the identification of
training needs and in mounting appropriate training courses; maintain an up-to-date
Human Resource Management Information System; and promote good employee
relations and staff welfare.
Project Implementation and Monitoring Section

64.12
With a view to ensuring that the overall implementation, management and

coordination of educational and other projects are effected properly, we are
providing for a grade of Project Coordinating Officer to service the Project
Implementation and Monitoring Section.
Project Coordinating Officer (New Grade)

Recommendation 3
64.13
We recommend the creation of a grade of Project Coordinating Officer on the

degree in Management from a recognised Institution.
64.14
Incumbent would be required, inter alia, to: be responsible for the effective overall
implementation, management and coordination of educational and other projects;
be the focal point between Manager/Rector of Private Secondary Schools, PSSA
and other appropriate organisations regarding project implementation; advise
Managers/Rectors of Private Secondary Schools on all aspects regarding projects
and provide information as necessary; work with respective Ministries/Departments
for implementation of national and sector-specific policies, strategies, practices and
other Reports/Documents; report on bottlenecks and constraints in implementation
of project/programme and recommend remedial actions; and monitor the
performance of schools.
~ 389 ~
Pay Review 2016

Communication and PR Unit

64.15
The Communication and PR Unit will have a crucial role in dealing with matters
pertaining to students. It will cater for the provision of appropriate advice and
assistance to parents and the public along with dealing with complaints and queries;
professional guidance, counselling and psychological support to students; and
assistance to students requiring special attention. Management has submitted that
the unit be staffed with new grades of Public Relations Officer, Educational
Psychologist and Educational Social Worker which we are providing.

Recommendation 4
64.16
We recommend the creation of a grade of Public Relations Officer on the

thereto should be made by selection from among candidates holding a
Diploma in Communication from a recognised institution and reckoning at
least five years experience in public relations/communication.
64.17
Incumbent would be required, inter alia, to: communicate with all stakeholders
including the general public, potential and existing students of Private Secondary
Schools and with other institutions on a variety of educational issues; be
responsible for all media matters; prepare public relations materials; develop the
Authoritys public profile; and assist in the organisation of seminars and workshops;
implement and coordinate educational projects.
Educational Psychologist (New Grade)

Recommendation 5
64.18
We recommend the creation of a grade of Educational Psychologist on the

establishment of the Private Secondary Schools Authority Appointment
Degree in Psychology from a recognised Institution.
64.19
Incumbent would be required, inter alia, to give psychological advice to educators of

private secondary schools; conduct in-service courses for private secondary
schools staff after school hours and during school holidays in collaboration with
Educational Social Workers; advise parents by way of visits, talks, pamphlets,
booklets, guidelines; support, organise and co-ordinate remedial and special
education programmes in schools; promote mental health programmes at school
and counselling at secondary levels; help in the elaboration of psycho-pedagogical
tools; collect and update data; and ensure upkeep of record on relevant cases.
Pay Review 2016
~ 390 ~

Educational Social Worker (New Grade)

Recommendation 6
64.20
We recommend the creation of a grade of Educational Social Worker on the

Diploma in Social Work from a recognised institution.
64.21
Incumbent will be required, inter alia, to assist, support and collaborate with
Educational Psychologist in day-to-day activities and deal with minor recurrent
issues; liaise with the school, the community, and Educational Psychologists to
identify cases of children needing special attention; establish link between home,
school and community or other relevant institutions in respect of children suffering
from social, emotional and behavioural problems; visit students families and
provide practical assistance;
provide group/individual counselling in school
premises; and work in collaboration with heads of schools to address problems of
school violence, absenteeism and drop outs.

64.22
With the growing usage of Information Technologies (IT) in schools, the grade of IT
Technician was created for Private Secondary Schools. The representatives of
PSSA and the Ministry of Education and Human Resources, Tertiary Education and
Scientific Research (MOE, HR, TE and SR) have informed that the implementation
of the recommendation made in the 2013 PRB Report calls for rationalisation as in
the Civil Service there is a pool of 10 IT Technicians serving some 62 State
Secondary Schools and 215 primary schools. Request has, therefore, been made
that a pool of IT Technician be recruited on the establishment of PSSA to service
both the Authority and Private Secondary Schools along with the abolition of the
grade of Computer Officer. With a view to ensuring optimum use of human
resources the Bureau concurs with the proposal of both the PSSA and MOE, HR,
TE and SR and is making appropriate recommendation.
Recommendation 7
64.23
We recommend the creation of a grade of IT Technician on the establishment

of the Private Secondary School Authority. Appointment thereto, should be
made by selection from among candidates possessing a Diploma in
Information Technology or a related field.
64.24
Incumbent would be required, inter alia, to be responsible, for the

maintenance, repair and administer the ICT equipment including all related
peripherals; ensure the proper maintenance and repairs of ICT equipment;
provide general technical guidance and support to end-users; devise
appropriate systems of security in relation to hardware and software; advise
on the purchase of spare parts for ICT equipment; maintenance and repair all
~ 391 ~
Pay Review 2016

electrical/electronic teaching aids; liaise with suppliers for repairs and/or

maintenance of ICT equipment; and troubleshooting network problems.
64.25
We further recommend that with the creation of the grade of IT Technician on

the establishment of the PSSA, the grade of Computer Support Officer should
be abolished.
64.

SALARY SCHEDULE
PSSA 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
PSSA 2
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18450
Handy Worker
PSSA 3
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575
Security Guard
PSSA 4
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
Gardener
Office Attendant
PSSA 5
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21000
Senior Gardener
PSSA 6
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200
PSSA 7
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 23975
Binder
PSSA 8
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 23975
Pay Review 2016
~ 392 ~

64.
PSSA 9
PRIVATE SECONDARY SCHOOLS AUTHORITY (Contd)

Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x
375 19575 x 475 21950 x 625 23200 x 775 25525
PSSA 10
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 29400
PSSA 11
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 30175
PSSA 12
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 31725
PSSA 13
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
PSSA 14
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
Statistical Officer
PSSA 15
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 37125 x 1225 38350
PSSA 16
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

Computer Officer
Financial Officer
PSSA 17
Rs 16075 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 37125 x 1225 39575
Educational Social Worker (New Grade)
~ 393 ~
Pay Review 2016

64.
PSSA 18

Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x
1225 40800
Human Resource Officer (New Grade)
PSSA 19
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
PSSA 20
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 43850

PSSA 21
Rs 33425 x 925 37125 x 1225 40800 x 1525 49950 x 1625 51575

PSSA 22
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Project Coordinating Officer (New Grade)
PSSA 23
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Systems Analyst
Educational Psychologist (New Grade)
PSSA 24
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Internal Auditor
PSSA 25
Rs 32500 x 925 37125 x 1225 40800 x 1525 49950 x 1625 62950

Supervisor/Senior Supervisor
PSSA 26
Rs 39575 x 1225 40800 x 1525 49950 x 1625 62950

PSSA 27
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
Principal Supervisor
Pay Review 2016
~ 394 ~

64.
PSSA 28

Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950
74350
Finance Manager
PSSA 29
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

83000
Secretary
PSSA 30
Rs 72400 x 1950 74350 x 2825 80000 x 3000 89000

Deputy Director
PSSA 31
Rs 110000
Director
~ 395 ~
Pay Review 2016

Pay Review 2016
~ 396 ~
65.
Public Officers Welfare Council
PUBLIC OFFICERS WELFARE COUNCIL
65.1
The Public Officers Welfare Council (POWC) was established under Act No. 28 of
1992. As a body corporate, it operates under the aegis of the Ministry of Civil
Service and Administrative Reforms and is managed and administered by a Board.
65.2
With a mandate to promote the welfare of public officers and their families, the
POWC envisions to complement efforts towards building a modern and efficient
public service equipped to respond to the challenges of the day. In this context, the
Council organises regularly cultural, educational, recreational, sports and leisure
activities for public service staff and their families.
65.3
The Council is structured with the grades of Organising Secretary, Senior Officer
and Clerk/Word Processing Operator. However, all officers serving the Council are
posted on secondment from the MCSAR. Consequently, during consultations,
Management of the POWC was advised to come up with a proper organisational
structure with specific departmental grades instead of having grades on
secondment. Pending a re-organisation of the Council, we are not bringing any
change to the present arrangement.
65. PUBLIC OFFICERS WELFARE COUNCIL
SALARY SCHEDULE
POWC 1 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
POWC 2 :
Rs 18075 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
34350
Senior Officer
POWC 3 :
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 39575

Organising Secretary
~ 397 ~
Pay Review 2016
Public Officers Welfare Council
Pay Review 2016
~ 398 ~

66.
66.1
The Rabindranath Tagore Institute (RTI) is a body corporate, set up by Act No. 48
of 2002 with the objects to: establish, as a tribute to Rabindranath Tagore, a centre
of studies of Indian culture and traditions; and promote education and culture
generally.
66.2
Its vision is to create a brilliant future by enriching its competence and enhancing
the quality of life with scholarly engagement in education, culture, research and
outreach. The RTI currently offers tertiary level programmes in Film Production,
Arts and Crafts and Dramatic Arts, among others.
66.3
At present, the post of Director (RTI) is vacant and a member of staff from the MGI
is acting as Officer-in-Charge. She is supported in her tasks by a complement of
staff in substantive as well as contractual positions.
66.4
In the context of this Review, representations have been received for the creation of
the grades of Management Support Officer and Office Management Assistant.
During consultation, Management was informed that the two grades can be created
upon the Boards approval prior to the publication of this Report since provision has
already been made in Vol 2 Part II of the EOAC Report 2013 for their creation.
Parties were also informed that grades which are urgently required would be graded
by the Bureau on an ad hoc basis well before and even after the publication of this
Report, once the parent Ministry conveys its approval and the proposed schemes of
service are in order.
66.5
After examining all the submissions, we are, in this Report, maintaining the present
structure and restyling the grade of Assistant Lecturer/Lecturer to Lecturer. We are
also maintaining the grant of additional increments for academic achievement.
66.6
At present, Lecturers formerly Assistant Lecturer/Lecturer, who have improved their

qualifications and shown achievements within their academic field are granted
additional increments. We are maintaining this provision.
Recommendation
66.7
We recommend that Lecturers formerly Assistant Lecturer/Lecturer holding a

PhD and/or a Masters degree and reckoning academic attainment through
published research, teaching, administrative contributions and publications
and having stayed on top of their revised salary scale for one year, should be
allowed to move incrementally up to a maximum of two increments to be read
from the master salary scale.
~ 399 ~
Pay Review 2016

66.8
66.

SALARY SCHEDULE
RTI 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
RTI 2
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 18450
Handy Worker
RTI 3
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
RTI 4
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
RTI 5
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 23975
Electrician
RTI 6
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
RTI 7
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
RTI 8
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Accounts Clerk
Pay Review 2016
~ 400 ~

66.
RTI 9
RABINDRANATH TAGORE INSTITUTE (Contd)
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
RTI 10
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800 x 1525 42325
Library and Documentation Officer
RTI 11
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
RTI 12
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
Lecturer
RTI 13
Rs 101000
Director (Rabindranath Tagore Institute)
~ 401 ~
Pay Review 2016

Pay Review 2016
~ 402 ~

67.
Rajiv Gandhi Science Centre Trust Fund
67.1
Operating under the aegis of the Ministry of Education and Human Resources,
Tertiary Education and Scientific Research, the Rajiv Gandhi Science Centre Trust
Fund (RGSCTF) was established under Act No. 6 of 1994. It aims to be a centre of
excellence in the communication and promotion of science and technology.
67.2
In fulfilling its mission to serve as a centre for non-formal education while promoting
science and technology among the population through various media, the RGSCTF
envisions, among others, to create an awareness for science and technology and its
impact in society and encourage creativity and innovation particularly among young
people.
67.3
To be in line with the global trends in science and technology as well as realising
the vision of the Government to boost science popularisation, encourage scientific
research and develop the critical mass of scientists in economic pillars of the
country, the RGSCTF has devised various strategies namely, the development of
new exhibits on emerging areas in science and technology; organising lectures,
seminars and workshops for various target groups; acquisition and dissemination of
latest information in science and technology; and collaboration with like-minded
local/international institutions.
67.4
The RGSCTF is headed by a Director who is responsible for the control and
management of the Centre as well as the execution of the policy of the Board. He
is supported in his task by a complement of personnel in professional, technical and
other occupational categories.
67.5
With a view to enabling the RGSCTF to better fulfil its mandate, we are, in this
Report, reinforcing the organisation structure with the creation of a few grades,
enlarging a few schemes of service, merging the grades of Resource Officer and
Senior Resource Officer as well as abolishing a few other grades.
Deputy Director
67.6
At present appointment to the grade of Deputy Director is made by selection from

among Manager/Curators reckoning at least five years service in a substantive
capacity in the grade. Management has reported that, in order to attract more
experienced candidates from like-minded institutions in the country, the selection
exercise should be carried out through open competition.
67.7
The Bureau, however, is of the view that changing the mode of appointment may
not be appropriate as the grade of Deputy Director is a promotional route for serving
Manager/Curators in the organisation. Keeping this in view, the Bureau is making
provision for a new mode of appointment to address the issue.
~ 403 ~
Pay Review 2016

Recommendation 1
67.8
We recommend that recruitment to the grade of Deputy Director should

continue to be made by selection from among Manager/Curators of the
RGSCTF reckoning at least three years service in a substantive capacity in
the grade. In the absence of qualified serving officers, recruitment should be
made from among outside candidates possessing a Degree in a science
subject or in Engineering, a post-graduate degree in a science subject or in
Engineering and reckoning at least five years experience in either public or
private sector in the field of science and technology.
Manager (Planetarium) (New Grade)

67.9
Following a memorandum of understanding between the National Council of

Science Museums, Government of India and the RGSCTF, Government decided to
relocate the planetarium with a view to decentralising the activities of the Centre.
Since the planetarium will be another separate unit operating under the aegis of the
RGSCTF, there is need for a grade to head the unit. We are recommending
accordingly.
Recommendation 2
67.10
We recommend the creation of the grade of Manager (Planetarium) on the

establishment of the RGSCTF. Appointment, thereto, should be made by
selection from among candidates possessing a Masters Degree in Physics,
Astrophysics or Astronomy or an equivalent qualification. Incumbent in the
grade of Manager (Planetarium) may be required to work outside normal
working hours including Saturdays, Sundays and public holidays. This
element has been taken into consideration in arriving at the salary determined
for the grade.
67.11
Incumbent would be required, inter alia, to lead Astronomy Education/

demonstration/dissemination programmes, overview the proper functioning of the
planetarium premises and report any problem or make suggestions to the Director
of RGSCTF; and create/mount special programmes to highlight any celestial
phenomena occurring in the southern hemisphere that is visible/ of concern to
Mauritius.
Resource Officer/Senior Resource Officer

formerly Senior Resource Officer
Resource Officer
67.12
At present, there exists the grades of Senior Resource Officer and Resource Officer
at the Centre. Incumbents in both grades would be performing more or less similar
duties. In line with the policy of the Bureau for delayering and avoiding overlapping
of duties, we are merging and restyling these two grades to better reflect the nature
of duties and responsibilities shouldered by the incumbents.
Pay Review 2016
~ 404 ~

Recommendation 3
67.13
We recommend that the grades of Resource Officer and Senior Resource

Officer at the RGSCTF be merged and restyled Resource Officer/Senior
Resource Officer. Incumbent in the merged grade would be required to
perform the duties of the Resource Officer as well as those of the Senior
Resource Officer. This element has been taken into consideration in arriving
at the salary recommended for the grade.
Assistant Resource Officer (New Grade)

67.14
The Department of Education has a Manager/Curator (Education) as Head of

Department who is supported by officers in the grade of Resource Officer.
Management has submitted that with the increasing demand to conduct both inhouse and outreach activities, there is need to provide the department with an
additional support grade to which we are agreeable.
Recommendation 4
67.15
We recommend the creation of the grade of Assistant Resource Officer on the

establishment of the RGSCTF. Appointment thereto, should be made by
selection from among candidates possessing a Cambridge Higher School
Certificate with a pass at Principal Level in at least two science subjects
(Physics, Chemistry or Biology) obtained on one certificate or passes in at
least two science subjects (Physics, Chemistry or Biology) obtained on one
certificate at the GCE A Level or an equivalent qualification.
67.16
Incumbent would be required, among others, to explain exhibitions to visitors; assist

in organising and conducting non-formal educational programmes; support in the
development of teaching aids and science kits; and carry out research work related
to Science and Technology.

67.17
With the advent of new technologies and in light of increasing developments in the
electrical, electronics and information technology/systems sector for science
centres, Management has requested that there is an urgent need to equip
sufficiently the IT department with the adequate human resources. Based on the
vision of the Centre and future technical developments, we subscribe to the request
Recommendation 5
67.18
We recommend the creation of the grade of IT Officer on the establishment of

the RGSCTF. Appointment thereto, should be made by selection from among
candidates possessing a Degree in Computer Science, Computer Engineering
or Information Systems from a recognised institution or equivalent.
~ 405 ~
Pay Review 2016

67.19
Incumbent would, among others, be required to assist the Manager/Curator

(Electrical/Electronics/IT) in the management of the IT Unit; assist and advise the
Manager/Curator (Electrical/Electronics/IT) in all IT-related matter/projects; ensure
timely execution of all IT works, repairs, maintenance, installation and
commissioning; and develop, maintain and protect an effective computerised
information system for the development of databases and softwares.
Exhibition Officer
67.20
At present, appointment to the grade of Exhibition Officer is made by selection from

among candidates possessing a degree in Commercial Art. Management has
submitted that with the present qualifications requirement, duties related to
exhibitions are hampered as incumbent is called upon to perform a multitude of
tasks. Consequently, proposal has been made to enlarge the scheme of service of
the grade of Exhibition Officer with a view to encompassing a wider range of
qualifications geared towards exhibition development capabilities and
competencies.
Recommendation 6
67.21
We recommend that, the scheme of service of the grade of Exhibition Officer

be enlarged such that appointment thereto, should, henceforth, be made by
selection from among candidates possessing a Degree in the field of
Commercial Arts/Fine Arts/Visual Arts/Applied Arts and reckoning at least two
years working experience. Candidates should also be proficient in graphic
design, sculpture, 3D modelling and installation.
Senior Procurement and Supply Officer (New Grade)

67.22
One area of the Centre that requires an urgent remedial action is the stores
management and inventory control. Procurement is an important component of this
activity-oriented Centre. However, there is lack of dedicated officers to handle such
activities. Management has reported that the Auditors Report has also highlighted
this shortcoming.
67.23
Management has also laid emphasis on the fact that the post of Procurement and
Supply Officer was advertised twice but no candidate could be recruited. With a
view to enhancing service delivery and to induce people to join this cadre, we are
strengthening the structure of the Procurement and Supply Unit.
Recommendation 7
67.24
We recommend the creation of the grade of Senior Procurement and Supply

Officer on the establishment of the RGSCTF. Appointment thereto, should be
by promotion, on the basis of experience and merit, of officers in the grade of
Procurement and Supply Officer at the RGSCTF who reckon at least two
Pay Review 2016
~ 406 ~

years service in a substantive capacity in the grade and who possess a

Diploma in Purchasing and Supply Management from a recognised institution.
67.25
Incumbent would be required, inter alia, to organise and manage the procurement
and supply activities; perform procurement, store keeping, and stock control duties
in accordance with the provisions laid down in approved rules and procedures;
assist in the appraisal and review exercises related to procurement, supply and
warehouse operations; and prepare bids as per approved procedures.
67.26
We further recommend the creation of the grade of Assistant Procurement

and Supply Officer on the establishment of the RGSCTF. Appointment
thereto, should be made from among candidates possessing a Cambridge
Higher School Certificate or passes in at least two subjects obtained on one
certificate at the General Certificate of Education Advanced Level and
reckoning at least two years experience in procurement and supply duties.
67.27
Incumbent would, among others, be required, to perform procurement, store

keeping and stock control duties in accordance with regulations in force; carry out
daily test checks and report any discrepancy arising out of loss, shortage,
deterioration, surplus; assist in the verification that physical quantities tally with
quantities in stores ledger; and assist in any assignment related to procurement,
supply and warehousing operations.
Internal Control Officer (New Grade)

67.28
Management has reported that successive Auditors Reports and even the Office of
Good Governance have highlighted the weaknesses in proper control of all
processes in the Centre and have recommended the creation of a grade of Internal
Control Officer whereby incumbent would work independently of all Departments,
act as a watchdog for good governance and report directly to the Director about any
observations and remedial actions to be taken. We are, therefore, making
Recommendation 8
67.29
We recommend the creation of the grade of Internal Control Officer on the

selection from among serving officers who hold a substantive appointment
and who have successfully completed all papers of Fundamentals
(Knowledge) and Paper F4 of Fundamentals (Skills) or have obtained the
Certificate in Business Accounting (Foundation Level) of the CIMA
Examination (New Syllabus) or an equivalent qualification.
~ 407 ~
Pay Review 2016

67.30
Incumbent would be required, inter alia, to audit the finance, stores and other sites
of the Centre; draft queries, memorandum or inspection reports arising out of the
examination of the accounts and ensure that the Director is informed promptly of
explanations; and supervise, undertake and examine annual statements and draft
reports thereon.
Exhibit Fabricator (New Grade)

67.31
Management has submitted that there is an increasing demand from other

organisations to provide them with exhibits/exhibitions fabricated by the RGSCTF.
Also, the core activity of the Mechanical Engineering Department should be related
to exhibit development. Thus, there is need to have a grade whereby incumbents
would be doing the exhibit fabrication using different materials and appropriate
techniques. We have examined the requests and we are making necessary
provision to this effect.
Recommendation 9
67.32
We recommend the creation of the grade of Exhibit Fabricator on the

selection from among candidates possessing a Certificate of Primary
Education and NC level 3 in at least 2 different trades issued by the MITD or
67.33
Incumbent would be required, among others, to fabricate exhibits with a view to

demonstrating scientific principles under the supervision of the Maintenance and
Development Officer (Mechanical); maintain exhibits that suffer damage due to
visitors interaction; carry out the necessary measurements and calculations of the
trade; and search the local market for low cost items/materials to be used for
fabrication of exhibits.
Abolition of Grades
67.34
At present, the grades of Technical Officer (Electronics) and Technical Officer

(Exhibition) are vacant and Management has submitted that they would no longer
be required.
Recommendation 10
67.35
We recommend that the grades of Technical Officer (Electronics) and

Technical Officer (Exhibition) at the RGSCTF be abolished.
On-Call Allowance
67.36
Officers in the grades of Manager/Curator, Exhibition Officer and Resource Officer/

Senior Resource Officer formerly Resource Officer and Senior Resource Officer
who are assigned the responsibility of allocating tasks and overviewing the smooth
running of the Centre during weekends and public holidays are, presently, granted
Pay Review 2016
~ 408 ~

an all-inclusive on-call allowance.

As this arrangement will continue, we are
Recommendation 11
67.37
We recommend that officers in the grades of Manager/Curator, Exhibition

Officer and Resource Officer/Senior Resource Officer formerly Senior
Resource Officer and Resource Officer who are assigned the responsibility of
allocating tasks and over-viewing the smooth running of the RGSCTF during
weekends and public holidays be paid all-inclusive on-call allowance as
hereunder:
On-Call
Rs
Rs
Resource Officer/Senior
Resource Officer
formerly Senior
Resource Officer and
Resource Officer
Rs
660
530
530
800
640
640
Manager/
Curator
Exhibition
Officer
Saturdays
Sundays/Public Holidays
67.

SALARY SCHEDULE
RGSC 1 :
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
RGSC 2 :
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 18450
Handy Worker (Future Holder)
RGSC 3 :
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575
Security Guard
RGSC 4 :
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Gardener
~ 409 ~
Pay Review 2016

67.
RGSC 5 :
RAJIV GANDHI SCIENCE CENTRE TRUST FUND (Contd)

Rs 12230 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21475
Handy Worker (Personal)
RGSC 6 :
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 23975
Carpenter
Electrician
Fitter
Painter
Welder
RGSC 7 :
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
RGSC 8 :
Rs 13270 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
Tradesman /Senior Tradesman
formerly Tradesman/Senior Tradesman (Electronics)
RGSC 9 :
Rs 13530 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
Exhibit Fabricator (New Grade)
Multi-skilled Trades Worker
RGSC 10 :
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 25525
Driver/Handy Worker
RGSC 11 :
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
Exhibition Assistant
RGSC 12 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
RGSC 13 :
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30950
Technical Assistant
Pay Review 2016
~ 410 ~

67.
RGSC 14 :

Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
31725
Assistant Resource Officer (New Grade)
RGSC 15 :
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
RGSC 16 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
RGSC 17 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 37125 x 1225 38350
Internal Control Officer (New Grade)
RGSC 18 :
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
RGSC 19 :
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

Financial Officer
RGSC 20 :
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 43850

Senior Procurement and Supply Officer (New Grade)
RGSC 21 :
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800 x 1525 48425
Maintenance and Development Officer
RGSC 22 :
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
RGSC 23 :
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Exhibition Officer
~ 411 ~
Pay Review 2016

67.
RGSC 24 :

Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x
1625 56450
Accountant
RGSC 25 :
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 59700
Resource Officer/Senior Resource Officer
formerly Senior Resource Officer
Resource Officer
RGSC 26 :
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Manager/Curator (Education)
Manager/Curator (Electrical/Electronics/IT)
Manager/Curator (Mechanical Engineering)
Manager (Graphics and Exhibition)
Manager (Planetarium) (New Grade)
RGSC 27 :
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950 74350 x

2825 80000 x 3000 83000
Deputy Director
RGSC 28 :
Rs 101000
Director
Pay Review 2016
~ 412 ~
Rights Management Society
68.
68.1
The Rights Management Society (RMS) which operates under the aegis of the
Ministry of Arts and Culture has been established under Section 43 of the Copyright
Act 2014. It has replaced the former Mauritius Society of Authors and as a
Copyright Management Society has had its activities enlarged. The main objects
and functions of the RMS, amongst others, are to collectively manage rights which
may include the rights of authors or owners of Copyright under the Copyright Act
2014; and represent and defend the interests of its members in Mauritius and
abroad.
68.2
The RMS is managed by a Board and headed by a Director who is responsible for
the implementation of the policy of the Board and its day-to-day management. The
present organisation structure of the RMS comprises the Administrative and the
Technical Divisions of the former MASA. To deliver on its mandate effectively in
line with the provisions of the new Copyright Act, it is considered that the
organisation structure needs to be re-engineered.
68.3
In the context of this review exercise, the staff side have represented that, there is
need for a proper structure to enable the society to cater for the increasing demand
for membership, to pursue the expansion of its activities in line with the new
Copyright Act, to maintain sustained dynamism; and to have a better enforcement
of the provision of the Act. The Management of RMS had in response to the
Bureaus Circular dated 09 January and 05 March 2015 conveyed the proposal of
its Board requesting the Bureau to align the salary scales of employees at the RMS
to those of similar position in other Parastatal Bodies.
68.4
During meeting at the Bureau, both the Ministry of Arts and Culture and
Management of RMS were sounded on the proposals from the staff side requesting
for the creation of numerous dedicated grades and were advised to review their
initial proposal at the RMS Board level. However, Management of the RMS has, in
view of the short lapse of time for the publication of this Report, submitted that the
prevailing organisation structure be maintained and the salaries be aligned with
corresponding grades across Parastatal Bodies. Management has also informed
that the Board has decided to review all schemes of service of its employees.
68.5
We are, therefore, maintaining the present organisational structure while restyling

the grade of Director-General to Director to be in line with the Copyright Act 2014.
~ 413 ~
Pay Review 2016
Rights Management Society
68.

SALARY SCHEDULE
RMS 1
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Office Attendant
RMS 2
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
RMS 3
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
RMS 4
Rs 15750 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
31725
Licensing Officer (Personal)
RMS 5
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Management Support Officer (RMS)
RMS 6
Rs 18075 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
35275
Senior Officer (RMS)
RMS 7
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

Financial Officer
Membership and Repertoire Officer
RMS 8
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Accountant
RMS 9
Rs 95000
Director
formerly Director-General
Pay Review 2016
~ 414 ~
69.
69.1
The Road Development Authority (RDA), a body corporate established by Act No. 6
of 1998, operates under the aegis of the Ministry of Public Infrastructure and Land
Transport. It became fully operational as from October 2001.
69.2
The Authority provides for a cost efficient mobility in comfort and safety to the
Mauritian population and its economic operators throughout the island by
developing, preserving and maintaining a high standard of classified road network
through the judicious use of human, material, financial and technological resources.
It also aims to provide a reliable road network to support the main economic
activities of the country through effective movement of people and goals.
69.3
The RDA provides new roads as an integral part of national development and being
solely responsible for the construction, care, maintenance and improvement of
motorways and main roads, inter alia, plans, designs and supervises the
construction of roads intended to be classified as motorways and main roads;
carries out or causes to be carried out the upgrading of motorways and main roads
and their routine and periodic maintenance. The Authority also maintains existing
bridges, tunnels and associated works on motorways and main roads; prepares and
implements road development schemes; and conducts and coordinates research
and investigation on material required for road construction.
69.4
The RDA is basically a technical organisation headed by professional Engineers

and supported by administrative personnel. The main challenge of the Authority is,
therefore, to manage efficiently its limited resources to further achieve its main
objectives.
69.5
At present, the activities of the RDA are organised under two executive arms,
namely, Administration and Technical. The Administration arm encompasses
Secretariat, Finance and Audit while the Technical arm comprises the Planning
Division, Implementation Division and the Maintenance Division. Each division is
headed by a Divisional Manager. The Secretariat is under the administrative control
of an Administrative Manager who is also responsible for the Stores Section. The
Financial Controller is the head of the Finance Section whereas the Internal Auditor
is for the Audit Section.
69.6
The RDA is administered by a Board and is headed by the General Manager who is
the executive head of the organisation, responsible for the implementation of the
policies of the Board, for achieving the financial operating goals and ensuring the
proper management and monitoring of the day-to-day affairs of the Authority. In the
performance of his duty, the General Manager is assisted by a Deputy General
Manager.
~ 415 ~
Pay Review 2016
69.7
In the context of the present review exercise, no consultative meetings could be

held with the Management of the Road Development Authority. In the given
circumstances, we are maintaining the existing structure.

Recommendation 2
69.8

that they:
(i)
(ii)

preceding year; and
(iii)
are not under report
69.

SALARY SCHEDULE
RDA 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
RDA 2
Rs 14325 x 275 14875

Trainee Assistant Inspector of Works
RDA 3
Rs 14325 x 275 15150

Trainee Surveyor
RDA 4
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 18075
Lorry Loader
RDA 5
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 18450
Handy Worker
Pay Review 2016
~ 416 ~
69.
RDA 6
ROAD DEVELOPMENT AUTHORITY (Contd)
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 18825
RDA 7
Rs 11200 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19200
Stores Attendant
RDA 8
Rs 11450 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19200
RDA 9
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575
Security Guard
RDA 10 :
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Herbicide Sprayerman
Office Attendant
RDA 11
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21000
RDA 12
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
RDA 13
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver
RDA 14
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200
Field Supervisor
Leading Hand
~ 417 ~
Pay Review 2016
69.
RDA 15
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 23975
Blacksmith
Carpenter
Mason
Painter
Welder
RDA 16
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 23975
RDA 17
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
RDA 18
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 25525
RDA 19
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 27075
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
27075
RDA 20

Senior Leading Hand
RDA 21
Rs 17050 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
28625
RDA 22
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
RDA 23
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 30175
Assistant Foreman/Foreman (Personal)
Pay Review 2016
~ 418 ~
69.
RDA 24
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
RDA 25
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 30175

Chief Blacksmith
Chief Carpenter
Chief Mason
Chief Painter
Chief Welder
Foreman
RDA 26
Rs 18075 x 375 19575 x 475 21950 x 625 23200 x 775 30950

RDA 27
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 31725
Survey Technician
RDA 28
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
31725
RDA 29
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
RDA 30
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Accounts Clerk
RDA 31
Rs 20525 x 475 21950 x 625 23200 x 775 32500 x 925 34350

Office Supervisor
RDA 32
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 35275
RDA 33
Rs 21475 x 475 21950 x 625 23200 x 775 32500 x 925 36200

Inspector of Works
~ 419 ~
Pay Review 2016
69.
RDA 34
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
RDA 35
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

Accounts Officer
RDA 36
Rs 21950 x 625 23200 x 775 32500 x 925 37125 x 1225 39575

RDA 37
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800
RDA 38
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800 x 1525 42325
Computer Technician
Technical Officer (Materials Testing Laboratory)
RDA 39
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 42325

RDA 40
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 43850

RDA 41
Rs 27850 x 775 32500 x 925 37125 x 1225 40800 x 1525 46900

RDA 42
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525 48425

Senior Technical Officer (Materials Testing Laboratory)
Pay Review 2016
~ 420 ~
69.
RDA 43
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

RDA 44
Rs 33425 x 925 37125 x 1225 40800 x 1525 49950 x 1625 51575

RDA 45
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
RDA 46
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Surveyor
RDA 47
Rs 28675 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Internal Auditor
RDA 48
Rs 36200 x 925 37125 x 1225 40800 x 1525 49950 x 1625 56450

RDA 49
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 59700
Manager (Civil Engineering)
Senior Surveyor
RDA 50
Rs 36200 x 925 37125 x 1225 40800 x 1525 49950 x 1625 59700

RDA 51
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
formerly Accountant
RDA 52
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Senior Manager (Civil Engineering)
~ 421 ~
Pay Review 2016
69.
RDA 53
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950 x 1850 66650
RDA 54
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950 70450

Assistant Divisional Manager (Civil Engineering)
Head Surveyor
RDA 55
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950 74350

Financial Manager
RDA 56
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000 86000

Divisional Manager (Civil Engineering)
RDA 57
Rs 89000 x 3000 95000

RDA 58
Rs 110000
General Manager
Pay Review 2016
~ 422 ~

70.
Seafarers Welfare Fund
70.1
Operating under the aegis of the Ministry of Ocean Economy, Marine Resources,
Fisheries, Shipping and Outer Islands, the Seafarers Welfare Fund (SeWF) is
established as a body corporate under Act No 19 of 2008. It is administered and
managed by a Board. The Secretary is the Chief Executive of the Fund.
70.2
In fulfilling its mission of promoting the social and economic welfare of seafarers in
Mauritius, the SeWF envisions to provide welfare facilities to active and retired
seafarers, as well as to their families.
70.3
The objectives of the SeWF are, among others, to assist and advise those
responsible for providing welfare facilities and to ensure coordination between them;
and manage the Fund and undertake such things as appear requisite and
advantageous for the furtherance of the objects and functions of the Fund.
70.4
We are, in this review exercise, maintaining the current organisation structure which
is appropriate.
70.

SALARY SCHEDULE
SeWF 1
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver/Office Care Attendant
SeWF 2
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerical Officer/Word Processing Operator
SeWF 3
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
SeWF 4
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 37125 QB 38350 x 1225 39575
Welfare Liaison Officer
SeWF 5
Rs 21950 x 625 23200 x 775 32500 x 925 36200 QB 37125 x 1225

40800 x 1525 45375
SeWF 6
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Secretary
~ 423 ~
Pay Review 2016

Pay Review 2016
~ 424 ~
Seafarers Welfare Fund
71.
Sir Seewoosagur Ramgoolam Botanic Garden Trust
SIR SEEWOOSAGUR RAMGOOLAM BOTANIC GARDEN TRUST
71.1
Established under Act No.10 of 1999, the Sir Seewoosagur Ramgoolam Botanic
Garden Trust (SSRBGT) operates under the aegis of the Ministry of Agro-Industry
and Food Security.
The SSRBGT is responsible for the management,
administration and maintenance of the Botanical Garden, the buildings and
historical monuments found therein.
71.2
Its main objectives are to: care for the collection of plants and preserved plant
materials found in the Garden; establish linkages with similar bodies along with
research and extension institutions on matters pertaining to horticulture, biology and
related activities appropriate to a botanic garden; and disseminate knowledge with
respect to plant life through publications and other means.
71.3
Management of SSRBGT has made submissions for the creation of grades in the
Administration and Technical Departments as well as for the merging of certain
technical grades to allow the organisation to be equipped with qualified staff and
also to meet its operational needs. On the basis of justifications provided for the
above requests, the Bureau is making provision to allow the SSRBGT to fulfil its
mandate efficiently and effectively.

71.4
In the context of this review, Management has proposed the creation of the grade of
Administrative Manager against abolition of the grade of Administrative Secretary.
Since the post of Administrative Secretary is vacant and that the Administrative
Manager would be required to shoulder higher responsibilities, the Bureau is
agreeable to the proposal.
Recommendation 1
71.5
We recommend the creation of a grade of Administrative Manager.

Appointment to the grade should be by selection from among candidates
possessing a Degree in Administration or Management and reckoning at least
three years relevant experience.
71.6
Incumbent would be required, inter alia, to be responsible for the proper

administration and management of the SSRBGT and ensure the proper functioning
of its activities; assist in the formulation of policies relating to industrial relations and
ensuring that issues relating to discipline and grievance issues are promptly dealt
with; act as Secretary to the Board and other committees set up by the Trust; initiate
action and follow up on all legal matters pertaining to the Trust; and represent the
Trust in Commissions, Tribunals and Courts.
~ 425 ~
Pay Review 2016

71.7
In order to align with similar organisations under the aegis of the same parent
Ministry, Management has proposed to merge the grades of Technical Officer and
Senior Technical Officer. The Bureau considers that with delayering and flatter
structures, the focus is on an increased efficiency and customer responsiveness.
We are, therefore, making appropriate recommendation to that effect.
Recommendation 2
71.8
We recommend that the grades of Technical Officer and Senior Technical

Officer be merged and restyled Technical Officer/Senior Technical Officer.
Guide (New Grade)

71.9
At present, guide services at the Garden are provided by Freelance Guides.

Management of SSRBGT has submitted that there is need to recruit Guides on the
establishment of the organisation so as to provide professional and knowledgeable
information on the Garden to all visitors. We are recommending accordingly.
Recommendation 3
71.10
We recommend the creation of a grade of Guide. Appointment thereto, should

be made by selection from among candidates possessing a Cambridge
Higher School Certificate and having knowledge of another modern language
would be an advantage.
71.11
Incumbent would be required, among others, to plan, organise and conduct

educational activities for school children as well as other visitors; escort individual or
groups around the garden, tour points of interest and respond to questions; monitor
visitors activities in order to ensure compliance with establishment regulation and
safety practices; get information from all sources and explain or translate the
information; and distribute brochures, show audiovisual presentations and explain
establishment processes and operations at tour sites.
71.
SIR SEEWOOSAGUR RAMGOOLAM BOTANIC GARDEN TRUST FUND

SALARY SCHEDULE
SSRBGT 1 :
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
Pay Review 2016
~ 426 ~
71.
SIR SEEWOOSAGUR RAMGOOLAM BOTANIC GARDEN TRUST (Contd)
SSRBGT 2
Rs 9050 x 230 10200 x 250 11450 x 260 14050 x 275 15150 x

300 15750 x 325 17700 x 375 18825
General Handy Worker (Roster)
SSRBGT 3
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18075
Gateman (Personal) (ex-Tobacco Board)
SSRBGT 4
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 19200
Stores Attendant
SSRBGT 5
Rs 11450 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 18825
Handy Worker (Roster)
SSRBGT 6 :
Rs 17330
Safety and Health Officer (Part-Time)
SSRBGT 7 :
Rs 11450 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19200
Assistant Handy Worker (Skilled)
SSRBGT 8 :
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
Office Attendant
Stockman
Woodcutter
SSRBGT 9 :
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21000
SSRBGT 10 :
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200
SSRBGT 11 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200
Field Supervisor
~ 427 ~
Pay Review 2016
71.
SSRBGT 12 :
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 23975
SSRBGT 13 :
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 23975
SSRBGT 14 :
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 25525
Driver (Lorries above 5 Tons, Heavy Mechanical Unit, Heavy Tractors)
SSRBGT 15 :
Rs 13530 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 27075
Ticket/Sales Officer (Roster)
SSRBGT 16 :
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 27850
Ticket/Sales Officer (Personal)
SSRBGT 17 :
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 29400
SSRBGT 18 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 30175
Guide (New Grade)
SSRBGT 19 :
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 31725
Audio Visual Assistant
Technical Assistant
SSRBGT 20 :
Rs 15150 x 300 15750 x 325 17700 x 375 19575 x 475 21950 x

625 23200 x 775 32500
Warehouse Assistant (Personal) (from ex- Tobacco Board)
SSRBGT 21 :
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
Pay Review 2016
~ 428 ~
71.
SSRBGT 22 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
SSRBGT 23 :
Rs 22575 x 625 23200 x 775 32500 x 925 36200

SSRBGT 24 :
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 37125 x 1225 38350
SSRBGT 25 :
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

Accounts Officer
SSRBGT 26 :
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 42325

Assistant Warehouse Supervisor (Personal) (from ex-Tobacco Board)
SSRBGT 27 :
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 48425
SSRBGT 28 :
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Publications and Liaison Officer
SSRBGT 29 :
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Scientific Officer
SSRBGT 30 :
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Botanist
~ 429 ~
Pay Review 2016
71.
SSRBGT 31 :
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Accountant
SSRBGT 32 :
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 62950
SSRBGT 33 :
Rs 77175 x 2825 80000 x 3000 83000

Director
Pay Review 2016
~ 430 ~
72.
Small and Medium Enterprises Development

Authority
SMALL AND MEDIUM ENTERPRISES DEVELOPMENT AUTHORITY
72.1
Initially, the Small and Medium Enterprises Development Authority (SMEDA) was
established by Act No 18 of 2009 to make better provision for the promotion and
development of small and medium enterprises. Subsequently, the act was
amended with the Financial Act 2015 to have a more coherent strategy in providing
meaningful support at all levels to entrepreneurs for realisation of projects to
achieve the Economic Vision 2030 of the Government.
72.2
Presently, the Small and Medium Enterprises (SMEs) sector plays a crucial role in
the socio-economic development of the country in contributing significantly for
productive employment opportunities, the generation of income and eventually, the
reduction of poverty. Additionally, a large number of people rely on the SMEs
directly or indirectly for their living. SMEs, therefore, deserve full support so as to
develop into major enterprises.
72.3
The success of Government economic vision to sustain SMEs growth depends to a

large extent on the ability of SMEDA to assist them in starting business as well as to
encourage those already in business to grow. SMEDA is, therefore, called upon to
play an important role in providing intensive support to Potential SMEs and Existing
SMEs registered with SMEDA.
72.4
The intense campaign led by SMEDA through the National and Regional Fairs,
Regional Training Courses and Workshops over the island to promote
entrepreneurship is a proof that SMEDA has a key role to play in the development
of entrepreneurship.
72.5
In line with Governments policy, SMEDA set up the One Stop Shop to provide
under one roof SMEs with the support to allow them to promote their capabilities,
continue to build their businesses and successfully carry out their operations.
72.6
Services provided by SMEDA with the setting up of the One-Stop-Shop are to

support the needs of SMEs, to name a few, include General Business Development
Services, Specialised Business Development Services, Licensing & Permits,
Capacity Building, Industrial Space, Marketing and Financial Support.
72.7
The functions of the SMEDA are, among others, to provide Core Support Services,
facilitate access to industrial space, finance and productive resources; conduct
surveys in the SMEs sector and provide market intelligence for those enterprises;
collaborate with other local and international agencies dealing with SMEs to develop
the local SMEs; and coordinate entrepreneurship activities carried out by Public
sector agencies and the private sector.
~ 431 ~
Pay Review 2016

Authority
72.8
In the context of the present review exercise, Management has submitted that it is
imperative for SMEDA to be equipped adequately in terms of human resources to
be able to operate with optimal efficiency to cope with the many challenges ahead,
taking into consideration the Governments objectives to eliminate delays in delivery
of clearances for the operation of business/enterprise. Request has also been
made for restyling of grades and abolition of posts. The Unions on the other hand
have made representations for upgrading and restyling of certain posts, granting of
duty remission facilities for the grade of Assistant Manager and filling of vacant
posts.
72.9
We have examined all the proposals made by both Management and Unions and
are making appropriate recommendations to enhance service delivery of the
organisation. As regard, the grade of Assistant Manager, it is already among those
eligible for loan to purchase a 70% duty exempted car for official travelling.
Business Development Specialist (New Grade)

72.10
While the Union has made representations for an upgrading of the post of Business
Development Officer in view of their working experience, management has
submitted that there is need for a level to provide specialised business development
services including support in the preparation of business plans to existing and
potential entrepreneurs. We are making provision to this effect.
Recommendation 1
72.11
We recommend the creation of a grade of Business Development Specialist.

Recruitment to the grade should be made by selection from among
candidates possessing a Master Degree in Business Administration or
Management or Economics or Finance or Marketing or Entrepreneurship
Development or Production and Operations Management or Industrial
Engineering and Management from a recognised institution or an alternative
equivalent qualification acceptable to the Board and reckoning at least three
years post graduate experience in a Business Management or Industrial
Development or any relevant related field.
72.12
Incumbent in the grade of Business Development Specialist would be required to,

among others, assist in the formulation and implementation of policies relating to
the development and growth of enterprises; conduct site visits at enterprises for
monitoring performance, in-house diagnosis and provide practical solutions to
operational problems; promote the One-Stop- Shop among enterprises and the
public in general; advise and support enterprises in market transformation of the
goods and services to keep abreast with current development; conduct regular
surveys to identify market needs and advise enterprises on innovation; participate in
research and development activities conducted by the Authority or other relevant
Pay Review 2016
~ 432 ~

Authority
organisations; and assist in the establishment of standards and quality management

systems for goods and services produced by enterprises.
72.13
With a view to developing strategies to improve the efficiency and effectiveness of

projects and identity bottleneck on completing projects activities, there is need for a
grade of Monitoring and Evaluation Officer to monitor and evaluate all projects and
activities. We are making provision to this effect.
Recommendation 2
72.14
We recommend the creation of a grade of Monitoring and Evaluation Officer.

Recruitment to the grade should be made by selection from among
candidates possessing a Degree in Business Administration or Management
or Economics or Finance or Accountancy or Statistics from a recognised
institution or an alternative equivalent qualification acceptable to the Board
and reckoning at least three years experience in monitoring and evaluation
activities or business operations or auditing.
72.15
Incumbent in the grade of Monitoring and Evaluation Officer would be required to,
among others, assist in the debt recovering and computing repayment of loans of
beneficiary companies; develop strategies to improve the efficiency and
effectiveness of projects, identify bottlenecks in completing projects activities;
coordinate the various components of projects to ensure their effective
implementation; collect and validate financial data of beneficiary companies at the
Registrar of Companies and other organisations; monitor all projects activities,
expenditure and progress towards achieving the Monitoring and Evaluation Units
targets; conduct training on monitoring and evaluation activities; and participate in
the conduct of studies, surveys and research activities carried out by the Authority.
Public Relations and Events Coordinator (New Grade)

72.16
It has been submitted that with the setting up of the One-Stop-Shop, there is need
to have a grade of Public Relations and Events Coordinator to promote the public
image of the SMEDA and communicate professionally to all stakeholders regarding
the services provided. We are agreeable to this request and are making
Recommendation 3
72.17
We recommend the creation of a grade of Public Relations and Events

Coordinator. Recruitment to the grade should be made by selection from
among candidates possessing a Degree in Public Relations or
Communication Studies or Journalism or Mass Communications from a
~ 433 ~
Pay Review 2016

Authority
the Board and reckoning at least three years experience in Public

Relations/Communication.
72.18
Incumbent in the grade of Public Relations and Events Coordinator would be

required to, among others, promote the public image of the SMEDA and to conduct
aptitude surveys to identify the interests and concern of Micro Small and Medium
Enterprises; devise policies and procedures pertaining to public relations with
customers, relevant stakeholders and the general public; develop and produce
internal and external communication materials of high standard for newsletters,
press release, communiqus and brochures; plan, organise and participate actively
in regional and national fairs, road shows, workshops, meetings, functions, other
communication events; co-ordinate on-site all activities and functions support
operation; and analyse press reports and produce daily press reviews for internal
use.
IT Trainer (New Grade)

72.19
Management has submitted that IT is a pre-requisite for SMEs to be technologically

literate in order to compete and survive in the highly competitive global business
environment. In this context the SMEs Resource and Technology Centre provides
IT Training both in-house and region wise to existing and potential entrepreneurs.
With the setting up of the One-Stop-Shop and the assistance schemes as well as
the facilities for the SMEs, there is need for the organisation to be properly staffed
to meet the challenges of IT Training and IT network management. We have
examined the request and are agreeable to provide for the grades of IT Trainer and
IT Support Officer to reinforce the IT Unit to ensure the effective delivery of the
SMEDA services.
Recommendation 4
72.20
We recommend the creation of a grade of IT Trainer. Recruitment to the grade

Computing or Information Technology or Computer Science from a
the Board and reckoning at least three years experience in IT Training.
72.21
Incumbent in the grade of IT Trainer would be required to, among others, develop
and evaluate IT Training curricula including learning materials; conduct training in
the field of Information Technology and assess and evaluate trainees; co-ordinate
the IT module in other training programmes provided by the SMEDA; prepare
teaching and learning materials as well as handouts and learning packs; assist in
enforcing trainees discipline and provide support and guidance to trainees, training
needs analysts, and organisation and running of workshops/seminars; and evaluate
the effectiveness of the training and course outcomes.
Pay Review 2016
~ 434 ~

Authority

Recommendation 5
72.22
We also recommend the creation of a grade of IT Support Officer.

possessing a Certificate in Information Technology or Computer Studies from
a recognised institution or an alternative equivalent qualification acceptable
to the Board.
72.23
Incumbent in the grade of IT Support Officer would be required to, among others,
assist the IT Officer and the IT Trainer in their duties; install and configure hardware
and common PC-related Software and provide preventive measures and technical
support; operate computer systems including running of processes, handling of
inputs, production of outputs, performing backups and keeping records; comply with
and promote applicable security standards in relation to computer systems; carry
out survey/audit of the technical features of computer equipment; and troubleshoot
computer hardware and software.

72.24
With the expanded role of the SMEDA, there is need for a grade to be responsible
for the human resource functions and to manage the Human Resources Unit in an
efficient and effective manner. We are, therefore, creating a grade of Human
Resource Officer/Senior Human Resource Officer to deal efficiently with all human
resource matters.
Recommendation 6
72.25
We recommend the creation of a grade of Human Resource Officer/Senior

Human Resource Officer. Recruitment thereto should be made by selection
from among candidates possessing a Diploma in Human Resource
Management or Personnel Management from a recognised institution or an
alternative equivalent qualification and reckoning at least three years
experience in Human Resource Management.
72.26
Incumbent in the grade would be required to, among others, provide advice,
guidance and assistance in accordance with rules and regulations pertaining to
human resource management policies and to assist in the implementation of human
resources policies and related matters; provide support to Head of Divisions; ensure
that human resource policies, rules, regulations and procedures are properly
interpreted and consistently applied; determine and advise on the human resource
needs of the Authority; assist in the development of organisation, design and work
procedures; and promote good industrial relations and take prompt action to settle
grievances and conflicts through negotiations and discussions.
~ 435 ~
Pay Review 2016

Authority
Recommendation 7
72.27
We further recommend that incumbents in the grade of Human Resource

major component or an alternative equivalent qualification should be allowed
to move incrementally in the Master Salary scale up to salary point Rs 42325
provided that they:
(i)
(ii)

preceding year; and
(iii)

72.28
The National Audit Office has recommended that the Authority should strengthen
the internal control and to have appropriate segregation of duties. We are,
therefore, providing for a level to cater for these functions.
Recommendation 8
72.29
We recommend the creation of a grade of Accounts Officer. Recruitment

pass in all papers of fundamentals (Knowledge) of the ACCA or an alternative
equivalent qualification acceptable to the Board and reckoning at least three
years experience in financial duties.
72.30
Incumbent in the grade of Accounts Officer would be required to, among others,
compile schedules and information for the preparation of statutory reports, annual
estimates, final accounts, statements and other reports; ensure that accounting and
stores regulations are understood, correctly applied and fully complied with; control
and discharge expenditure and payments in compliance with existing regulations;
maintain a proper system of accounting to guard against irregularity and fraud;
verify bank reconciliation statements and ensure up on outstanding items;
implement and monitor an effective enforcement mechanism to ensure prompt
recovery of debts from clients and submit a monthly report thereon; and verify
payment vouchers, supporting documents and cheques before effecting any
payment.

72.31
With the expansion in the activities of the organisation, the workload of the
Procurement and Supply Department has been considerably increased. In this
context, there is need to create a level to maintain a proper store management
Pay Review 2016
~ 436 ~

Authority
system in line with established procedure. We are making provision for a level to
strengthen the structure of the Procurement and Supply Division.
Recommendation 9
72.32

possessing a Certificate in Purchasing and Supply Management from a
recognised institution or an alternative equivalent qualification.
72.33
Incumbent in the grade of Procurement and Supply Officer would be required to,
among others, assist in the formulation of procurement policies of the SMEDA;
advise on matters relating to procurement and supply management; maintain a
proper store management system in line with established procedures; establish
proper systems of control and records of store items and assets and ensure that
adequate security is maintained; and perform procurement, warehousing and stock
control operations and maintain updated records of transactions in compliance with
the provisions and regulations made under the Public Procurement Act 2006 and
other regulations in force.
Word Processing Operator (New Grade)

72.34
Management has submitted that there is need for the grade of Word Processing
Operator so as to cope with the increasing word processing and simple
computer/data processing works as well as simple clerical duties of the various
divisions of the Authority. We are agreeable to this request and are making
appropriate provision to this effect.
Recommendation 10
72.35
We recommend the creation of a grade of Word Processing Operator.

possessing the Cambridge School Certificate and a Certificate in keyboarding
and typewriting at a speed of at least 25 words a minute from a recognised
institution and a Certificate in Word Processing or Data Processing from a
recognised institution.
72.36
Incumbent in the grade of Word Processing Operator would be required to, among
others, type and collate official documents; perform simple clerical duties, ensure
speedy handling of correspondence; perform word processing and computer/data
processing work and to operate telefax and e-mail services; and replace
Confidential Secretary.
Customer Care Officer (New Grade)

72.37
With the setting up of the One-Stop-Shop, many services in various fields are
provided by the Authority under one roof. With the increase in the number of
~ 437 ~
Pay Review 2016

Authority
visitors, there is need for a level to attend to their queries promptly, efficiently and
courteously. We are making provision for a grade of Customer Care Officer to be
the first point of contract of all visitors attending the One-Stop-Shop.
Recommendation 11
72.38
We recommend the creation of a grade of Customer Care Officer.

possessing a Cambridge School Certificate with credit in English Language
and French obtained at not more than two sittings or an alternative equivalent
72.39
Incumbent in the grade of Customer Care Officer would be required to, among
others, greet and sign in visitors; offer appropriate seating arrangements to visitors
in timely and efficient manner; determine the need of visitors (appointment,
assistance, information) and direct them accordingly; assist visitors with directions;
administer the waiting list of visitors; deal with and attend promptly, efficiently and
courteously to queries; and maintain effective communications with staff at all levels
and with customers to ensure smooth service delivery.
Salesperson (New Grade)

72.40
Presently, the SMEDA is responsible for various craft shops located in different
regions of the country. Management has submitted that there is need for a level to
be responsible for the day-to-day running of craft shop. We are addressing the
issue with the provision of a new grade.
Recommendation 12
72.41
We recommend the creation of a grade of Salesperson. Recruitment thereto

should be made by selection from among candidates possessing a
Cambridge School Certificate with credit in at least five subjects including
English Language, French and Mathematics or Principles of Accounts
obtained on one certificate or Passes not below Grade C in at least five
subjects including English Language, French and Mathematics or Principles
of Accounts obtained in one certificate at the General Certificate of Education
Ordinary Level or an alternative equivalent qualification acceptable to the
Board.
72.42
Incumbent in the grade of Salesperson would be responsible for, among others, the
sale of products to the public; the keeping of books for the sale of products and
other transactions carried out at the shop; the safekeeping of cash and stores;
regular display of products in the shop; the stock control and updating of stock
cards; daily remittance of cash received to bank; submission of daily sales report to
Head-Office; providing general information to clients and members of the public;
and maintaining a record of visitors.
Pay Review 2016
~ 438 ~

Authority
Director (Personal)
Assistant Handicraft Promotion Officer (Personal)
72.43
Management requested to abolish the grades of Director (Personal) and Assistant

Handicraft Promotion Officer (Personal) from the establishment of SMEDA as both
grades are vacant and are no longer required. We are making appropriate
provision to this effect.
Recommendation 13
72.44
We recommend that the grades of Director (Personal) and Assistant

Handicraft Promotion Officer (Personal) which are vacant be abolished.
72.
SMALL AND MEDIUM ENTERPRISES DEVELOPMENT AUTHORITY

SALARY SCHEDULE
SMEDA 1 :
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
SMEDA 2 :
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 19200
Stores Attendant
SMEDA 3 :
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575
Security Guard (Personal)
SMEDA 4 :
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
Attendant (Workshop) (Personal)
Office Attendant
SMEDA 5 :
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 22575
General Assistant (Personal)
SMEDA 6 :
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200
~ 439 ~
Pay Review 2016
72.

Authority
SMALL AND MEDIUM ENTERPRISES DEVELOPMENT AUTHORITY (Contd)
SMEDA 7 :
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 23975
SMEDA 8 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 23975
SMEDA 9 :
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 25525
Customer Care Officer (New Grade)
SMEDA 10 :
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 27075
Salesperson (New Grade)
SMEDA 11 :
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 29400
Receptionist/Word Processing Operator (Personal)
Word Processing Operator (New Grade)
SMEDA 12 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 30175
Clerical Officer/Higher Clerical Officer (Personal to incumbents in post as
at 31.12.15)
SMEDA 13 :
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 30950
Technical Assistant (Personal)
SMEDA 14 :
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 32500
SMEDA 15 :
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
Pay Review 2016
~ 440 ~
72.

Authority
SMEDA 16 :
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
Senior Clerk/Word Processing Operator (Personal)
SMEDA 17 :
Rs 17050 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
Extension Officer (Personal)
SMEDA 18 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
Accounts Clerk
SMEDA 19 :
Rs 22575 x 625 23200 x 775 32500 x 925 35275

Senior Extension Officer (Personal)
SMEDA 20 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 37125 x 1225 38350
Marketing Assistant (Handicraft) (Rodrigues)
SMEDA 21 :
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 37125 x 1225 38350
SMEDA 22 :
Rs 21475 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 38350
Information, Research and Documentation Officer
SMEDA 23 :
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

SMEDA 24 :
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800
~ 441 ~
Pay Review 2016
72.

Authority
SMEDA 25 :
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Business Analyst
IT Trainer (New Grade)
Marketing Officer
Public Relations and Events Coordinator (New Grade)
Training Coordinator
SMEDA 26 :
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
IT Officer
SMEDA 27 :
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Accountant
SMEDA 28 :
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 62950
Commercial Executive/Senior Commercial Executive (Personal)
SMEDA 29 :
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 62950
Business Development Specialist (New Grade)
SMEDA 30 :
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 62950
Assistant Manager
SMEDA 31 :
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

86000
Manager
SMEDA 32 :
Rs 95000
Chief Operations Officer
Pay Review 2016
~ 442 ~
73.
73.1
Operating under the aegis of the Ministry of Agro-Industry and Food Security, as a
body Corporate, the Small Farmers Welfare Fund (SFWF) caters for the small
planters, small breeders and farmers conducting agro processing activities and the
welfare of their families. Its functions include, among others, to: manage and
optimize its financial and other resources; set up and develop schemes and
projects; create special funds to operate any scheme set up by the Board; and
perform other related activities. In so doing, it envisions to advance and promote
the economic and social welfare of small farmers and their families.
73.2
The SFWF is headed by a Manager who is responsible for the execution of the
policy of the fund and for the control and management of its day-to-day business.
In the exercise of his functions, the Manager is supported by a complement of
officers belonging to the professional, technical, general services as well as
employees of the workmens group.
73.3
The organisation structure of the SFWF had been reinforced in the last Review
through the creation of grades, namely Computer Support Officer, Welfare Assistant
and Senior Accounts Officer. To optimise use of internal competencies, the scheme
of service of the grade of Programme Welfare Officer had been amended to enable
appointment of qualified Technical Officers therein in the first instance.
73.4
In the context of the present Review, representations have been received for
upgrading of qualifications requirement of existing grades, alignment of salaries,
and creation of additional levels. During the course of meetings, members were
apprised that grades are created on the basis of needs and new functions and
upgrading of qualifications is considered when the higher qualifications match with
the new set of duties and responsibilities. However, parties were informed that
grades which are urgently required by the organisation could be graded by the
Bureau on an ad hoc basis well before and even after the publication of the
Report once the parent Ministry conveys its approval and the proposed schemes
of service sent to the Bureau are in order.
73.5
The present set up is appropriate and it is, therefore, being maintained except for
the creation of the grade of Receptionist/Telephone Operator. We are additionally
recommending that Management should conduct a Human Resource Planning
exercise, to identify the need for additional HR requirements and to prompt
appropriate remedial measures.

73.6
At present, Management is having recourse to incumbents in the grade of Driver/

Office Attendant to operate the PABX System and to perform receptionist duties.
For greater effectiveness and to cope with the increasing number of callers, the
~ 443 ~
Pay Review 2016
need for a full time Receptionist/Telephone Operator is felt.

We are therefore
Recommendation
73.7
We recommend the creation of a grade of Receptionist/Telephone Operator.

officers possessing a Cambridge School Certificate with credits in English
Language and French or an equivalent qualification. Candidates should be
fluent in English and French.
73.8
The Receptionist/Telephone Operator would be required, among others, to: operate

the reception centre; maintain a register of all visitors; assist visitors by providing
information to them to facilitate their contact with officers of the Fund; control access
to offices of the Fund; take messages from outside callers and transmit same to
officers concerned; and operate the telephone switchboard (PABX).
73.

SALARY SCHEDULE
SFWF 1 :
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
SFWF 2 :
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
SFWF 3 :
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
SFWF 4 :
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 30175
Welfare Assistant
SFWF 5 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
SFWF 6 :
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30950
Pay Review 2016
~ 444 ~
73.
SFWF 7 :
SMALL FARMERS WELFARE FUND (Contd)
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
SFWF 8 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Accounts Clerk
SFWF 9 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 37125 x 1225 38350
SFWF 10 :
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
SFWF 11 :
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

Accounts Officer
Computer Officer (Ex Tobacco Board) (Personal)
SFWF 12 :
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800 x 1525 42325
Technical Officer
SFWF 13 :
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 43850

SFWF 14 :
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Marketing Officer
SFWF 15 :
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Programmer/Analyst
SFWF 16 :
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Internal Auditor
~ 445 ~
Pay Review 2016
73.
SFWF 17 :
SMALL FARMERS WELFARE FUND (Contd)
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
Project Co-ordinator (Ex Tea Board) (Personal)
SFWF 18 :
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

SFWF 19 :
Rs 92000
Manager
Pay Review 2016
~ 446 ~
74.
St Antoine Planters Co-operative Trust
74.1
Established as per Act No. 28 of 1994 as a body corporate, the St. Antoine Planters
Cooperative Trust operates under the aegis of the Ministry of Business, Enterprise
and Cooperatives to provide support services to agricultural cooperative societies in
which the planters are members and finance any other activities and schemes
aimed at assisting planters to improve their level of production and efficiency. Its
objectives, among others, are to: receive and manage funds received from the
Societ Usinire de St. Antoine; provide loans for agricultural activities; devise and
implement irrigation projects; provide assistance for harvest of sugar canes and
acquisition of farm equipment.
74.2
The activities of the trust do not warrant the services of officers on full time period
and as such, the two established grades i.e. Clerk/Word Processing Operator and
Secretary/Manager have not been filled.
74.3
At present, a retired civil servant from the Cooperative Officers Cadre appointed on
contract by the Ministry of Business, Enterprise and Cooperatives is managing the
affairs of the Trust.
74.4
We are envisaging no change in the present organisational structure and are

revising salaries of the existing grades.
74.

SALARY SCHEDULE
SPCT 1 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
SPCT 2 :
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Secretary/Manager
~ 447 ~
Pay Review 2016
Pay Review 2016
St Antoine Planters Co-operative Trust
~ 448 ~
75.
75.1
The State Trading Corporation (STC) was set up by an Act of Parliament in 1982 to
be the trading arm of the Government. At present, it operates under the aegis of
the Ministry of Industry, Commerce and Consumer Protection.
75.2
Over the past years, the STC has grown to be the largest Mauritian organisation in
terms of turnover. It deals with the importation of essential and strategic products
such as petroleum products, liquefied petroleum gas, staple rice, flour and luxury
rice (Basmati). The Corporation is entrusted with the mandate to sell rice and flour
as determined by the Government.
75.3
The landscape of bunkering trade has changed significantly over the last three
years. With the risk represented in the piracy zone, more ships are calling at Port
Louis for fuelling. This has generated an opportunity for Mauritius to develop the
bunkering trade. In the Government Budget 2013-2016, provision has been made
to invest massively in the Port in order to receive greater number of ships calling to
Port Louis. In this respect, the STC will have to embark on the ambitious project for
the construction of a new petroleum storage capacity to supply the market. Also,
the longer term plan is to allow the Corporation to become a future petroleum hub.
75.4
All the activities of the organisation are carried out in different divisions. The
General Manager is the Chief Executive responsible for the execution of the policy
of the Corporation as well as for the control and management of its day-to-day
business. Each division is manned by a Manager and is supported by professional,
technical and administrative staff.
75.5
Given that the market conditions and global business environment have changed
and the commodity markets have become more dynamic and complex, there is
need to continuously monitor the market and procure when the conditions are
opportune. To respond to those challenges and to achieve the objectives set by the
government, management has submitted that there is need to have the appropriate
organisation structure. Thus, in view of the important role of the STC, we are in this
Report, strengthening the organisation structure with the creation of grades at
managerial position and reengineering the procurement division which is a
significant component of the Corporation.
Assistant Commercial Manager (New Grade)

75.6
With the vision of Government for the development of Mauritius as a bunkering hub,
and more broadly, a petroleum hub, the supply of bunker fuels to local oil
companies is taking place in a partially liberalised market. The anticipated entry of
international operators into floating storage and onshore terminal business will
require an expanded role of the STC in the petroleum sector. Consequently, in line
with the substantial growth and efficient running of the Commercial Division,
~ 449 ~
Pay Review 2016
Management has proposed for the creation of a grade to assist the Commercial
Manager in his day-to-day operations. We are making the appropriate provision.
Recommendation 1
75.7
We recommend the creation of the grade of Assistant Commercial Manager

on the establishment of the STC. Appointment thereto, should be made by
promotion, on the basis of experience and merit, of officers in the grade of
Commercial Analyst reckoning at least three years service in a substantive
75.8
Incumbent would be responsible for the preparation of procurement and related

documents; and would be required, inter alia, to assist the Commercial Manager;
ensure compliance with legal framework; provide assistance in the evaluation of
tender for goods and associated services; and plan and monitor execution of
contracts for procurement of goods and related services as well as sales contract.
Procurement Division
75.9
As the trading arm of the Government, the STC is one of the largest procurement
entity in the country. Being a state-owned organisation, the STC should lead the
way in terms of transparency and accountability when procuring goods and
services. Management has submitted that the Corporation does not have a
procurement unit and has consequently, requested the setting up of a Procurement
Division to ensure that procurement activities are carried out in the most economical
and efficient manner.
Procurement Manager (New Grade)

Recommendation 2
75.10
We recommend the creation of the grade of Procurement Manager on the

establishment of the STC. Appointment thereto, should be made by selection
from among candidates possessing a degree and a post-graduate degree in
Supplies and Procurement or Economics or Finance or Accounting and
reckoning at least five years post graduate experience in Procurement.
75.11
Incumbent would be responsible for the efficient running of the Procurement

Division and would be required, among others, to implement Board policies for
procurement; advise the General Manager on procurement policies and procedures;
ensure compliance with Public Procurement Act; and attend the Procurement
Committees.
Pay Review 2016
~ 450 ~

Recommendation 3
75.12

on the establishment of the STC. Appointment thereto, should be made by
Certificate with a pass at Principal Level in Accounting or Mathematics and a
Certificate in Purchasing and Supply from a recognised institution or an
alternate qualification acceptable by the Corporation.
75.13
Incumbent, would be required, inter alia, to assist the Procurement Manager in his
duties; prepare tender documents for commodities, services and capital goods; and
arrange for publication and notices on website and in the press.
75.

SALARY SCHEDULE
STC 1
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 18450
Handy Worker
STC 2
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575
Security Guard
STC 3
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Office Attendant
STC 4
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Granary Operative
STC 5
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver
STC 6
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 23975
Tradesman
~ 451 ~
Pay Review 2016
75.
STC 7
STATE TRADING CORPORATION (Contd)
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 23975
STC 8
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
STC 9
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
Forklift Driver
STC 10
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
STC 11
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
STC 12
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 30175

Chief Tradesman
Chief Tradesman (Fitter)
STC 13
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
31725
STC 14
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
STC 15
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 32500
Supplies and Sales Officer
STC 16
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
STC 17 :
Rs 21475 x 475 21950 x 625 23200 x 775 32500

Workshop Supervisor
Pay Review 2016
~ 452 ~
75.
STC 18
Rs 17050 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 37125 x 1225 38350
Clearing and Forwarding Officer
STC 19 :
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
STC 20
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

Higher Supplies and Sales Officer
STC 21
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800 x 1525 42325
IT Technician
STC 22 :
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 43850

Senior Supplies and Sales Officer
STC 23 :
Rs 21950 x 625 23200 x 775 32500 x 925 36200 QB 37125 x 1225

40800 x 1525 45375
STC 24 :
Rs 27850 x 775 32500 x 925 37125 x 1225 40800 x 1525 46900

STC 25
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 51575
Senior Technical and Facilities Officer
STC 26
Rs 33425 x 925 37125 x 1225 40800 x 1525 49950 x 1625 51575

Principal Supplies and Sales Officer
STC 27
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
39575 QB 40800 x 1525 49950 x 1625 56450
~ 453 ~
Pay Review 2016
75.
STC 28 :
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
STC 29
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Systems Analyst
STC 30
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Internal Auditor
STC 31 :
Rs 36200 x 925 37125 x 1225 40800 x 1525 49950 x 1625 56450

Chief Supplies and Sales Officer (Future Holder)
STC 32 :
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
Business Development Officer (Marketing)
Business Development Officer (Research and Development)
Commercial Analyst
Risk and Treasury Officer
STC 33
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Assistant Financial Manager
Human Resource Manager
Procurement Manager (New Grade)
Secretary
STC 34 :
Rs 39575 x 1225 40800 x 1525 49950 x 1625 62950 x 1850 64800

Chief Supplies and Sales Officer (Personal)
STC 35 :
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850 68500 x

1950 70450
Assistant Commercial Manager (New Grade)
Assistant Risk and Treasury Manager
Audit Manager
IT Manager
STC 36
Pay Review 2016
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000 86000

Commercial Manager
Financial Manager
Risk and Treasury Manager
~ 454 ~
75.
STC 37 :
Rs110000
General Manager
~ 455 ~
Pay Review 2016
Pay Review 2016
~ 456 ~
76.
76.1
The Statutory Bodies Family Protection Fund (SBFPF) is a corporate body

operating under the aegis of the Ministry of Local Government. Its mission is to
provide an excellent level of service to the members and beneficiaries (surviving
spouse and children of employees of Parastatal Bodies and Local Authorities)
backed by up to date information technology and professional support. The
organisation is administered by a Manager.
76.2
During consultations with Management, the Bureau was apprised that the SBFPF
Act has been amended in 2012 such that employees joining a Local Authority or
Parastatal Body as from 01 January 2013 would contribute with the State Insurance
Company of Mauritius (SICOM) instead of the SBFPF. The present number of
Associates and Beneficiaries of the SBFPF is around 6900 and 1050 respectively
which are expected to gradually decrease over time.
76.3
The present organisation structure meets the needs of the Fund and is being
maintained.
76.

SALARY SCHEDULE
SBFPF 1
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
Office Attendant
SBFPF 2
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 23975
SBFPF 3
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 30175
SBFPF 5
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
SBFPF 6
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 37125 x 1225 38350
~ 457 ~
Pay Review 2016
76.
SBFPF 7
STATUTORY BODIES FAMILY PROTECTION FUND (Contd)

Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 40800
SBFPF 8
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 43850

Chief Clerk (Future Holder)
SBFPF 9:
Rs 27850 x 775 32500 x 925 37125 x 1225 40800 x 1525 46900

Chief Clerk (Personal to holder of post as at 31.12.12)
SBFPF 10:
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

SBFPF 11 :
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Assistant Manager/Accountant
SBFPF 12 :
Rs 95000
Manager
Pay Review 2016
~ 458 ~

77.
Sugar Industry Labour Welfare Fund
77.1
The Sugar Industry Labour Welfare Fund (SILWF) operates under the aegis of the
Ministry of Social Security, National Solidarity and Reform Institutions. It was set up
in 1948 to develop welfare programmes to enhance the well-being and conditions of
living of workers in the sugar sector and their families. Over the years, its
responsibilities have broadened and presently it also caters for the social welfare of
the community at large.
77.2
The core function of the SILWF is carried out by the Community Development
Division which, through its network of 135 Community Centres, provides a plethora
of educational, cultural, recreational and social activities to the public. These
centres are also used as Refugee Centres during cyclones and other natural
calamities. Besides promoting community development, SILWF also manages
scholarships and loan schemes for ongoing beneficiaries of the Sugarcane Industry.
77.3
As provided in its Act, the day to day management of the SILWF is vested in the
General Manager. He is assisted by technical, administrative and supporting staff.
In our last Report, we reinforced the structure of the Community Development
Division with the creation of a level of Deputy Commissioner, Community
Development and restyled a few grades to better reflect the nature of duties
befalling on incumbents. A new level of Human Resource Management Officer was
additionally provided in the EOAC Report.
77.4
For this review, the main representations from both Management and Staff
Associations pertain to the creation of additional levels, restyling of grades,
upgrading of salaries, review of schemes of service and enhanced conditions of
service.
77.5
In examining the representations, the Bureau has carried out a job re-evaluation
exercise. We consider that the present structure is fit for purpose and we have
taken into account all the necessary elements in arriving at the recommended
salaries of the grades. We have also restyled a few grades and reviewed the
ceiling of the official travelling for the Senior Community Development Officers.
77.6
Representations were also made to align the grades of Higher Executive Officer
and Senior Executive Officer on the grade of Office Management Executive and for
the filling of posts of Office Management Assistant by promotion instead of by
selection from Management Support Officers. The Bureau did not accede to the
requests and justified its position with appropriate explanations to the Management
of SILWF during the consultative meeting, in the presence of the staff side. It was
also advised, where relevant, to refer all implementation issues to the Departmental
Implementation and Monitoring Committee and the Central Implementation and
Monitoring Committee.
~ 459 ~
Pay Review 2016

Craft Motivator
Motivator
77.7
Proposals have been made for a change in job appellation of Craft Motivator and
Motivator as they do not reflect the real nature of duties and responsibilities
devolving upon incumbents. After having duly examined the schemes of service
and Job Description Questionnaires of both grades, we consider that the current job
titles do not portray a clear description of the duties being performed. The core
duties of the Craft Motivator are to dispense training in various crafts while
Motivators are, in addition to their motivation duties, assisting the Community
Support Officers in their day to day duties. In certain cases, they are also called
upon to replace the Community Support Officers. We are, therefore, restyling the
grades to more appropriate appellations.
Recommendation 1
77.8
We recommend that the grades of Craft Motivator and Motivator be restyled

Craft Instructor and Community Support Assistant respectively.
77.9
These elements have been taken into consideration in arriving at the

recommended salary of the grades.
Refund of Official Travelling

77.10
At present, Community Development Officers and Senior Community Development

Officers are refunded car mileage at the rate prescribed at paragraph 18.2.74 at
Volume 1 of the EOAC Report, subject to a ceiling of 400 km per month for official
travelling.
77.11
Representations have been received for a revision of the prevailing ceiling for
official travelling as Senior Community Development Officers travel extensively to
supervise an average of 10 Community Centres, carry out surveys and organise
activities at odd and staggered hours. In view of the above and based on the
findings of our survey on travelling, we are revising the ceiling for official travelling
for the grade of Senior Community Development Officers. However, the existing
ceiling of 400 km is being maintained for Community Development Officers.
Recommendation 2
77.12
We recommend that Community Development Officers and Senior Community

Development Officers be refunded car mileage at the rate as prescribed at
paragraph 18.2.68 (5) at Volume 1 of this Report.
77.13
We further recommend that the ceiling for official travelling for:

(i)
Senior Community Development Officers be revised to 600 per month;
(ii)
Community Development Officers be maintained at 400 km per month.
Pay Review 2016
~ 460 ~

Training
77.14
Representations have been received from the staff side for the provision of
training for the employees. During consultations, both Management and Staff
Side were apprised of the Bureaus training philosophy and responsibility of
Management to identify the training required by the employees and to make
appropriate arrangements.
77.15
Management should, therefore, stand guided by the provisions made in the

Chapter Training and Development in Volume 1 of this Report.
77.

SALARY SCHEDULE
SWF 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
SWF 2
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 18825
Warden/Community Activities Assistant
SWF 3
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 19200
Stores Attendant
SWF 4
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575
Security Guard
SWF 5
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Caretaker/Gardener
Office Attendant
SWF 6
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21475
Craft Instructor
formerly Craft Motivator
Community Support Assistant
formerly Motivator
~ 461 ~
Pay Review 2016

77.
SWF 7
SUGAR INDUSTRY LABOUR WELFARE FUND (Contd)
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver
SWF 8
Rs 14325 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 23975
SWF 9
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
SWF 10 :
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 26300
Receptionist/Telephone Operator (Personal)
SWF 11
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 27075
Dressmaking and Related Craft Teacher
SWF 12
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
Community Support Officer
SWF 13
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
SWF 14
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
30175
Senior Dressmaking and Related Craft Teacher
SWF 15
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 32500
Executive Assistant
SWF 16
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Pay Review 2016
~ 462 ~

77.
SWF 17
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
36200
Inspector
SWF 18
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 37125 x 1225 38350
SWF 19
Rs 18075 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
33425 QB 34350 37125 x 1225 38350
SWF 20
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
SWF 21
Rs 21475 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 38350
Supervisor, Dressmaking and Related Crafts
SWF 22
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

Public Relations/Welfare Officer
Senior Social Welfare Officer (Personal)
SWF 23
Rs 21950 x 625 23200 x 775 32500 x 925 37125 x 1225 39575

SWF 24
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
SWF 25
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 40800 x

1525 42325
Senior Inspector
SWF 26
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800
~ 463 ~
Pay Review 2016

77.
SWF 27
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 42325

Senior Executive Officer (Personal)
SWF 28
Rs 27850 x 775 32500 x 925 37125 x 1225 40800 x 1525 46900

SWF 29
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 46900

Senior Community Development Officer
SWF 30
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Assistant Finance Administrator
SWF 31
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Secretary
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x
1625 56450
SWF 32 :

SWF 33
Rs 32500 x 925 37125 x 1225 40800 x 1525 49950 x 1625 56450

Principal Community Development Officer
SWF 34
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Deputy Commissioner, Community Development
Finance Administrator
SWF 35
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950 74350

Commissioner, Community Development
SWF 36
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000 86000

SWF 37
Rs 110000
General Manager
Pay Review 2016
~ 464 ~

SOCIAL WELFARE CENTRES

SALARY SCHEDULE
SWF (SWC) 1 :
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x

260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker
SWF (SWC) 2 :
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 18825
Warden/Community Activities Assistant
SWF (SWC) 3 :
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575
Security Guard
SWF (SWC) 4 :
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 20050
Caretaker/Gardener
SWF (SWC) 5 :
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 29400
Library Assistant
PART-TIME EMPLOYEES
SALARY SCHEDULE
SWF (SWC) 6 :
Rs 5825
Assistant General Worker
SWF (SWC) 7 :
Rs 7395
General Worker
SWF (SWC) 8 :
Rs 7615
Warden
SWF (SWC) 9 :
Rs 8510
Caretaker
TV Operator
~ 465 ~
Pay Review 2016

Pay Review 2016
~ 466 ~
78.
78.1
The Sugar Insurance Fund Board (SIFB) operates under the aegis of the Ministry of
Finance and Economic Development. Being the premier provider of sugar
insurance service, the SIFB operates various schemes so as to protect sugar
production of planters, metayers, millers and refiners from losses due to cyclones,
droughts, excessive rainfall and fire.
78.2
Field inspections, managing the accounts of insured, computation of their premium

and compensation, carrying out survey measurement and investment of funds are
some of the main business activities carried out by the SIFB. These activities are
conducted under four main departments namely Operations, Finance,
Administration and IT. Besides, the SIFB has set up six sub-offices located
throughout the island so as to bring its services nearer to its clients.
78.3
At the time the 2013 PRB Report was under preparation, the SIFB had already
initiated procedures to appoint a private Consultant to review its organisational
structure and human resource requirement. So we maintained the organisation
structure and only revised the salaries and allowances in our last Report. It should
be noted that the existing structure was maintained in the EOAC Report as well.
The main recommendations of the Consultants Report concern a reduction of the
organisations workforce through an offer of voluntary retirement package (VRS)
and a review of the organisation structure including restyling, merging, abolition of
grades as well creation of levels.
78.4
Subsequently, a list of these grades together with relevant details attached, was
submitted to the Bureau for salary determination purposes. A few meetings were
held at the Bureau to clarify certain ambiguous issues in the schemes of service
and in the structure itself. Thereafter, the recommended salaries for the different
grades were communicated to the MCSAR. So far, only part of the
recommendations made by the Consultant has been implemented.
78.5
For this review, the Bureau has received representations from both Management
and the Staff Association to review the salaries we recommended for certain grades
which were created in the context of the restructuring. In addition, the Union has
made several representations over the Consultants Report. The representations
include among others, upgrading of qualifications, restyling of posts, merging of
grades and reinstatement of grades which have been abolished. The union has
even expressed its qualms regarding certain parts of the Report which it considers
to be to the detriment of many employees.
78.6
During the meeting held with Management, in the presence of the parent Ministry
and representatives of the Union, the parties concerned were lengthily explained
that the salaries granted to the new grades were commensurate with the prescribed
qualification, duties, responsibilities and experience required. Nevertheless, the
~ 467 ~
Pay Review 2016
Bureau has in the context of this review, conducted a job re-evaluation exercise,
based on which the salaries have been recommended. In so far as the other
demands of the union are concerned, we provided adequate explanation during the
meetings, for requests which we did not accede to.
78.7
Since the restructuring of the SIFB as per the Consultants Report is still in process,
the Bureau is not bringing any major change to the existing structure. We are,
nonetheless, urging Management to examine certain shortcomings arising out of the
Consultants Report and to consequently bring corrective measures. We are also
improving existing conditions of service to further motivate employees and to
enhance organisational efficiency.
78.8
Following an in depth study of the representations made by the staff association in

relation to the Consultants report, the Bureau has observed that in several
instances, the recent restructuring exercise has been done without taking into
account certain fundamental aspects. Although grades or cadres have been
created, only a few serving officers would be able to join these new grades. There
is, therefore, lack of clarity in relation to functions, responsibilities assigned and
other implementation issues. On this account, the Bureau believes that
Management may consider examining the structure of departments and schemes of
service where problems have been identified and take appropriate action to address
these issues. However, for this Report, we are providing salaries for those grades
appearing on the list thereof submitted by the SIFB.
Recommendation 1
78.9
We recommend that the SIFB considers the advisability of reviewing the

structure of departments and schemes of service where problems have been
identified and bring appropriate corrective measures.
Compensation for risk

78.10
Persistent representations have been made by the Staff Association for the grant of
a risk allowance to Field Officers/Senior Field Officers. Previously, these officers
were carrying out inspections in a team but are now called upon to perform same
alone. According to them, the risk of assault and theft especially in remote areas
has increased, the moreso as now they are required to carry out these inspections
using costly digital tablets.
78.11
The above representation does not meet our criteria set for the payment of a risk
allowance. Nevertheless, we consider that the SIFB could conduct a risk
assessment exercise in view of determining the risk faced by these officers
whenever they have to carry out inspection in risk prone areas.
Pay Review 2016
~ 468 ~
Recommendation 2
78.12
We recommend that Management should make necessary arrangements for

the conduct of a Risk Assessment Exercise in view of determining the degree
of risk faced by the concerned officers. The findings would then be forwarded
to the Bureau for necessary action. The modalities for this exercise are spelt
out at paragraph 18.15.23 of Chapter Risk, Insurance and Compensation.
Allowance to Senior/Head Office Care Attendants and Office Care Attendants

78.13
Some Senior/Head Office Care Attendants and Office Care Attendants are called
upon to perform additional duties such as cleaning toilets, gardening, lawn mowing
and related work over and above their normal scheme of duties for which they are
paid a monthly allowance of Rs 500. This allowance is being maintained.
Recommendation 3
78.14
We recommend that the allowance payable to Senior/Head Office Care

Attendants and Office Care Attendants for performing additional duties on a
daily basis such as cleaning toilets, gardening, lawn mowing and related work
over and above their normal schedule of duties should be maintained.
Bad Road Allowance

78.15
Eligible field staffs using their motorcycles and motor cars for official travelling are
presently paid a monthly bad road allowance of Rs 355 and Rs 835 respectively.
Representations have been received to raise the quantum of this allowance in view
of the distance covered on bad roads by the officers in the performance of their
duties. We have examined the request and are reviewing the quantum of the
allowance in the light of our survey findings on travelling.
Recommendation 4
78.16
We recommend that the monthly Bad Road Allowance payable to officers for
official travelling be revised as hereunder:
Bad Road Allowance for:
Rs
(a)
Eligible Field Staff using Motorcycles
375
(b)
Eligible Field Staff using Motorcars
880
~ 469 ~
Pay Review 2016
78.

SALARY SCHEDULE
SIFB 1
Rs 17330
Safety and Health Officer (Part-time)
SIFB 2
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20525
SIFB 3
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 23975
Driver/Handy Worker
SIFB 4
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 23975
Senior/Head Office Care Attendant
formerly Senior/Head Office Attendant
SIFB 5
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 27075
Telephonist/Receptionist
SIFB 6
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
SIFB 7
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerical Officer
SIFB 8
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Executive Officer
SIFB 9
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 32500 x 925 35275
Senior Field Officer
Pay Review 2016
~ 470 ~
78.
SIFB 10
SUGAR INSURANCE FUND BOARD (Contd)
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 36200
SIFB 11
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 32500 x 925 37125
Support Officer/Senior Support
SIFB 12
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 32500 x 925 37125 x 1225 38350
Support Officer/Senior Support Officer (Personal to officers who were
Assistant Data Processing Superintendents prior to 01.07.98)
SIFB 13
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
SIFB 14
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

SIFB 15
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
SIFB 16
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 43850

Registrar
Senior Executive Officer
Field/Operations Supervisor
SIFB 17
Rs 21950 x 625 23200 x 775 32500 x 925 34350 QB 35275 x 925

37125 x 1225 40800 x 1525 45375
SIFB 18
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 46900

Claims Officer
SIFB 19
Rs 27850 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

Administrative Assistant (Personal)
SIFB 20
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

~ 471 ~
Pay Review 2016
78.
SUGAR INSURANCE FUND BOARD (Contd)
SIFB 21
Rs 32500 x 925 37125 x 1225 40800 x 1525 49950

Claims Officer (Personal to officer in post as at 30.06.03)
SIFB 22
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Programmer/Analyst
SIFB 23
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Land Surveyor
SIFB 24
Rs 32500 x 925 37125 x 1225 40800 x 1525 48425 QB 49950 x 1625

56450
Area Manager
SIFB 25
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Internal Auditor
Manager, Finance
Operations Manager
formerly Senior Manager (Operations)
Senior Network and System Administrator
formerly Senior Network Engineer
Senior Software Engineer
SIFB 26
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000 86000

Chief Finance Officer
formerly Chief Manager (Finance)
Chief IT Officer
formerly Chief Manager (Information Systems Services)
Chief Operations Officer
formerly Chief Manager (Operations)
Pay Review 2016
~ 472 ~
Tamil Speaking Union
79.
79.1
The Tamil Speaking Union (TSU), which was established as a body corporate in
2008, operates under the aegis of the Ministry of Arts and Culture. Its main
objective is to promote the Tamil Language through the teaching of same to
Mauritians of Tamil origin as well as to other Mauritians.
79.2
To achieve this objective, the TSU dispenses courses in spoken Tamil in 22

regional centres across the island. It has a population of around 900 students and,
according to the Union, it is strongly believed that this figure will rise further.
Besides, the TSU also organises activities such as publication of books, production
of CDs, Tamil Spoken day and award ceremonies, amongst others. The Union,
through International network, interacts with tamil speakers around the world,
establishes friendship and exchange with tamil language speakers and encourages
linguistic development specially on the artistic, economic and social perspectives of
the tamil language.
79.3
Initially, the TSU was being serviced by personnel on a temporary basis. In our last
Report, we made provision for the grades of Driver/Office Care Attendant and
Clerk/Word Processing Operator to enable the TSU operate smoothly. Thereafter,
the organisation structure of the TSU was further reinforced with the creation of the
grade of Programme Coordinator in the EOAC Report. It should also be noted that
presently the responsibility for the overall administrative functions are being
shouldered by the Chairman of the Council.
79.4
In view of further expansion of its activities as indicated by the increasing number of

students, Management has in the context of this review, made request for the
creation of additional levels, both on a full time and part time basis.
79.5
The Bureau has carefully examined each submission. With a view to enabling it
discharge its mandate in a more effective and efficient manner, we are providing for
a new grade to cater for its financial functions and we are also enlarging the
schedule of duties of the grade of Programme Coordinator to include the research
function. Requests pertaining to the creation of certain part-time grades were not
considered as there would be overlapping of duties between them and the full time
grades. The TSU was informed accordingly during the consultative meeting.

79.6
Currently, the TSU does not have a qualified officer responsible for its day-to-day
accounting and financial transactions. Both Management and the parent Ministry
have submitted that the absence of a dedicated grade to look after these functions
often impedes the proper management of the Unions accounts. To alleviate this
problem, we are providing for a grade of Accounts Clerk to enable the TSU to
maintain a proper accounting system and to cope with its increasing financial
transactions.
~ 473 ~
Pay Review 2016
Recommendation 1
79.7
We recommend the creation of a grade of Accounts Clerk on the

establishment of the Tamil Speaking Union. Appointment thereto, should be
made by selection from among candidates possessing the Cambridge School
Certificate with credit in at least five subjects including English Language,
French and Mathematics or Principles of Accounts together with either a pass
in Accounting at Principal Level at the Cambridge Higher School Certificate
with at least two years experience in finance/audit duties or a pass in
Accounting at third level of the London Chamber of Commerce and Industry
and at least two years experience in finance/audit or a Certificate in Book
Keeping (Level II) formerly Intermediate Stage from the London Chamber of
Commerce and Industry with at least four years experience in finance/audit
duties.
79.8
Incumbent would be required, among others; to ensure that all accounting and
financial transactions of the TSU are properly accounted for in accordance with
basic principles of Financial Management; prepare paysheets, vouchers and
cheques and despatch cheques; attend to banking transactions; compute refund of
travelling; collect, verify, analyse and record all financial costing and budget data
and financial statements; verify bank reconciliation statements; maintain a proper
system of accounting and ensure that all financial transactions are correctly
recorded and complied with established rules and regulations.
Driver/Office Care Attendant (New Grade)

79.9
In the 2013 PRB Report, we provided for a grade of Driver/Office Care Attendant
which was restyled to Office Care Attendant/Receptionist in the EOAC Report.
Generally, these functions have not been combined in the Civil Service. As the
combination appears odd, the grade has been abolished, the more so that it is
vacant. Nevertheless taking into consideration that both Driver and Office Care
Attendant duties are very important for any organisation, we are providing for a
grade of Driver/Office Attendant.
Recommendation 2
79.10
We recommend:
(i)
the creation of a grade of Driver/Office Care Attendant. Appointment

thereto, should be made by selection from among candidates showing
proof of having sat for the Cambridge School Certificate or an equivalent
qualification acceptable by the Union; with good eye-sight; ability to
read and write; possessing a valid driving licence (manual gear) to drive
cars or vans or at least 15-Seater minibuses and having basic knowledge
of mechanics and simple vehicle maintenance;
(ii)
that the grade of Office Care Attendant/Receptionist be abolished.
Pay Review 2016
~ 474 ~
79.11
Incumbent would, inter alia, be responsible for driving the organisations vehicle,
carrying out simple repairs and maintenance tasks, cleaning premises, performing
messengerial duties, operating a simple telephone switchboard and ushering in/
guiding visitors to schedule officers.
Scheme of service Programme Coordinator

79.12
Management has submitted that there is need for someone to conduct research
based activities such as search and retrieval of information from electronic systems
like the internet, CD-ROMs and other electronic materials. For increased efficiency
and optimal use of resources, we are enlarging the scheme of service of the grade
of Programme Coordinator to include these duties.
Recommendation 3
79.13
We recommend that the scheme of service of the grade of Programme

Coordinator be enlarged to include research related duties such as search
and retrieval of information from electronic systems like the internet, CDROMs and other electronic materials. This element has been taken into
consideration in arriving at the salary recommended for the grade.
Part-Time Teachers
79.14
The TSU employs part-time Teachers for the teaching of tamil language in its
various regional centres across the island. These part-time Teachers are paid a fee,
based on their qualifications, as hereunder:
Teachers holding a Diploma in Tamil or a
higher qualification
Rs 390/hr
Teachers holding a qualification lower than a

Diploma in Tamil
Rs 310/hr
79.15
The part-time Teachers are also entitled to refund of travelling by bus and an Endof-Year Bonus which is computed at the rate of 1/12 of their annual earnings.
79.16
In the past, remuneration of the part-time Teachers was based on their

qualifications. Taking into consideration the qualification required to teach at these
levels and the salary scales provided for the relevant grades, it is observed that the
mode of remuneration is not appropriate. Even at Tertiary institutions, the
remuneration of resource persons is based on the level taught and not on the profile
of the Resource Person. We are, therefore, making appropriate amendments.
79.17
We are also conscious of the fact that certain courses may be running right now and
Resource Persons have already embarked on a sort of undertaking. With a view
not to penalise them we are taking necessary measures.
~ 475 ~
Pay Review 2016
Recommendation 4
79.18
79.19
79.20
We recommend that for future intakes:

(i)
Teachers teaching levels 1 & 2 should be remunerated at the rate of

Rs 155/hr; and
(ii)
Teachers teaching levels 3, 4, and 5 should be remunerated at the rate of

Rs 220/hr.
We also recommend that for the present courses being run, Teachers should
continue to draw on a personal basis the rate in force i.e.:
Teachers holding a Diploma in Tamil or a higher qualification
Rs 390/hr
Teachers holding a qualification lower than a Diploma in Tamil
Rs 310/hr
The Bureau further recommends that the part-time Teachers should continue
to be entitled for refund of travelling by bus and an End-of-Year Bonus
computed at the rate of 1/12 of their annual earnings.
79.

SALARY SCHEDULE
TSU 1 :
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver/Office Care Attendant (New Grade)
TSU 2 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
TSU 3 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
TSU 4 :
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Pay Review 2016
~ 476 ~

80.
80.1
The Tertiary Education Commission (TEC) is a body corporate established under

the provision of the Tertiary Education Commission Act of 1988. Its main objectives
are, among others, to: promote coordination and provide guidelines to tertiary
education institutions for preparing annual and long term plans for the operation and
development of post-secondary education and training; advise the Minister on policy
matters relating to the award of scholarships; and promote and maintain high quality
standards in post-secondary education. It envisions making Mauritius an Intelligent
island of the region in the global village.
80.2
The Commission organises its main activities under six main functional divisions:
Administration; Finance; Research and Planning; Quality Assurance and
Accreditation; Distance Education and Open Learning; and the Centre for
Instrumentation. The Divisions/Centres are under the responsibility of a Head
assisted by other technical and supporting staff.
80.3
The Executive Director has the responsibility for the overall management and
execution of the policy of the TEC. He is assisted by a Deputy Director and a
complement of staff belonging to the professional, technical, general services and
manual grades.
80.4
In the context of this Review, representations have been made for the extension of
salary scales of certain grades, creation of additional levels, filling of vacant posts,
restyling of existing grades, review of fees payable to Chairman and members of
Sub-Committee, upgrading of qualifications requirement, provision of duty remission
facilities and new conditions of service.
80.5
During consultation, Management was apprised that grades are created on the
basis of functional and operational needs of an organisation and the onus rests with
the Board. However, it was also highlighted that grades which are urgently
required, could be graded by the Bureau on an ad hoc basis well before and even
after the publication of the Report, once the parent Ministry conveys its approval
and the proposed schemes of service are in order. On the issue of conditions of
service, Management was informed that these would be examined generally except
for specific ones which are being considered/addressed in this Report.
80.6
All other proposals were thoroughly discussed and reasons for not acceding to
some of them were also provided. Parties were equally informed, among others, of
existing provisions regarding duty remission facilities and movement beyond the top
salary for professionals and above. To address issues relating to HR, it is
recommended that Management should carry out a Human Resource
Planning exercise.
~ 477 ~
Pay Review 2016

80.7
In this Report, we are maintaining the present structure while restyling the grade of
Deputy Director, upgrading the qualification requirements of the grade of Public
Relations Officer and replicating some general provisions for ease of application.

80.8
At present, appointment to the grade of Public Relations Officer is made by

Certificate and a Diploma in Public Relations or Communication Studies or
Journalism and/or Media Studies from a recognised institution.
80.9
Both staff side and Management have submitted that incumbent in the grade of
Public Relations Officer assumes the overall responsibility for communications and
is required, among others, to advise and assist Management in policy making
regarding communication, plan, develop and implement Public Relations strategies.
They have, therefore, requested to upgrade the qualifications requirement of the
grade of Public Relations Officer from Diploma to a Degree as there is a need for
higher academic background to cope with the challenges and to match the
exigencies of the position to which we are agreeable.
80.10
We are, however, inserting a Qualification Bar in the salary scale of the grade.
Recommendation 1
80.11
80.12
We recommend that:
(i)
the scheme of service of the grade of Public Relations Officer be

amended so that, appointment thereto be made by selection from
among candidates possessing a Degree in Public Relations or
Communication Studies or Journalism and/or Media Studies from a
recognised institution; and
(ii)
the duties be enriched to include advise and assist Management in

policy making regarding communication; plan, develop and implement
Public Relations Strategies. These elements have been taken into
consideration in arriving at the recommended salary.
We further recommend that officers in post should possess the degree

qualification to proceed beyond the Qualification Bar inserted in the salary
scale.

80.13
Incumbents in the
Officer possessing
component or an
incrementally in the
Pay Review 2016
grade of Human Resource Officer/Senior Human Resource

a Diploma in HRM or a Diploma with HRM as a major
equivalent qualification are, at present, allowed to move
master salary scale up to salary point of Rs 39275 subject to
~ 478 ~

performance criteria. We are maintaining this provision while revising the salary
point.
Recommendation 3
80.14

that they:
(i)
(ii)

preceding year; and
(iii)
Special Provisions for Graduates and Professionals

80.15
Representations have been made for the extension of salary scales for grades
requiring a Degree. For ease of application, we are reproducing the existing
provisions below.
Recommendation 2
80.16

drawing salary in a scale the maximum of which is not less that Rs 56450 and
provided they:
(vii)
(viii)

preceding year; and
(ix)
Duty Free Facilities

80.17
At present, officers in grades requiring a University Degree are eligible for the grant
of 70% duty exemption for the purchase of a car subject to certain criteria and upon
the approval of the MCSAR.
~ 479 ~
Pay Review 2016

Recommendation 4
80.18
We recommend that officers in grades requiring a University Degree who are

drawing a monthly salary in a salary scale the maximum of which is not less
than Rs 56450 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 18.2.20 (i) and 18.2.43 of Volume I of this
Report.
80.

SALARY SCHEDULE
TEC 1
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Office Attendant
TEC 2
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver
TEC 3
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 23975
TEC 4
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
TEC 5
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
Technical Assistant
TEC 6
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Pay Review 2016
~ 480 ~

80.
TEC 7
TERTIARY EDUCATION COMMISSION (Contd)
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
TEC 8
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
TEC 9
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
TEC 10
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

Financial Officer
formerly Higher Executive Officer, TSMTF
TEC 11
Rs 21950 x 625 23200 x 775 32500 x 925 37125 x 1225 39575

TEC 12
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
TEC 13
Rs 21950 x 625 23200 x 775 32500 x 925 37125 x 1225 40800 x

1525 42325
TEC 14
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800
TEC 15
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 43850

TEC 16
Rs 27850 x 775 32500 x 925 37125 x 1225 40800 x 1525 46900

~ 481 ~
Pay Review 2016

80.
TEC 17
Rs 20525 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 48425
TEC 18
TEC 19
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325 QB 43850 49950 x 1625 56450
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Assistant Secretary
Programme Officer
Statistician
TEC 20
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Technologist
TEC 21
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
TEC 22
Rs 34350 x 925 37125 x 1225 40800 x 1525 49950 x 1625 62950

Legal Officer
TEC 23
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850 68500

x 1950 70450
Deputy Financial Controller
Head, Centre for Instrumentation Service
TEC 24
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950 70450

Deputy Secretary
TEC 25
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950 74350

Distance Education Officer
Planning Officer
Quality Assurance and Accreditation Officer
Research Officer
Pay Review 2016
~ 482 ~

80.
TEC 26
Rs 89000 x 3000 95000

Financial Controller, Head Finance Division
Head, Distance Education and Open Learning Division
Head, Quality Assurance and Accreditation Division
Head, Research and Planning Division
Secretary and Head Administration Division
TEC 27
Rs 110000
Deputy Executive Director
formerly Deputy Director
TEC 28
Rs 152000
Executive Director
~ 483 ~
Pay Review 2016

Pay Review 2016
~ 484 ~
81.
Tourism Authority
TOURISM AUTHORITY
81.1
The Tourism Authority (TA) was set up under the Tourism Act No 19 of 2004
subsequently amended, to promote sustainable development of the tourism industry
and ensure that tourism activities are conducted in a safe and responsible manner.
It is a body corporate operating under the aegis of the Ministry of Tourism and
External Communications.
81.2
The main functions of the TA are to, inter alia, licence, regulate and supervise
tourist enterprises and pleasure craft activities; manage tourist sites; and prepare
action plans for the development and improvement of the tourism industry.
81.3
The Authority is currently manned by a complement of staff in the grades of

Administrative Officer, Accountant, Senior Tourism Enforcement Officer,
Enforcement Officer and other Supporting Staff. The Director is the Chief Executive
of the Organisation.
81.4
During consultations with Management, much emphasis was laid on provisions at

paragraph 202 of the Government Programme 2015-2019, wherein it has been
mentioned that the tourism support institutions would be revamped and reorganised
to be more responsive to the evolving needs of the tourism operators.
81.5
In the context of the present review exercise, Management made representations

that the Authority should be equipped with an appropriate structure to turn
strategies into action and take rapid decisions to respond to the imperatives of the
tourism sector. In this regard, requests were made for the creation of grades and
the reinforcement of existing sections to enhance the efficiency and effectiveness of
the Authority and transform it into a business facilitator.
81.6
We are acceding to those requests that have valid justifications and making
Deputy Director (New Grade)

81.7
Presently the Tourism Authority is headed by the Director who is supported by the
Administrative Manager. However, Management has submitted that the scope of
responsibilities of the Authority would, henceforth, include hotel classification, eco
label, construction of jetties and slipways, and product development. Hence, there
is need for a level to provide support to the Director in view of the expansion in
tourism activities. We are agreeable to this request and are recommending
accordingly.
Recommendation 1
81.8
We recommend the creation of a grade of Deputy Director. Appointment

Masters Degree in the field of Administration or Management or Human
~ 485 ~
Pay Review 2016
Tourism Authority
Resource Management or Finance from a recognised institution or an equivalent

qualification acceptable to the Board and reckoning at least seven years
post qualification experience.
81.9
Incumbent would be required to assist the Director in; the execution of the policy of
the Board and the control and management of the day-to-day business of the
Authority; corporate planning of the Authority for its business operations; promotion
of the Authority as a centre of excellence for quality and sustainable tourism
development; business development and growth of the Authority; and deputise for
the Director, amongst others.
Administration and Corporate Services Section

Information Technology Section
Licensing Section
Monitoring and Compliance Section
Tourism Product Development and Innovation Section
81.10
Management has submitted that the new organisational structure would comprise
different departments, namely, Administrative and Corporate Services Section, the
Information Technology Section, the Licensing Section, Monitoring and Compliance
Section and Tourism Product Development and Innovation Section. Each unit
would be ascribed specific functions to enable the organisation to achieve its
objectives efficiently and effectively. Management has requested for a level to head
each unit. We are making provisions to this effect through the creation of a grade of
Manager in each unit.
Manager, Administration and Corporate Services (New Grade)

81.11
The Administration and Corporate Services Section would be responsible for

administrative, logistics and financial support, leading the HR function and handling
all procurement matters.
Recommendation 2
81.12
We recommend the creation of a grade of Manager, Administration and

Corporate Services. Appointment thereto, should be made by selection from
among candidates possessing a Degree in Public Administration or Management
or Business Administration or Human Resources Management or Finance from
a recognised institution or an equivalent qualification acceptable to the Board
and reckoning at least five years post qualification experience.
81.13
Incumbent would be required to, inter alia, formulate and implement strategies with
a view to enhancing the corporate image of the Authority; ensure follow up actions
on decisions of Board and other committees; provide necessary assistance needed
for the smooth management and conduct of the business of the Authority; set up,
implement and monitor a Performance Management System for the Organisation;
and be responsible for all HR issues of the Authority.
Pay Review 2016
~ 486 ~
Tourism Authority
Manager, IT (New Grade)

81.14
The IT Section would be responsible for the deployment of Information Technology

in all sections and leverage on new technologies to streamline business processes
so as to transform the organisation into a business facilitator, thus, providing a more
efficient service to all stakeholders while reducing costs of doing business for
tourism operations.
Recommendation 3
81.15
We recommend the creation of a grade of Manager, IT. Appointment thereto

Computer Science or Computer Engineering or Information Systems or
Information Technology from a recognised institution or an equivalent
qualification acceptable to the Board and reckoning at least five years post
qualification experience in the field of Information and Communication
Technology.
81.16
Incumbent would be required to, inter alia, be responsible for all IT technical support
and application development/maintenance activities of the Tourism Authority; effect
co-ordination between the different functions and plan, organise, schedule and
monitor staff postings, assignments and workloads; oversee the administration and
maintenance of Information Technology infrastructure at the workplace; and provide
technical assistance on equipment evaluation, selection and installation.
Manager, Licensing (New Grade)

81.17
The Licensing Section would be responsible for the processing, issue and renewal
of tourist enterprises licence, pleasure craft licence, canvasser permit and skipper
licence.
Recommendation 4
81.18
We recommend the creation of a grade of Manager, Licensing. Appointment

Degree in Management or Administration or Law or Tourism or Tourism and
Hospitality Management from a recognised institution or an equivalent
qualification experience in the Tourism Sector or in a tourism-related
organisation.
81.19
Incumbent would be required to, inter alia, be in charge of the Licensing unit and
organisation of the work of the unit; process all files and validate information to be
submitted to the Licensing Committee; assist in the formulation of strategies and
policies for the development of tourism activities in a sustainable manner based on
trends and developments in the tourism sector; and assist in the preparation of
strategic plans, project briefs and preparation of papers for the board and
subcommittees of the Board.
~ 487 ~
Pay Review 2016
Tourism Authority
Manager, Monitoring and Compliance (New Grade)

81.20
The Monitoring and Compliance Section would be responsible to monitor the

activities of the tourist enterprises and ensure that operators comply with relevant
legislation, regulations, standards, norms, guidelines and code of practice.
Recommendation 5
81.21
We recommend the creation of a grade of Manager, Monitoring and

Compliance. Appointment thereto, should be made by selection from among
candidates possessing a Degree in Tourism or Tourism and Hospitality or
Management or Economics or Commerce or Accounting or Administration or
Law from a recognised institution or an equivalent qualification acceptable to
the Board and reckoning at least five years post qualification experience in
the Tourism Sector or in a tourism-related organisation.
81.22
Incumbent would be required to, inter alia, be responsible for the day-to-day
management and control of the monitoring and compliance unit; ensure that Tourist
business operates according to established standards, laws, guidelines and
regulations; plan, organise and coordinate site inspections and report on actions
taken/follow up on all cases where actions are required; and ensure that follow up
actions are undertaken in respect of all enforcement notices and notices for fixed
penalties issued in accordance with the Tourism Authority Act and regulations in
force.
Manager, Tourism Product Development and Innovation (New Grade)

81.23
The Tourism Product Development and Innovation Section would be responsible to

foster and encourage the conduct of activities in the tourism industry with a view to
preserve the attractiveness and reputation of Mauritius as a tourist destination.
Recommendation 6
81.24
We recommend the creation of a grade of Manager, Tourism Product

Development and Innovation. Appointment thereto, should be made by
selection from among candidates possessing a Degree in Tourism or Tourism
and Hospitality Management from a recognised institution or an equivalent
qualification experience in the tourism sector or in a tourism-related
organisation.
81.25
Incumbent would be required to, inter alia, be responsible for the day to day
management and control of the Tourism Product Development and Innovation
Section; provide general administrative assistance, advice and support to the
Director with regards to the sector activities, trends and developments; assist the
Director in the formulation of strategies and policies for the hotel classification and
development of tourism activities in a sustainable manner and analyse tourism
development patterns in different countries and undertake benchmarking activities
Pay Review 2016
~ 488 ~
Tourism Authority
for local tourism product improvement; carry out competitor analysis and SWOT
analysis in product development for local product enhancement and value addition;
supervise the work of officers in the Tourism Product Development and Innovation
Section and ensure its smooth running; and conduct research on tourism matters
and share information on findings.
Principal Tourism Enforcement Officer (New Grade)
81.26
The Tourism Authority would be called upon to assume new responsibilities such as
hotel classification, extension of classification standards, grading system to nonhotel sectors, licensing reforms with online applications and e-payment. With these
changes, Management has apprised the Bureau that there is need for a level to
assist the Manager, Tourism Product Development and Innovation and ensure that
the section achieves its objectives efficiently and effectively. We are making
appropriate provisions to this effect.
Recommendation 7
81.27
We recommend the creation of a grade of Principal Tourism Enforcement

Officer. Appointment thereto, should be made by promotion, on the basis of
experience and merit, from among officers in the grade of Senior Tourism
Enforcement Officer reckoning at least two years service in a substantive
81.28
Incumbent would be required to, inter alia, assist the Manager, Tourism Product
Development and Innovation in the day-to-day management of the technical
section; be responsible for the application of all laws and regulations relating to
tourism activities; supervise the processing of applications for request and renewal
of licences for tourism businesses, enterprises and pleasure crafts; supervise the
inspection of all tourism and tourism-related activities and ensure strict compliance
with laws, norms and standards; effect site visits in relation to tourism activities and
prepare action plans, as required by the Manager, Tourism Product Development
and Innovation in respect of coastal zone management, zone safety and security of
tourists.

81.29
Presently, there is a grade of IT Officer at the Tourism Authority. During

consultations, Management has submitted that the organisation has already
embarked on a project to upgrade its computerised system since it is in the process
of computerising all processes for applications and licensing. An online application
system for e-payment and e-licensing is also in the pipeline. Hence, there is an
urgent need to strengthen the IT Unit. We recommend accordingly.
~ 489 ~
Pay Review 2016
Tourism Authority
Recommendation 8
81.30
We recommend the creation of a grade of IT Technician. Appointment thereto

should be made by selection from among candidates possessing a Diploma
in Information and Communication Technology or Computer Science from a
and reckoning at least five years post qualification experience in the field of
Information and Communication Technology.
81.31
Incumbent would be required to, inter alia, provide assistance to the Manager, IT in
developing, protecting and maintaining an effective computerised information
system for the development of online applications, payment, software, databases
and websites, performing computer/data processing work/trouble shooting activities;
and setting up of IT logistics for seminars, workshops and any other events.

81.32
Submission has also been made for a grade to oversee all procurement matters for
the organisation. We are making appropriate provisions with the creation of a grade
of Procurement and Supply Officer.
Recommendation 9
81.33

possessing a Diploma in Purchasing and Supply Management from a
and reckoning at least five years experience in purchasing and supply duties.
81.34
Incumbent would be required to, inter alia, organise and manage the procurement
and supply activities of the Tourism Authority; perform procurement, supply,
storekeeping and stock control duties in accordance with existing provisions; and
assist in appraisal and review exercises related to procurement and supply
operations.
Assistant Public Relations Officer

81.35
There is a Qualification Bar (QB) in the salary scale of the grade of Assistant Public
Relations Officer. Incumbent should possess the Diploma in Communication/
Management/Tourism or an equivalent qualification to proceed beyond the QB
in the salary scale recommended for the grade.
81.36
In our last Report, provision was made to allow the organisation, in case of difficulty,
to recruit and retain high calibre professionals in specific grades with negotiable
initial salary point. We are maintaining this provision which may still be used in the
present context.
Pay Review 2016
~ 490 ~
Tourism Authority
Recommendation 10
81.37
We recommend that in case of difficulty of recruitment and retention of high

calibre professionals in certain specific grades, incumbents may be granted a
remuneration package comprising a negotiable salary from the salary range
of the respective level, along with a negotiable allowance with the assent of
the parent Ministry while considering the following:
(i)
skills and competencies;
(ii)
international experience/exposure in the specific field;
(iii)
proven track record (locally and at international level);
(iv)
the remuneration package prior to joining the Tourism Authority; and
(v)
alternative modes of recruitment.
81.
TOURISM AUTHORITY
SALARY SCHEDULE
TA 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
TA 2
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Office Attendant
TA 3
Rs 12230 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Documentation Assistant
TA 4
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver/Attendant
TA 5
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
TA 6
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
~ 491 ~
Pay Review 2016
81.
TA 7
Tourism Authority
TOURISM AUTHORITY (Contd)
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500

TA 8
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Accounts Clerk
TA 9
Rs 15450 x 300 15750 x 325 17700 x 375 19575 x 475 21950 x 625
23200 x 775 32500 x 925 34350
Tourist Warden
TA 10
Rs 16075 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 37125 QB 38350 x 1225 39575
Assistant Public Relations Officer
TA 11
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
TA 12
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

TA 13
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
39575
TA 14
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800 x 1525 42325
TA 15
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800 x 1525 45375
Assistant Examiner
TA 16
Rs 21950 x 625 23200 x 775 32500 x 925 36200 QB 37125 x 1225

40800 x 1525 45375
TA 17
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525 48425

Senior Tourism Enforcement Officer
Pay Review 2016
~ 492 ~
81.
TA 18
Tourism Authority
TOURISM AUTHORITY (Contd)
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Public Relations/Customer Care Officer
Training Co-ordinator
TA 19
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
IT Officer
TA 20
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Accountant
TA 21
Rs 33425 x 925 37125 x 1225 40800 x 1525 49950 x 1625 56450

Principal Tourism Enforcement Officer (New Grade)
TA 22
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Manager, Administration and Corporate Services (New Grade)
Manager, IT (New Grade)
Manager, Licensing (New Grade)
Manager, Monitoring and Compliance (New Grade)
Manager, Tourism Product Development and Innovation (New Grade)
TA 23
Rs 45375 x 1525 49950 x 1625 62950 x 1850 68500 x 1950 70450

TA 24
Rs 64800 x 1850 68500 x 1950 74350 x 2825 80000 x 3000 86000

Deputy Director (New Grade)
TA 25
Rs 110000
Director
~ 493 ~
Pay Review 2016
Pay Review 2016
~ 494 ~
Tourism Authority
82.
82.1
The Tourism Employees Welfare Fund (TEWF) was set up under the Tourism
Employees Welfare Fund Act No 15 of 2002 to provide for the social and economic
welfare of employees of tourism enterprises and their families. It operates under the
aegis of the Ministry of Tourism and External Communications. Presently, the
TEWF covers about 33000 employees and their families, manages the General
Fund amounting to Rs 110 millions and generates revenue of about Rs 22 m
annually.
82.2
In line with its mandate to set up schemes and projects for promoting the welfare of
employees of tourism enterprises and their families, the TEWF has implemented
various schemes such as education loan, computer loan, motorcycle loan and
multipurpose loan at low rates of interest. Grants for students of the Certificate of
Primary Education, School Certificate, Higher School Certificate, marriage gift, and
death grant are also being provided by the organisation.
82.3
The organisation structure of the TEWF consists of the Administration, Welfare and
Finance Departments. The Secretary is the Chief Executive of the Organisation.
82.4
In our last Report the post of Office Attendant was abolished and the post of Office
Attendant/Driver was restyled to Driver/Office Attendant.
82.5
In the context of the present review exercise, the Management of the TEWF made
submissions to review the organisation structure so as to enhance customer service
in the activities of the Fund. Representations were also made for job enlargement of
the post of Secretary, creation of polyvalent grades of Management Support Officer
and Office Management Assistant as well as to strengthen the Finance Department.
82.6
We are acceding to these requests and making appropriate recommendations.
Secretary
82.7
With an expansion of the activities at the TEWF, we are agreeable to the

submission for enlarging the scheme of service for the post of Secretary, which is at
the apex of the organisation, to better reflect the nature of duties performed.
Recommendation 1
82.8
We recommend that the duties of the grade of Secretary be enlarged to

include the formulation of strategies and policies and their prompt execution
so as to meet the objectives of the Fund; exercise proper control on the
Funds assets and accounts; be responsible for the prompt collection of
income and for all expenditure incurred; and promote a quality culture at the
Fund. This element has been taken into consideration in arriving at the salary
~ 495 ~
Pay Review 2016
Accounts Officer
82.9
The Finance Department at the TEWF, at present, comprises the grades of

Accountant, Accounting Technician and the Accounts Clerk.
82.10
The TEWF is financed through contributions from employers and employees of the
tourism sector. Every employee and employer in the tourism sector contributes a
monthly fee of Rs 10 and Rs 40 respectively to the Fund. Presently, there are
33,000 employees of the tourism sector both from Mauritius and Rodrigues,
contributing to the Fund.
82.11
Management has represented that the fund of the TEWF is increasing each year
and there is a need to provide for an appropriate structure to ensure segregation in
the flow of duties carried out by the existing staff of the Finance Section. We concur
with this proposal.
Recommendation 2
82.12
We recommend the creation of a grade of Accounts Officer. Appointment

Diploma in Accounting or a pass in all papers of the Fundamentals
(knowledge) of the ACCA Examinations or an equivalent qualification
82.13
Incumbent would be required, among others, to ensure that all payments are in
accordance with the approved budget, financial rules and regulations; prepare
journal voucher, monthly trial balances and reconciliation statements and periodic
financial statements; ensure effective purchasing of commodities, equipment and
their proper storage and supply; and assist in the administration of revenue
collection of the TEWF.
82.

SALARY SCHEDULE
TEWF 1
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
TEWF 2
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
TEWF 3
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Pay Review 2016
~ 496 ~
82.
TOURISM EMPLOYEES WELFARE FUND (Contd)
TEWF 4
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
TEWF 5
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Accounts Clerk
TEWF 6
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 37125 x 1225 38350
Programme Welfare Assistant
TEWF 7
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

TEWF 8
Rs 21950 x 625 23200 x 775 32500 x 925 37125 x 1225 39575

TEWF9
Rs 21950 x 625 23200 x 775 32500 x 925 36200 QB 37125 x 1225

40800 x 1525 45375
TEWF 10 :
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
TEWF 11 :
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Accountant
TEWF 12 :
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Secretary
~ 497 ~
Pay Review 2016
Pay Review 2016
~ 498 ~
VPM, Ministry of Housing and Lands
83.
83.1
Established as per the provision of Town and Planning Act 1954 as a statutory
body, the Town and Country Planning Board (TCPB) operates under the aegis of
the Ministry of Housing and Lands to promote the orderly development of land in
both urban and rural areas of the country. Its objectives according to the Act, are
the formulation of Outline Schemes and Hearing of appeals from persons aggrieved
by the decisions of the Local Authority in respect of land use and Development
Permit.
83.2
Since October 2012, the responsibility to examine all appeals from person
aggrieved in respect of Development Permit of decision reached by the Local
Authority has been shifted to the Environment and Land Appeal Tribunal.
Consequently, there has been a decrease in the workload of the TCPB and in order
to make effective use of its human resource, some officers of the TCPB have been
called upon to provide their services, on a part time basis, to the parent Ministry as
well as to the organisation.
83.3
At present, the TCPB is being managed by a skeleton staff in the grades of

Administrative Manager, Planning Officer and officers of the general service. The
post of Administrative Manager is vacant for quite some time and the duties of the
grade have been assigned to the Planning Officer against payment of an
appropriate allowance. Incumbent is now responsible for the day-to-day affairs of
the TCPB.
Management and Staff Associations Submissions

83.4
Both representatives of the staff side and Management have, through their
memorandum and during consultation, requested the filling of the post of
Administrative Manager; the creation of the grade of Office Management Executive
with option for the actual incumbent in the grade of Higher Executive Officer to join
in and the restyling of the grade of Office Attendant to Office Attendant/Senior Office
Attendant.
Views of the Bureau

83.5
The Bureau considers the Board of TCPB is empowered either to establish new
grades or to fill in vacant posts depending on the functional needs of the
organisation. Concerning the restyling of the grade of Office Attendant to that of
Senior Office Attendant, parties were explained why this cannot be done.
83.6
Pending any further organisational change at the TCPB, the existing salaries are
being revised while the grade of Planning Officer is being restyled.
~ 499 ~
Pay Review 2016
Planning Officer
83.7
The grade of Planning Officer at the TCPB is a dead end post. Over and above his
normal duties, incumbent has been assigned the duties of the grade of
Administrative Manager which has remained vacant for quite a long time.
83.8
It has been represented that the non filling of the post of Administrative Manager is
depriving the Planning Officer of a promotional outlet, the moreso, as there is no
career structure for the grade. Moreover, the TCPB is making effective use of the
expertise of incumbent.
83.9
The Bureau has considered the above facts and circumstances and is making an
Recommendation
83.10
We recommend that:
(i)
the grade of Planning Officer be restyled Planning Officer/Senior

Planning Officer; and
(ii)
the schedule of duties of the grade of Planning Officer/Senior Planning

Officer formerly Planning Officer be enlarged to require jobholder to
assist the Administrative Manager in the discharge of his functions.
The foregoing changes have been taken into consideration in arriving
at the recommended salary.
83.

SALARY SCHEDULE
TCP 1
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Office Attendant
TCP 2
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver
TCP 3
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
TCP 4
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerk
Pay Review 2016
~ 500 ~
83.
TCP 5
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
TCP 6
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
TCP 7
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
TCP 8
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

TCP 9
Rs 20525 x 475 21950 x 625 23200 x 775 32500 x 925 36200 QB

37125 x 1225 40800 x 1525 42325
Planning Inspector
TCP 10
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525 48425

Senior Planning Inspector
TCP 11
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Chief Planning Inspector
TCP 12
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
Planning Officer/Senior Planning Officer
formerly Planning Officer
TCP 13
Rs 39575 x 1225 40800 x 1525 49950 x 1625 62950 x 1850 68500 x

1950 70450
~ 501 ~
Pay Review 2016
Pay Review 2016
~ 502 ~
Ministry of Labour, Industrial Relations, Employment and Training
84.
Trade Union Trust Fund
84.1
The Trade Union Trust Fund (TUTF) was set up by the Trade Union Trust Fund Act
No. 1 of 1997 and operates under the aegis of the Ministry of Labour, Industrial
Relations, Employment and Training.
84.2
The mission of the TUTF is to promote workers education whether they are
unionised or non-unionised members; organise and sponsor seminars for
representative members, Federations and Confederations at national level; provide
assistance to workers organisations in terms of logistic and work environment, raise
funds from donor institutes sustainably; and organise and conduct international
conferences.
84.3
The TUTF is managed and administered by a Board of trustees and presently is

serviced only by an Executive Secretary and a General Worker, as the post of
Clerk/Word Processing Operator is vacant.
84.4
In the context of the present review exercise, the main representation has been
focused on alignment of salary at different levels and Management has been
apprised of the established criteria set for alignment of salary at different levels of
operation.
84.5
In this Report, we are making provision for the payment of an allowance to

incumbent in the grade of General Worker who, besides his normal duties, is also
required to perform certain duties of the grade of Office Attendant as there is no
Office Attendant in the organisation.
General Worker
Recommendation 1
84.6
We recommend that incumbent in the grade of General Worker who is

required to perform daily the duties of the grade of Office Attendant be paid
an allowance equivalent to two increments at the point reached in the salary
scale.
84.

SALARY SCHEDULE
TUTF 1
Rs 7800 x 200 - 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
~ 503 ~
Pay Review 2016
Ministry of Labour, Industrial Relations, Employment and Training
84.
TUTF 2
Trade Union Trust Fund
TRADE UNION TRUST FUND (Contd)
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
TUTF 3
Rs19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800 x 1525 42325
Executive Secretary
Pay Review 2016
~ 504 ~

85.
Training and Employment of Disabled Persons Board
TRAINING AND EMPLOYMENT OF DISABLED PERSONS BOARD
85.1
In accordance with the Training and Employment of Disabled Persons Act

No. 9 of 1996 (subsequently amended in 2012), the Training and Employment of
Disabled Persons Board (TEDPB) has as objects, inter alia, to: educate and
sensitise employers on the importance of employing disabled persons; improve
generally the social and economic status and condition of disabled persons; and act
as a facilitator in providing opportunities for work and entrepreneurship.
85.2
Its mission is to promote and sustain inclusion and integration of persons with
disabilities in all aspects of society so that they also enjoy meaningful and fulfilling
lives. In so doing, the TEDPB envisions to strengthening the Rights of People with
disabilities.
85.3
The General Manager is at the apex of the TEDPB and is responsible for the
maintenance and promotion of a sound administration of the organisation. He is
supported by a complement of officers in different grades in the discharge of his
functions.
85.4
In the context of this Report, Management has requested for: the creation of
grades, upgrading of existing ones, and an increase in the establishment size of
existing positions. During consultation that was held, parties were informed that
grades which are urgently required would be graded by the Bureau on an ad hoc
basis well before and even after the publication of this Report, once the parent
Ministry conveys its approval and the proposed schemes of service are in order.
85.5
The Bureau has carefully examined the submissions and considers that the present
organisational structure is fit for its purpose. We are, however, creating the grade of
Gardener and recommending that Management should conduct a Human
Resource Planning exercise to identify the need for additional HR
Gardener (New Grade)

85.6
The TEDPB is running an Agriculture Project at its Training Centre at Calebasses

where vegetables, ornamental plants as well as medicinal plants are being planted.
Since 1998 to date, two former trainees in Agriculture are performing the gardening
duties. Management has submitted that there is need for a dedicated grade to carry
out this function to which we are agreeable.
Recommendation 1
85.7
We recommend the creation of a grade of Gardener. Appointment thereto,

should be made by selection from among candidates possessing a Certificate
in Primary Education or from among candidates showing proof of being
literate and reckoning some years of experience in garden technique.
~ 505 ~
Pay Review 2016

Consideration should also be given to persons with disabilities who possess

the foregoing qualifications.
85.8
Incumbent would, inter alia, be required to: prepare beds for sowing seeds and for
transplantation of seedlings; carry out potting, grafting, layering and other
propagation practices; carry out spraying of plants; and maintain the garden
implements.
85.
TRAINING AND EMPLOYMENT OF DISABLED PERSONS BOARD

SALARY SCHEDULE
TEDPB 1 :
Rs 7800 x 200 - 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
TEDPB 2 :
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
Gardener (New Grade)
Office/Transport Attendant
TEDPB 3 :
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21475
Workshop Assistant
TEDPB 4 :
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200
TEDPB 5 :
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 25525
TEDPB 6 :
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 28625
TEDPB 7 :
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 29400
Assistant Instructor/Instructor
Pay Review 2016
~ 506 ~

85.
TRAINING AND EMPLOYMENT OF DISABLED PERSONS BOARD (Contd)
TEDPB 8 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 30175
TEDPB 9
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 31725
Customer Service Clerk
TEDPB 10 :
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
TEDPB 11 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 37125 x 1225 38350
Disability Employment Officer
TEDPB 12 :
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 37125 x 1225 38350
TEDPB 13 :
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

Accounts Officer
TEDPB 14 :
Rs 77175 x 2825 80000 x 3000 83000

General Manager
~ 507 ~
Pay Review 2016

Pay Review 2016
~ 508 ~
86.
Trust Fund for Specialised Medical Care (Cardiac Centre)
TRUST FUND FOR SPECIALISED MEDICAL CARE (CARDIAC CENTRE)
86.1
Operating under the aegis of the Ministry of Health and Quality of Life (MOH & QL),
the Trust Fund for Specialised Medical Care (Cardiac Centre) is a body corporate
established under Act No. 52 of 1992. It envisions to adhere to the unrelenting
commitment to best practices in the provision of critical and specialised care to
patients.
86.2
Being a tertiary centre offering specialised medical care in cardiac surgery,

international vascular surgeries and cardiology, it also caters for patients coming
from the Indian Ocean Region. Having a bed capacity of 63, out of which there is
an 11-bedded ICU and 26 beds in each male and female wards, the Centre
performs four cardiac surgeries, ten angiographies, three coronary angioplasties on
a daily basis. Additionally, five vascular surgeries are carried out weekly.
86.3
The Cardiac Centre is headed by an Executive Director who is responsible for the
execution of the policy of the Board and the day-to-day Management of the Fund.
The clinical management of the Centre rests with the Director Cardiac Services.
Both medical and technical, along with paramedical and supporting staff provide
assistance to the Directorate for the proper delivery of services.
86.4
Management has submitted that the Cardiac Centre is facing lots of impediments in
service delivery as many grades have been on secondment from the MOH&QL
since its inception. The fact that the Cardiac Centre is not staffed with dedicated
grades is impeding its daily service. The Bureau has examined the issue and we
are, in this Report, strengthening the present structure of different departments with
the creation of a few grades to better equip the Centre and provide it with the right
impetus to meet the desired goals.
Pharmacy Department
Pharmacist/Senior Pharmacist (New Grade)
Recommendation 1
86.5
We recommend the creation of the grade of Pharmacist/Senior Pharmacist on

the establishment of the Cardiac Centre. Appointment thereto, should be
made by selection from among candidates who are registered as Pharmacist
in accordance with legislation in force in Mauritius.
86.6
Incumbent would be required, among others, to manage, organise, coordinate and

supervise the activities of the Pharmacy Unit and the work of all subordinate staff;
ensure that the provision of the Pharmacy Act, the Dangerous Drugs Act and any
other legislation relating to pharmacy are strictly complied with; and ensure the
efficient management of the pharmacy and supervision of the pharmaceutical
services provided by the Centre.
~ 509 ~
Pay Review 2016
Pharmacy Technician (New Grade)

Recommendation 2
86.7
We recommend the creation of the grade of Pharmacy Technician on the

establishment of the Cardiac Centre. Appointment thereto, should be made
by selection from among Trainee Pharmacy Technicians formerly Student
Pharmacy Technicians who have successfully completed their Diploma in
Pharmacy Technician.
86.8
We also recommend that progression beyond the QB in the salary scale of

Pharmacy Technician should be subject to obtention of the Diploma in
Pharmacy Technician.
86.9
Incumbent would be required, inter alia, to compound drugs, medicines and prepare
sterile pharmaceutical products; dispense drugs and medicine and give full direction
for the use thereof; and order, receive and issue drugs, medicines, vaccines, sterile
products ingredients, surgical dressing and keep record thereof.
Finance Department
Accountant Technician (New Grade)
86.10
Over the years, the funding of the Cardiac Centre has increased considerably and
with the rapid increase in the level of activities of the Centre, there is need to have a
robust and qualified team to manage and control the internal processes of the
funding activities. Moreover, the Centre prepares its financial statements in
accordance with the International Public Sector Accounting Practice (IPAS). Thus,
Management has submitted that with a view to providing support to the professional
grade, there is need to strengthen the department with the creation of dedicated
grades. We have examined the issue and we are making the appropriate provision.
Recommendation 3
86.11
We recommend the creation of the grade of Accountant on the establishment

of the Cardiac Centre. Appointment thereto, should be by selection from
among candidates possessing a pass at the final examination required for
admission to membership of a recognised professional accounting body,
reckoning at least three years post qualification experience in Accounting
and Financial duties and are registered with the Mauritius Institute of
Professional Accountants (MIPA).
86.12
Incumbent would be required, among others, to prepare Financial Statements of the

Centre; maintain book and proper accounting records related to the Centre; prepare
and administer the budget of the Centre; carry out cost benefit and cost
effectiveness analysis to help in making a rational use of resources; and apply
relevant financial procedures for the implementation of projects at the Centre.
Pay Review 2016
~ 510 ~
Recommendation 4
86.13
We recommend the creation of the grade of Accounting Technician on the

establishment of the Cardiac Centre. Appointment thereto, should be made
by selection from among candidates possessing passes in papers F1, F2 and
F3 of the ACCA Fundamentals (Knowledge) and any four papers of the ACCA
Fundamentals (Skills).
86.14
We further recommend that candidates will proceed beyond the QB in the

salary scale only after obtaining the full ACCA Fundamentals.
86.15
Incumbent would be required, inter alia, to assist in the preparation of the Annual
Estimates of the Centre and the Annual Final Accounts; ensure that finance,
accounting and procurement and supply regulations are correctly applied and
complied with; keep proper, complete and up-to-date records of all financial
transactions; and prepare monthly payroll and ensure that relevant controls are
effected.
86.16
We also recommend that the grade of Accounts Officer be made evanescent.

We have provided a personal salary scale for officers in post as at 31.12.15 in
this grade.
Procurement and Warehousing Department

86.17
The Centre has presently, two Procurement and Supply Officers on secondment
from the Ministry of Finance and this practice has been continuing since the
inception of the Centre. The Procurement Department procures more than Rs 80
million consumables, disposables and other items annually and monitors a dynamic
stock of around Rs 45 to Rs 50 million monthly. With a view to improving
operational efficiency, Management has submitted that the practice of having staff
seconded for this function should be discontinued and proposed that a dedicated
grade be created on the establishment of the Centre. We subscribe to this request.
Recommendation 5
86.18

on the establishment of the Cardiac Centre. Appointment thereto, should be
made by selection from among candidates possessing a Cambridge Higher
School Certificate with a pass at Principal level in Accounting or Mathematics
and a Certificate in Purchasing and Supply from a recognised institution or an
alternative acceptable qualification.
86.19
Incumbent would be required, among others, to perform procurement and

warehousing operations in compliance with the provisions laid down in the financial
management kit and regulations made under the Public Procurement Act 2006 and
other regulations in force; assist in formulating proposals to review procurement
~ 511 ~
Pay Review 2016
procedures for consideration by Procurement Policy Office; and advise the

Accounting Officer on matters related to procurement and supply management.
Radiology Services
Medical Imaging Technologist (New Grade)
86.20
The Cardiac Centre has two Cath labs whereby officers in the grade of Medical
Imaging Technologist, on secondment from the SSRN Hospital, assist in
angiography and angioplasty interventions on a rotational basis. With the increase
in the number of cases in the Cath Lab, there is need to have these officers on the
establishment of the Centre for better service delivery. We are recommending,
accordingly.
Recommendation 6
86.21
We recommend the creation of the grade of Medical Imaging Technologist on

the establishment of the Cardiac Centre. Appointment thereto, should be
made by selection from among Trainee Medical Imaging Technologists
formerly Student Medical Imaging Technologists who have successfully
completed their training. In the absence of qualified candidates, appointment
should be by selection from among candidates possessing a Cambridge
School Certificate with credit in at least five subjects including English
Language, Mathematics and Physics obtained on one Certificate or passes
not below Grade C in at least five subjects including English Language,
Mathematics and Physics obtained on one Certificate at the GCE O level
together with a Certificate in Diagnosis Radiography from a recognised
institution or the Certificate in Radio-diagnosis issued by the MOH&QL or an
equivalent qualification acceptable to the Board.
86.22
Incumbent would be required, inter alia, to perform all types of diagnostic

investigations including preparation of patients prior to examination, accurate
positioning of patients and correct exposure and processing of films; perform X-Ray
examination, take special views as instructed and check the quality and relevance
of films; and assist the Radiologists for special X-Ray examinations and to liaise
with Nursing Staff regarding preparation of patients.
86.23
We also recommend that progression beyond the QB in the salary scale of

Medical Imaging Technologist should be subject to obtention of the Diploma
in Radiography or equivalent.
Health Records Department

86.24
The Centre has recently set up the Health Records Department which is manned by
five Health Records Clerks. A Senior Health Records Officer is currently seconded
three days per week from the MOH&QL.
Pay Review 2016
~ 512 ~
86.25
In the Civil Service the Health Records Clerk/Higher Health Records Clerk is being
demerged into two distinct grades of Health Records Clerk and Higher Health
Records Clerk for effective service delivery and to ensure proper supervision during
night service.
86.26
Management has submitted that there is need to have an officer at the supervisory
level to manage and control the team to meet the objectives of the Centre. The
Bureau has studied the issue and has found that there is merit in the case and we
Recommendation 7
86.27
86.28
We recommend that:
(i)

establishment of the Cardiac Centre be demerged into two distinct
grades of Health Records Clerk and Higher Health Records Clerk; and
(ii)
in future, appointment to the grade of Higher Health Records Clerk

should be by promotion, on the basis of experience and merit, of officers
in the grade of Health Records Clerk reckoning at least five years
service in a substantive capacity in the grade or an aggregate of five
years service in the merged grade of Health Records Clerk/Higher
Health Records Clerk and having successfully undergone six months
on-the-job training in health records work.
Incumbent in the grade of Higher Health Records Clerk would be required, among
others, to supervise and coordinate the work carried out in the Health Records
Department; and perform the duties of Health Records Clerk, as and when required.
Driver (Shift) (New Grade)

86.29
At present, there exists the grade of Driver/Office Attendant on the establishment of

the Cardiac Centre whereby incumbents are required to work from 0800 hours to
1600 hours. Management has requested that a grade of Driver(Shift) be created as
at present, Driver/Office Attendants are most of the time required to work beyond
their normal working hours against payment of overtime allowances. The Bureau
has studied the request and is making the relevant provision.
Recommendation 8
86.30
We recommend the creation of the grade of Driver (Shift) on the establishment

of the Cardiac Centre. Appointment thereto, should be made by selection
from among candidates possessing the Certificate of Primary Education and
a valid driving licence (manual gear) to drive cars or vans or minibuses or
lorries up to five tons; having a basic knowledge of mechanics and simple
vehicle maintenance and good eyesight.
~ 513 ~
Pay Review 2016
86.31
We also recommend that incumbents in the grade of Driver/Office Attendant

be given the option to join the grade of Driver (Shift) and, on joining the grade,
be granted three additional increments at the point reached in their salary
scale, subject to the top salary of the grade.
86.32
We further recommend that the grade of Driver/Office Attendant should be

gradually phased out. We have provided for personal salary for officers in
post as at 31 December 2015.
Chief Specialised Perfusionist

Specialised Perfusionist/Senior Specialised Perfusionist
86.33
At present, the Specialised Perfusionist cadre at the Cardiac Centre comprises a

three level structure namely Chief Specialised Perfusionist, Senior Specialised
Perfusionist and Specialised Perfusionist. In the context of this review, both the
Staff Side and Management have requested to merge the first two levels as
incumbents in both grades performed the same nature of duties in an operation
theatre.
86.34
An analysis of the schemes of service of the first two levels has, indeed, revealed
quite a lot of overlapping of duties between the two grades. Thus, in line with the
general policy of delayering and flattening of structures, we are reducing the
number of levels through the merger of the grades of Specialised Perfusionist and
Senior Specialised Perfusionist and abolishing the grade of Chief Specialised
Perfusionist, which is presently vacant as the merged grade would be under the
direct supervision of the Cardiac Surgeon.
Recommendation 9
86.35
We recommend that the grades of Specialised Perfusionist and Senior

Specialised Perfusionist be merged and restyled Specialised Perfusionist/
Senior Specialised Perfusionist.
86.36
We further recommend that the grade of Chief Specialised Perfusionist be

abolished.

86.37
When required to attend duty while being On-Call, the Director Cardiac Services,
Cardiac Surgeons, Cardiologists, Cardiac Anaesthetists, Vascular Surgeons and
Specialised Physiotherapists are presently paid On-Call and In-Attendance
allowances. These allowances are being revised.
Pay Review 2016
~ 514 ~
Recommendation 10
86.38
We recommend that the Director Cardiac Services, Cardiac Surgeons,

Cardiologists, Cardiac Anaesthetists, Vascular Surgeons and Specialised
Physiotherapists be paid On-Call allowances as hereunder:
Grades
On-Call
Director Cardiac Services,

Cardiologist, Cardiac
Surgeon, Cardiac
Anaesthetist and Vascular
Surgeon
Rs
Specialised
Physiotherapist
1090
355
1635
500
1635
600
Weekdays
1800 hours to 0800
Saturdays
1200 hours to Sunday
0800 hours
Sundays and Public
Holidays
0800 hours to 0800
86.39
Rs
When attending the Centre while On-Call, the Director Cardiac Services,
Cardiac Surgeons, Cardiologists, Cardiac Anaesthetists and Vascular
Surgeons should be paid at the rate of Rs 935 per hour and Specialised
Physiotherapists at the rate of Rs 200 per hour, inclusive of travelling time.
However, for the days the Director Cardiac Services, Cardiac Surgeons,
Cardiologists, Cardiac Anaesthetists, Vascular Surgeons and Specialised
Physiotherapists would continue to work at the Cardiac Centre after their
normal hours up to 0800 hours the next day, they should not be paid the oncall allowance but be compensated at the normal hourly rate at the salary
point reached in their respective salary scale for every additional hour put in.
Allowance for coverage at Night, Sunday and public holidays

Recommendation 11
86.40
We recommend that Specialised Registered Medical Officers and Trainee

Specialised Registered Medical Officers who are required to put in additional
hours of work at night, on Saturday afternoon, Sunday and public holiday
should be compensated at the normal hourly rate at the salary point reached
in their respective salary scale, for every additional hour put in.
86.41
We further recommend that Specialised Perfusionist/Senior Specialised

Perfusionists formerly Specialised Perfusionists and Senior Specialised
Perfusionists who are required to continue to work beyond their scheduled
departure time should be compensated at the normal hourly rate at the salary
~ 515 ~
Pay Review 2016
point reached in their respective salary scale for every additional hours of
work put in.
86.42
We additionally recommend that, whenever required to attend to emergencies

after their normal working hours, Specialised Perfusionist/Senior Specialised
Perfusionists formerly Specialised Perfusionists and Senior Specialised
Perfusionists should be compensated at the normal hourly rate at the salary
point reached in their respective salary scale for every additional hours of
work put in, inclusive of travelling time.

86.43
Presently, officers who effectively work on night shift are paid a Night Duty
Allowance equivalent to 25% of the normal rate per hour for the hours between
2300 hours to 0500 hours including up to a maximum of two hours lying-in period.
86.44
However, the Night Duty Allowance is computed exceptionally at the rate of 25% on
the basis of eight hours in respect of the present night shift of 13 hours for officers
of the Specialised Nursing Officer cadre and this is being maintained.
Recommendation 12
86.45
We recommend that officers of the Specialised Nursing Officer cadre, Theatre

Attendants (Shift), Nursing Aid/General Workers, Ambulance Drivers (Shift)
and Handy Workers (Shift) who effectively work on night shift, should be paid
a Night Duty Allowance equivalent to 25% of the normal rate per hour for the
hours between 2300 hours and 0500 hours including up to a maximum of two
hours lying-in period.
86.46
We further recommend that the Night Duty Allowance be computed

exceptionally at the rate of 25% on the basis of eight hours in respect of the
present night shift of 13 hours for officers in the Specialised Nursing Officer
cadre.

Recommendation 13
86.47
We recommend the payment of a monthly Night Attendance Bonus, up to the

publication of the next Report, to incumbents in the grades listed below
provided they attend duty on all scheduled night shifts during the month.
Pay Review 2016
~ 516 ~
Grade
Night Attendance Bonus/month

Rs
Trainee Specialised Nursing Officer
585
Specialised Nursing Officer

585
730
Specialised Head Nurse
730
875

Retention Allowance
86.48
Presently, a monthly Retention Allowance is paid to some officers at the Cardiac

Centre. The payment of this Retention allowance has helped in curbing the
emigration of these officers.
86.49
Recommendation 14
86.50
We recommend that officers in the grades of Trainee Specialised Nursing

Officer, Specialised Nursing Officer (Male and Female), Specialised Head
Nurse, Deputy Specialised Nursing Superintendent, Specialised Nursing
Superintendent and Chief Specialised Nursing Superintendent should
continue to draw, up to 31 December 2016, a monthly retention allowance
equivalent to two increments at the point reached in their respective salary
scale, subject to satisfactory performance and upon recommendation of the
Responsible/Supervising Officer.
86.51
We further recommend that an officer who leaves the service prior to the age
at which he may retire without the approval of the Board (Table II at Chapter
15 of Volume 1) should be required to refund the totality of the retention
allowance paid to him. However, an officer who retires from the service on
reaching the age at which he may retire without the approval of the Board or
thereafter should refund only that part of the retention allowance which he
would have earned under this scheme after reaching the age at which he may
86.52
However, the above provision should not apply to officers retiring as per their
~ 517 ~
Pay Review 2016
86.53
All officers who are eligible for the payment of the Retention Allowance as
this Report should continue to draw the Retention Allowance up to
31 December 2016.

Recommendation 15
86.54

component or an equivalent qualification should be allowed to move
that they:
(i)
(ii)

preceding year; and

Allowance to the Medical Profession
86.55
The annual allowance for expenditure incurred for the purchase of medical books,
e-materials, journals and other publications needed for keeping abreast of latest
development and efficient approaches for treatment payable to members of the
medical profession is being revised.
Recommendation 16
86.56
We recommend that the allowance payable to members of the medical

profession, appointed in a substantive capacity, for the purchase of medical
books, e-materials, journals and other publications be revised to Rs 13500
annually.

Recommendation 17
86.57
We recommend that provision made at paragraph 23.71 under the Ministry of

Health and Quality of Life in respect of the Special Medical Service Allowance
be extended to members of the medical profession at the Cardiac Centre.
Pay Review 2016
~ 518 ~
Special Provision for Officers of the Medical Profession

Recommendation 18
86.58
We recommend that the provision made at paragraphs 23.80 and 23.81 at

chapter 23 of this Report (Volume 2 Part I) should equally apply to members
of the medical profession at the Trust Fund for Specialised Medical Care
(Cardiac Centre).
Medical Specialists
Recommendation 19
86.59
We recommend that the Cardiac Surgeon, Cardiac Anaesthetist, Cardiologist

and Vascular Surgeon should be known as Consultant on reaching salary
point of Rs 89000.

86.60
In the 2013 PRB Report, we made provision for a Qualification Bar (QB) in the
salary scale of the respective Specialised Nursing Officer grades so that
progression beyond the QB would be subject to them possessing the National
Diploma Level 6 in Nursing. The EOAC removed the QB in the salary scale of the
grade of Specialised Nursing Officer (Male and Female), thus, allowing unqualified
officers to progress beyond the QB salary. Those officers who are qualified felt that
the efforts and sacrifices have not been compensated. On the other hand, allowing
both qualified and non-qualified to draw the same salary scale is technically
incorrect and might give rise to justified claims for redress before the tribunal. For
all these reasons, the Bureau is reinserting the QB in the salary scale of Specialised
Nursing Officer (Male and Female)
Recommendation 20
86.61
We recommend that, in future, progression beyond the QB in the salary

scales of Trainee Specialised Nursing Officer and Specialised Nursing Officer
(Male and Female) should be subject to obtention of the National Diploma
Level 6 in Nursing.
86.62
We further recommend that officers in post as at 01.01.16 in the grade of

Specialised Nursing Officer (Male and Female) who have already crossed the
QB in their salary scale though not possessing the Diploma be allowed to
continue to move incrementally in their respective salary scale, on a personal
basis.
Diploma in Cardiac Nursing

86.63
In the last Report, we recommended that the MOH & QL should consider the
advisability of running and awarding a Diploma in Cardiac Nursing to Trainee
Specialised Nursing Officers on completion of their three-year training. This
~ 519 ~
Pay Review 2016
Refund of Vacation Leave and Casual Leave

86.64
Presently, officers of the Specialised Nursing Officer cadre are allowed to

accumulate their vacation leave over and above their authorised ceiling as well as
their casual leave not taken. The officers are refunded the accumulated vacation
and casual leaves at the rate of 1/30 of their monthly salary per day at the time of
retirement, if they opt to work during the excess accumulated leave.
86.65
We have examined the issue and we are of the view that refund of the accumulated
vacation leaves should be at the time of retirement whereas that of unutilised casual
leave would be on a yearly basis. We are, thus, recommending accordingly.
Recommendation 21
86.66
We recommend that, until the publication of the next Report, officers of the
Specialised Nursing Officer cadre should continue to be allowed to
accumulate their vacation leave over and above their authorised ceiling.
Such leave may be taken as leave prior to retirement. If the officers opt to
work during the excess accumulated leave period, they should be refunded
the accumulated vacation leave at the rate of 1/30 of their last monthly salary
per day at the time of retirement.
86.67
We further recommend that, with effect from 01 January 2016 and up to the
next Overall Review of Pay and Grading Structures and Conditions of Service
in the Public Sector, officers of the Specialised Nursing Officer cadre be
allowed to accumulate their casual leave not taken and such leave should be
refunded annually at the rate of 1/66 of their last monthly salary per day in the
corresponding year.
86.68
We, however, recommend that officers of the Specialised Nursing Officer

cadre should continue to be refunded all unutilised accumulated casual
leaves as at 31.12.15 at the rate of 1/30 of the last monthly salary per day at
the time of retirement.
Compensation for work on Public Holidays falling on Night Shift

Recommendation 22
86.69
We recommend that the handing over period of time up to a maximum of 30

minutes should continue to be considered as effective working hours for the
purpose of determining any compensation or grant of days off.
Allowance to Theatre Attendant (Shift) when posted in the Operation Theatre for a
whole month
86.70
The monthly allowance of Rs 440 payable to Theatre Attendants who are posted in
the Operation Theatre for a whole month is being revised as this arrangement has
proved to be effective.
Pay Review 2016
~ 520 ~
Recommendation 23
86.71
We recommend the continued payment of a monthly allowance of

Rs 465 to Theatre Attendant (Shift) who are required to be posted in the
Operation Theatre for a whole month.
86. TRUST FUND FOR SPECIALISED MEDICAL CARE (CARDIAC CENTRE)

SALARY SCHEDULE
TFSMC 1 :
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18450
Handy Worker
TFSMC 2 :
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19200
Handy Worker (Shift)
TFSMC 3 :
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
Office Attendant (Future Holder)
TFSMC 4 :
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200
Driver/Office Attendant (Personal)
TFSMC 5 :
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200
Nursing Aid/General Worker
Theatre Attendant (Shift)
TFSMC 6 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200
Handy Worker Supervisor
TFSMC 7 :
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 25525
TFSMC 8 :
Rs 13530 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 25525
Driver (Shift) (New Grade)
~ 521 ~
Pay Review 2016
86.
TRUST FUND FOR SPECIALISED MEDICAL CARE (CARDIAC CENTRE) (Contd)
TFSMC 9 :
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 26300
TFSMC 10 :
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 27075
TFSMC 11 :
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 27075
Receptionist/Telephonist (Roster)
TFSMC 12 :
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 29400
TFSMC 13 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 30175
TFSMC 14 :
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 31725
Bio-Medical Technician
TFSMC 15 :
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 32500
TFSMC 16 :
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
TFSMC 17 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
Accounts Clerk
Pay Review 2016
~ 522 ~
86.
TFSMC 18 :
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 34350

TFSMC 19 :
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 36200 QB 37125 x 1225 38350
Pharmacy Technician (New Grade)
TFSMC 20 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 37125 x 1225 38350
TFSMC 21 :
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 36200 QB 37125 x 1225 38350
Trainee Specialised Nursing Officer
TFSMC 22 :
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 37125 x 1225 38350
TFSMC 23 :
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

Accounts Officer (Personal)
TFSMC 24 :
Rs 18825 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 37125 x 1225 38350 QB 39575 x 1225 40800
Medical Imaging Technologist (New Grade)
TFSMC 25 :
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800
TFSMC 26 :
Rs 23975 x 775 32500 x 925 37125 x 1225 40800 QB 42325 x 1525

43850
Specialised Nursing Officer (Male and Female)
TFSMC 27 :
Rs 21950 x 625 23200 x 775 32500 x 925 36200 QB 37125 x 1225

40800 x 1525 45375
TFSMC 28 :
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 46900

Specialised Head Nurse
~ 523 ~
Pay Review 2016
86.
TFSMC 29 :
Rs 32500 x 925 37125 x 1225 40800 x 1525 49950 x 1625 53200

Deputy Specialised Nursing Superintendent
TFSMC 30 :
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
TFSMC 31 :
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
TFSMC 32 :
Rs 36200 x 925 37125 x 1225 40800 x 1525 49950 x 1625 59700

Specialised Perfusionist/Senior Specialised Perfusionist
formerly Senior Specialised Perfusionist
Specialised Perfusionist
TFSMC 33 :
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
Pharmacist/Senior Pharmacist (New Grade)
TFSMC 34 :
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Specialised Nursing Superintendent
Specialised Physiotherapist
TFSMC 35 :
Rs 46900 x 1525 49950 x 1625 62950

Chief Specialised Perfusionist
TFSMC 36 :
Rs 40800 x 1525 49950 x 1625 62950 x 1850 68500 x 1950 70450

Trainee Specialised Registered Medical Officer
TFSMC 37 :
Rs 43850 x 1525 49950 x 1625 62950 x 1850 68500 x 1950 70450

Chief Specialised Nursing Superintendent
TFSMC 38 :
Rs 45375 x 1525 49950 x 1625 62950 x 1850 68500 x 1950 74350

x 2825 80000 x 3000 83000
Specialised Registered Medical Officer
TFSMC 39 :
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000 95000

Medical Registrar
Pay Review 2016
~ 524 ~
86.
TFSMC 40 :
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

101000
Cardiac Anaesthetist
Cardiac Surgeon
Cardiologist
Vascular Surgeon
TFSMC 41 :
Rs110000
Director Cardiac Services (Future Holder)
TFSMC 42 :
Rs113000
Director Cardiac Services (Personal)
Executive Director
~ 525 ~
Pay Review 2016
Pay Review 2016
~ 526 ~

87.
Universite des Mascareignes
87.1
Established under the Universit des Mascareignes Act 2012, the Universit des
Mascareignes(UDM) envisions to classify itself among the first interdisciplinary
universities in the region and to become the first choice university for students,
academics and researchers of Mauritius and neighbouring countries. It aims at
encouraging innovation and excellence in teaching and research.
87.2
The objects of the UDM are, among others, to provide tertiary education, and
develop and promote excellence in life, natural, applied and social sciences and
humanities; foster and encourage the advancement of knowledge and skills; provide
research, development, consultancy and other services; promote entrepreneurship
among its students; serve as a centre for fostering co-operation, partnership and
exchange of ideas; and develop into an institution of excellence in teaching,
training, scholarship, research, consultancy and other services, with emphasis on its
areas of operation.
87.3
The institution is mandated to, inter-alia, conduct programmes and courses of study
for degrees, diplomas, certificates and other academic distinctions; hold
examinations and confer degrees, diplomas, certificates and other academic
distinctions whether on its own or jointly with any other tertiary education institution;
institute and award scholarships, prizes and medals and confer such other awards
for recognition; determine standards and specify conditions for the admission of
students to courses of study; and establish exchange programmes and courses with
any other institution.
87.4
At present, the University is staffed with employees of the two defunct organisations
namely Institut Superieur de Technologie and Swami Dayanand Institute of
Management. Prior to the proclamation of the UDM Act in September 2012, these
two institutions were operating under the aegis of the University of Technology,
Mauritius. The employees have been absorbed in the UDM as per provisions of the
Act.
87.5
The UDM comprises two campuses, situated at Rose Hill and Pamplemouses
respectively and consists of three faculties, seven departments, two schools and
one research institute. The principal executive and academic officer of the UDM is
the Director-General.
87.6
In the context of this Report, the Bureau has received strong and persistent
representations from both Staff Associations and Management for the UDM to be
provided the right structure to enable it to function as any other full-fledged
university. It has also vehemently been pointed out that staff of the ex-IST and exSDIM have been deprived of promotion prospect for nearly 20 years owing to a lack
~ 527 ~
Pay Review 2016

of a reorganisation exercise, which took place with the setting up of the UDM in
2012.
87.7
The Bureau perfectly understands the legitimate feeling of demotivation and

frustration among the employees of ex-IST and ex-SDIM. However, we also wish to
highlight that grades are created with respect to their functional needs in the
organisation, and in the present case, a university context is concerned. In this
perspective, the main representation from both Management and Unions, were
geared towards the creation of several grades, both academic and non-academic.
It is worth highlighting that most of these grades have been created after the
meeting held with the different stakeholders. Management has informed that the
Boards approval would be sought for the creation of other grades in view of
enabling the UDM to function with the appropriate structure.
87.8
Against this background, we are not creating additional grades in this Report, save
for that of Management Support Officer. We have also provided the salaries for
grades created on an ad hoc basis on the establishment of the University. We are,
in addition, making specific provisions for academics and introducing the payment
of a few allowances, in line with what obtains in the other tertiary education
institutions.

87.9
Management has submitted that with an expansion in activities at the University,

there is strong need to strengthen the structure of the General Services cadre which
currently comprises the level of Clerical Officer/Higher Clerical Officer only. In this
context, request has been made for the creation of the grades of Management
Support Officer and Office Management Assistant which will also serve as a
promotional route for officers in the grade of Clerical Officer/Higher Clerical Officer.
87.10
After carefully examining the request, we are agreeable to the creation of the grade
of Management Support Officer.
Recommendation 1
87.11
We recommend the creation of the grade of Management Support Officer, in

line with provision made at paragraphs 24 (i) of this Report.

87.12
Prior to this Report, the MCSAR submitted to the Bureau a proposed scheme of
service of the grade of Safety and Health Officer/Senior Safety and Health Officer
created on the establishment of the UDM, for salary grading. We have provided the
salary of the grade in the salary schedule. However we are providing for the
appropriate qualification requirements that should be set in line with what obtains in
the Civil Service for the grade of Safety and Health Officer/Senior Safety and Health
Officer.
Pay Review 2016
~ 528 ~

Recommendation 2
87.13
We recommend that the qualification requirements of the grade of Safety and

Health Officer/Senior Safety and Health Officer should be a Diploma in
Occupational Health and Safety of the University of Mauritius or an equivalent
Private Work for Registered Professionals

Recommendation 3
87.14
We recommend that academic staff who are registered professionals should

be allowed to exercise their profession, provided it is done outside their
working hours and is not in conflict with their work at the University.
Sabbatical Leave Scheme

Recommendation 4
87.15
We recommend that the Universit des Mascareignes considers the

advisability of setting up a Sabbatical Leave Scheme for its academic staff.
87.16
The Bureau has been apprised that the UDM also provides consultancy services to
various stakeholders and engage in research projects on a contractual basis
against payment. The net income is then shared between the University, given that
the consultancy team uses its space, equipment and laboratories and relevant staff.
We are making provisions for a distribution ratio which should be applicable in such
cases as well as for short courses, seminars and workshops.
Recommendation 5
87.17
We recommend that the distribution ratio of the net income between

academics and supporting staff and the University should be:
(i)
2:1 for Research and Consultancy; and
(ii)
4:1 for short courses, seminars and workshops.
Allowance to Head of Department and Dean of Faculty

87.18
Academics are assigned additional duties as Head of Department and Dean of

Faculty, where they are responsible for a department or faculty. We consider that
these academics should be paid an allowance for shouldering the extra duties.
Recommendation 6
87.19
We recommend that academics who have been assigned the duties of Head of
Department or Dean of Faculty should be paid a monthly allowance of
Rs 1525 and Rs 1830 respectively.
~ 529 ~
Pay Review 2016

Academic Attainment
87.20
The Bureau considers that academics should be compensated additionally for

improving their qualifications and achievement within their academic field. We are
Recommendation 7
87.21

holding a PhD and/or Masters Degree and reckoning academic achievement
through published research, teaching, administrative contributions and
publications and having stayed on top of their revised salary scale for one
year should be allowed to move incrementally up to a maximum of two
increments to be read from the Master Salary Scale.
87.22
We also recommend that for implementation of paragraph 87.21, the new

salary point reached by virtue of the provisions made at paragraph 10.40 of
Volume I of this Report shall be deemed to be the new top salary.
87.23
In general, full-time employees of public universities are not allowed to participate in

active politics with a view to ensuring a smooth running in the operations of the
University. We consider that this provision should also apply to staff of the UDM.
Recommendation 8
87.24
We recommend that full time employees of the UDM should not be allowed to
participate in active politics.
Movement for Administrative Officers

Recommendation 9
87.25
We recommend that officers in the grade of Administrative Officer who have

stayed on top of their revised salary scale for one year should be allowed to
move incrementally up to salary point Rs 62950 provided they have been
Pay Review 2016
~ 530 ~

87.

SALARY SCHEDULE
UDM 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
UDM 2
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 18450
Handyworker
UDM 3
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 19200
Stores Attendant
UDM 4
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Gardener
Library Attendant
Office Attendant
Workshop Assistant (Personal)
UDM 5
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver
UDM 6
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 23975
Binder
Handyworker (Skilled)
UDM 7
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
UDM 8
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 27075
UDM 9
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
~ 531 ~
Pay Review 2016

87.
UDM 10
UNIVERSITE DES MASCAREIGNES (Contd)
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Library Clerk
UDM 11
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30950
Technical Assistant
UDM 12
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
UDM 13
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Assistant Financial Officer (Personal)
UDM 14
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Usher (Personal)
UDM 15
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
UDM 16
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
Computer Technician
Library Officer
Maintenance Officer
UDM 17
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 45375 QB 46900 x 1525 49950 x 1625 56450
Trainer (Personal)
Pay Review 2016
~ 532 ~

87.
UDM 18
Rs 25125 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Sports Officer
UDM 19
Rs 27850 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Systems Engineer
UDM 20
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Accountant
Internal Auditor
UDM 21
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
Lecturer
UDM 22
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950 70450

UDM 23
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850 68500

x 1950 74350
Assistant Registrar
UDM 24
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950 74350

Head of Finance
Head of Information Services
Head of International Affairs, Student Welfare and Support
Head of Projects, Estates and Endowment
Head of Quality Assurance
Head of Research, Consultancy and Innovation
Senior Lecturer
UDM 25
Rs 51575 x 1625 62950 x 1850 68500 x 1950 74350

Manager (Personal)
~ 533 ~
Pay Review 2016

87.
UDM 26
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000 86000

Registrar
UDM 27
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000 89000

Associate Professor
UDM 28
Rs 102500
Deputy Director-General
UDM 29
Rs 110000
Director-General
EX-INSTITUT SUPERIEUR DE TECHNOLOGIE

SALARY SCHEDULE
IST 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
IST 2
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Library Attendant (Personal)
IST 3
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerical Officer/ Higher Clerical Officer (Personal)
Library Clerk (Personal)
IST 4
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30950
Technical Assistant (Personal)
IST 5
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Pay Review 2016
~ 534 ~

EX-INSTITUT SUPERIEUR DE TECHNOLOGIE (Contd)

IST 6
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Usher (Personal)
IST 7
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
IST 8
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

IST 9
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
Computer Technician (Personal)
IST 10
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
Assistant Lecturer/Lecturer (Personal)
IST 11
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950 70450

IST 12
Rs 51575 x 1625 62950 x 1850 68500 x 1950 74350

Manager (Personal)
EX-SWAMI DAYANAND INSTITUTE OF MANAGEMENT

SALARY SCHEDULE
SDIM 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
SDIM 2
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Library Attendant (Personal)
Workshop Assistant (Personal)
SDIM 3
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
Word Processing Operator/Receptionist (Personal)
~ 535 ~
Pay Review 2016

EX-SWAMI DAYANAND INSTITUTE OF MANAGEMENT (Contd)

SDIM 4
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
SDIM 5
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
SDIM 6
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
Usher (Personal)
SDIM 7
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
SDIM 8
Rs 22175 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

SDIM 9
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
Computer Technician (Personal)
SDIM 10 :
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 45375 QB 46900 49950 x 1625 56450
Trainer (Personal)
SDIM 11 :
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
Assistant Lecturer/Lecturer (Personal)
SDIM 12 :
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950 70450

SDIM 13 :
Rs 51575 x 1625 62950 x 1850 68500 x 1950 74350

Manager (Personal)
Pay Review 2016
~ 536 ~

88.
88.1
The University of Mauritius (UoM) was established in 1965 and became operational
in July 1968. It envisions to be one of the leading international tertiary education
providers and a research-led university. Its mission consists in providing quality
education to students and promoting knowledge creation and dissemination through
research and innovative teaching while responding to the developmental needs of
the country and global community.
88.2
The University has developed a strategic plan 2015-2020, where six Strategic
Directions have been identified to enable the UOM to achieve its vision for 2020:
Excellence in Teaching and Learning; Excellence in Research and Innovation;
Strategic Partnership for internationalisation; Enriching Student Experience;
Sustainable Community Engagement; and Long Lasting Financial Sustainability.
88.3
The UOM as an awarding body offers moduralised programmes in all principal fields
of studies, up to PhD level. Its programmes are designed in line with educational
developments to meet the needs of the country in close collaboration with
stakeholders. The activities are organised under several Divisions, Departments
and Faculties. A new Faculty of Ocean Studies as well as a Doctoral School have
been set up. The University further intends to establish a Faculty of Information
Technology and a Faculty of Medicine and Health Sciences.
88.4
The Vice-Chancellor is the principal academic and administrative officer of the

University. The latter is assisted by two Pro-Vice Chancellors as well as by
academic and non-academic staff in a ratio of 1:1.5.
88.5
In the light of the proposals made by both Management and Staff Associations, we
are bringing changes in the structure of certain cadres, creating levels where they
are warranted whilst revising existing allowances.
Director, Centre for Innovative Lifelong Learning (New Grade)

88.6
The Bureau has been apprised that the Centre for Professional Development and
Lifelong Learning (CPDL) and the Virtual Centre for Innovative Learning
Technologies (VCILT) have been merged into a new centre, namely the Centre for
Innovative Lifelong Learning (CILL). The CILL is a specialised centre in the
promotion of lifelong learning through e-learning and educational technology.
88.7
In the above context, Management has submitted that there is need for a new
grade of Director to head the CILL. In the same breath, the grades of Director,
CPDL and Director, VCILT are no longer required and may be abolished as they
are vacant. We are agreeable to the proposal and recommending accordingly.
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Recommendation 1
88.8
We recommend the creation of a grade of Director, Centre for Innovative

Lifelong Learning. Appointment thereto should be made by selection from
among candidates possessing a Masters Degree in Information Technology
or Educational Technologies or Distance Education or
an equivalent
qualification; and reckoning at least 10 years post qualification experience in
teaching, research and management in the field of e-Learning and Lifelong
Learning.
88.9
Incumbent would be required to, among others, maintain and promote the efficiency
and good order of the Centre in accordance with policies and procedures of the
University; develop the CILL in accordance with set objectives; advise on the
organisational framework, functions, human resources and technology required for
the CILL, and coordinate the development of on-line learning resources.
Recommendation 2
88.10
We further recommend that the grades of Director, Centre for Professional

Development and Lifelong Learning; and Director, Virtual Centre for
Innovative Lifelong Learning be abolished.
Director of Doctoral School

88.11
Management has informed that the University is in the process of setting up a

Doctoral School, which would regroup all research postgraduate and postdoctoral
programmes. The School is expected, among others, to bring researchers together
and provide a stimulating research environment and opportunities to pursue high
quality doctoral programmes. In this context, it has been submitted that there is
need for a designate position of Director of Doctoral School, where incumbent
would be responsible for the overall management and streamlining of procedures in
respect of research postgraduate and postdoctoral programmes.
We are
Recommendation 3
88.12
We recommend the creation of a designate position of Director of Doctoral

School, to be filled from among officers holding a substantive appointment in
the grade of Associate Professor or Professor and possessing a PhD
qualification and at least 10 years quality experience at University level
teaching and/or research at university/national level institutions.
88.13
We also recommend that the Director of Doctoral School should be paid a

Pay Review 2016
~ 538 ~

Associate Dean
88.14
Management has apprised that further to a significant rise over the past few years
in the number of academic and support Staff, undergraduate and postgraduate
students and number of programmes, the administrative workload of Deans has
increased considerably. In such a context, the Dean is left with limited time to
ensure excellence in teaching and lead the strategic direction of research in the
Faculty. Management has subsequently proposed for the creation of a designate
position of Associate Dean and incumbent would provide assistance to the Dean.
The Bureau has examined the issue carefully and considers that such a position
would enhance service delivery, given the size and span of activities at the
University of Mauritius.
88.15
However, we have been informed that creation of this position would involve an
amendment to the UOM statutes, which is not envisaged at this stage. Against this
backdrop, the Bureau considers that it would be more appropriate if the issue be
thrashed out at the level of Senior Management, Staff Committee and University
Council in a first instance.
Public Relations and Communication Officer (New Grade)

88.16
The Bureau was informed that with the fast evolution of information and
communication technologies, digital technologies and the growing importance of
social media platforms, the need is felt for a dedicated grade of Communication
Officer. Incumbent would be responsible to provide timely and useful information to
all stakeholders and be the key spokesperson and media contact for the institution.
88.17
The Bureau views that as there is already a grade of Public Relations Officer on the
establishment of the UOM, a new grade of Public Relations and Communication
Officer may be created against that of Public Relations Officer being made
evanescent. We are recommending accordingly.
Recommendation 4
88.18
We recommend that:
(i)
a grade of Public Relations and Communication Officer be created.

candidates possessing a degree in Communication or Media or
Journalism or Public Relations or International Affairs from a recognised
institution and at least four years experience in the relevant field; and
(ii)
the grade of Public Relations Officer be made evanescent. A personal

salary has been provided to incumbent.
~ 539 ~
Pay Review 2016

88.19
Incumbent in the new grade of Public Relations and Communication Officer would
be required, among others, to perform the duties of the evanescent grade of Public
Relations Officer as well as act as the Universitys spokesperson and direct contact
for inquiries from the media and supervise responses to requests from the media;
develop and implement internal communication strategies, programmes and
activities to ensure accurate and timely communication of news and information
within departments; and produce digital content for website, e-news letter and social
media platforms.
Quality Assurance Officer (New Grade)

88.20
At present, the Quality Assurance Office comprises the grade of Director, Quality
Assurance only. The latter is supported by administrative staff. In line with the
universitys new vision, mission and goals, there is need to reinforce the structure
at the Quality Assurance Office. We are therefore providing for a new level of
Quality Assurance Officer.
Recommendation 5
88.21
We recommend the creation of the grade of Quality Assurance Officer.

possessing a Degree in the field of Management, Engineering, Sciences,
Social Sciences or Technology and a Masters Degree in the relevant field as
well as at least three years post qualification proven experience in the field of
Quality Assurance.
88.22
Incumbent would be required to, among others, assist the Director, Quality
Assurance in the setting up of appropriate mechanisms for the successful
implementation of quality assurance procedures and practices at the UOM; conduct
audit exercises in quality assurance processes within Faculties/Centres; and
provide training, advice and guidance to staff members.

88.23
Management has proposed the creation of a grade of Driver/Messenger so as to

make optimum use of resources. The Bureau is agreeable to the proposal save for
the appellation, as it is in line with the Bureaus policy for polyvalence and efficiency
in the delivery of services. Incumbents would therefore be required to perform both
driving and messengerial duties.
88.24
The Bureau further considers that employees in the grade of Driver should be given
the option to join the new grade, along with some incentive. We are making
Pay Review 2016
~ 540 ~

Recommendation 6
88.25
We recommend the creation of the grade of Driver/Office Attendant.

possessing a Certificate of Primary Education, a valid driving licence (manual
gear) to drive cars or vans or minibuses or lorries of up to five tons , along
with a clean driving record.
88.26
Incumbents would be required to, among others, drive vehicles of the UOM, clean,
wash and maintain vehicles, effect minor repairs to vehicles; perform despatch
duties and run errands; deliver documents within and outside the university; receive
visitors and directing them to offices.
88.27
We also recommend that Drivers in post as at 31 December 2015 be given the

option to join the new grade of Driver/Office Attendant and on joining, be
granted one additional increment to be read from the master salary scale.
Technicians Cadre
88.28
At present, the Technicians cadre comprises the grades of Technician/Senior

Technician, Principal Technician and Laboratory Coordinator. Officers are posted in
science and IT laboratories and the entry requirement to the base grade of the
cadre is a diploma in the relevant field.
88.29
For this Report, both Management and the Union have made strong representations
for a review of the structure and qualification requirements of the relevant grades
as they no longer fit in the present context, the moreso the duties have much
evolved over the years. The Union also requested for a site visit in view of enabling
the Bureau to better understand the change in the nature of their work and the
environment in which they operate.
88.30
In this respect, a site visit was conducted in the various laboratories of the UOM.
The Bureau took note of the multitude of highly sophisticated equipment with which
the technicians work on a daily basis to conduct practical classes and run tests. It
was also observed that the degree of complexity of the work performed by the
technicians has increased owing to the nature and level of research conducted
by students. Moreover incumbents also assist academic staff in the laboratories
in the running of practical classes and provide support to students in their research
and analyses for undergraduate, postgraduate and doctoral degrees.
88.31
As regards the working environment, the Bureau acknowledges the fact that the risk
of an accident happening is present owing to the use of chemical
products/substances and a few state of the art equipment and apparatuses.
However this element has already been taken into consideration at arriving to the
salary recommended for the grades.
~ 541 ~
Pay Review 2016

88.32
Further to the findings of the site visit and an in-depth analysis carried out by the
Bureau on the evolution of the duties of the Technicians cadre, we consider that the
existing qualification requirements no longer match the duties being presently
performed. We view that it is imperative for the officers to possess a good
technical and scientific background in order to perform more effectively and cope
with the more and more innovating and challenging research projects and
equipment of cutting edge technology.
88.33
Against this background, we are restyling the grades of the Technicians cadre to
distinct appellations for incumbents posted in the science laboratories and those
posted in the IT laboratories as the nature of duties performed are different. In so
doing, the officers posted in the science and IT laboratories would evolve in
separate structures and be provided with better career prospects. In the same
breath, we are upgrading the qualification requirements at entry level with a view to
professionalising the cadre.
Technicians Cadre Officers posted in Science Laboratories

Laboratory Officer
formerly Technician/Senior Technician
Recommendation 7
88.34
We recommend that:
(i)
the grade of Technician/Senior Technician should be restyled Laboratory

Officer;
(ii)
officers in the former grade of Technician/Senior Technician, who are

posted in the science laboratories should be known as Laboratory
Officer;
(iii) in future, appointment to the grade of Laboratory Officer formerly

Technician/Senior Technician, should be made by selection from
among candidates possessing a degree in the relevant science field;
and
(iv) officers in the grade of Laboratory Officer formerly Technician/Senior
Technician, possessing a degree in the relevant field should join the
recommended salary scale, at salary point Rs 26300 and be allowed to
proceed beyond the QB inserted in the salary scale of the grade.
Officers in post not possessing a degree in the relevant field would be
allowed to cross the QB upon obtention of same.
Pay Review 2016
~ 542 ~

88.35
Incumbent would be required, among others, to: assist academic staff in the running
of practical classes and in laboratory and field research; calibrate and run/operate
equipment including sophisticated ones for research and practical; provide technical
assistance to students including postgraduate students; supervise subordinates;
and implement maintenance plans and perform minor repairs on equipment.
Senior Laboratory Officer

formerly Principal Technician
Recommendation 8
88.36
We recommend that:
(i)
the grade of Principal Technician should be restyled Senior Laboratory

Officer;
(ii)
officers in the former grade of Principal Technician who are posted in

the science laboratories should be known as Senior Laboratory Officer;
(iii) in future, appointment to the grade of Senior Laboratory Officer formerly

Principal Technician, should be made by promotion, on the basis of
experience and merit, of Laboratory Officers, formerly Technician/Senior
Technicians, possessing at least 10 years service in the grade; and
(iv) officers in the grade of Senior Laboratory Officer, formerly Principal
Technician, possessing a degree in the relevant field should join the
recommended salary scale at salary point Rs 38350 and be allowed to
proceed beyond the QB inserted in the scale of the grade. Officers in
post not possessing a degree in the relevant field would be allowed to
cross the QB upon obtention of same.
88.37
Incumbents would be required, among others, to supervise the day-to-day

organisation and running of the laboratories in their department; manage the
inventory system; formulate maintenance plans for equipment; be responsible for all
health and safety matters pertaining to laboratories; train junior technical staff; and
keep updates on recent development relating to equipment and testing procedures.
Laboratory Co-ordinator
Recommendation 9
88.38
We recommend that:
(i)
in future, appointment to the grade of Laboratory Co-ordinator should be

made by promotion on the basis of experience and merit, of Senior
Laboratory Officers, formerly Principal Technicians, reckoning at least
five years service in the grade;
(ii)
officers in the grade of Laboratory Coordinator possessing a degree in

the relevant field should join the recommended salary scale at salary
~ 543 ~
Pay Review 2016

point Rs 46900 and be allowed to proceed beyond the QB inserted in

the salary scale of the grade. Officers in post not possessing a degree
in the relevant field would be allowed to proceed beyond the QB upon
obtention of same.
88.39
We also recommend that Management should review the schemes of service

of the grades of Laboratory Officer, formerly Technician/Senior Technician,
Senior Laboratory Officer, formerly Principal Technician and Laboratory
Coordinator with a view to reflecting the actual higher duties being performed
by incumbents.
Technicians Cadre Officers posted at the Centre for Information Technology and
Systems (CITS) (IT Laboratories)
IT Laboratory Officer
Recommendation 10
88.40
88.41
We recommend that:
(i)
the grade of Technician/Senior Technician should be restyled IT

Laboratory Officer;
(ii)
officers in the former grade of Technician/Senior Technician who are

posted in the IT laboratories of the CITS should be known as IT
Laboratory Officers;
(iii)
in future, appointment to the grade of IT Laboratory Officer formerly

Technician/Senior Technician should be made by selection from among
candidates possessing a degree in IT or Computer Science or an
equivalent qualification; and
(iv)
officers in the grade of IT Laboratory Officer formerly Technician/Senior

Technician, possessing the prescribed qualifications as well as new
entrants, should join the recommended salary scale at point Rs 26300
and be allowed to proceed beyond the QB inserted in the salary
scale. Officers in post not possessing the prescribed qualifications
would be allowed to cross the QB upon obtention of same.
Incumbents would be required, among others, to maintain, modify, repair and

upgrade computer hardware and software; assist in the implementation of
enterprise and other IT based systems across the University; assist in the
maintenance, development, upgrade and extension of the IT network and WIFI
infrastructure; connect appropriate servers, workstations and other equipment to the
LAN, Internet and WIFI; and assist in the preparation and delivery of professional IT
training courses.
Pay Review 2016
~ 544 ~

Senior IT Laboratory Officer

Recommendation 11
88.42
We recommend that:
(i)
the grade of Principal Technician should be restyled Senior IT

Laboratory Officer;
(ii)
officers in the former grade of Principal Technician and who are posted
in the IT laboratories of the CITS should be known as Senior IT
Laboratory Officer;
(iii) in future, appointment to the grade of Senior IT Laboratory Officer

formerly Principal Technician, should be made by promotion, on the
basis of experience and merit, of IT Laboratory Officers formerly
Technician/Senior Technicians, possessing at least 10 years service in
the grade; and
(iv) officers in the grade of Senior IT Laboratory Officer formerly Principal
Technician, possessing a degree in IT or Computer Science or an
equivalent relevant qualification should join the recommended salary
scale at point Rs 38350 and be allowed to proceed beyond the QB
inserted in their salary scale. Officers in post not possessing the
relevant degree should be allowed to cross the QB upon obtention of
same.
88.43
Incumbents would be required, among others, to supervise the day to day activities
and running of units/laboratories in the department concerned; plan and supervise
the implementation, maintenance and upgrade of the Universitys IT and network
infrastructure; train junior technical support staff and end users; monitor end-users
requests and fault reporting through the help desk system and task allocations to
subordinates; and ensure the general safety and health in the computer laboratories
and maintenance section.
IT Laboratory Co-ordinator (New Grade)

Recommendation 12
88.44
We recommend:
(i)
the creation of the grade of IT Laboratory Coordinator. Appointment

thereto should be made by promotion, on the basis of experience and
merit, of officers in the grade of Senior IT Laboratory Officer formerly
Principal Technician, possessing at least five years service in the grade;
and
~ 545 ~
Pay Review 2016

(ii)
88.45
that an officer appointed as IT Laboratory Coordinator and

possessing a degree in IT or Computer Science or an equivalent
relevant qualification should join the recommended salary scale of
the grade at point Rs 46900 and be allowed to proceed beyond the
QB. In the event the officer does not possess a degree in the relevant
field, progression beyond the QB would be allowed upon obtention of
same.
Incumbent would be required, among others, to supervise technical staff; ensure the
overall co-ordination of work at the CITS, Maintenance W orkshop, IT laboratories
and oversee the IT Technical Support Services across the University; design
maintenance contract plans for IT equipment; maintain a safe environment in the
computer laboratories at all times; identify appropriate IT training needs for
technical support staff and end users; perform technical work whenever his/her
expertise is required; and design, plan and organise IT related training programmes
as requested by academic staff and other relevant bodies.
Security Officer Cadre

88.46
The Security Officer cadre is a two level structure comprising the grades of Security
Officer and Senior Security Officer. Both Management and Union have submitted
that the current structure no longer suits the operational needs of the University,
thereby impeding effective service delivery.
88.47
Management further apprised that there has been a significant increase in student
and staff population over the years, coupled with major building and infrastructural
developments. Furthermore, the UOM is also running classes at Ebene. In this
context, there is need for a supervisory level which will oversee activities and day to
day operations of the cadre and assume overall responsibility for the securityrelated issues at Reduit and Ebene.
88.48
In addition, the Bureau has been informed that Security Officers are being
continuously required to meet new challenges and exigencies from
Management, staff and students. In this context, both Management and Union
have represented that there is need to review the qualification requirements of the
grades of Security Officer and Senior Security Officer in line with the level of duties
being performed by incumbents.
88.49
At present, the post of Security Officer is filled by selection from officers holding a
substantive post at the UOM and possessing a Certificate of Primary Education
along with five years service at the University. Following an in-depth analysis of
the Security Officer cadre, the Bureau deems it essential to reinforce the structure
and review the qualification requirements of the grades in view of the duties
performed. We are recommending along these lines.
Pay Review 2016
~ 546 ~

Chief Security Officer (New Grade)

Recommendation 13
88.50
We recommend the creation of the grade of Chief Security Officer.

Appointment thereto should be made by selection from among officers in the
grade of Senior Security Officer reckoning at least five years service in a
substantive capacity in the grade, having followed security training course
and possessing a School Certificate.
88.51
Incumbent would be required, among others, to oversee all matters relating to

security and assume overall responsibility for security aspects at the University;
advise Management on all security related matters; oversee the planning of work of
subordinates; lead and train subordinates; and review, on a regular basis, security
policies, systems and emergency procedures.
88.52

(i)
the qualification requirements of the grade of Security Officer be

reviewed so that, in future, appointment thereto should be made by
selection from among officers holding a substantive post at the
University of Mauritius, and possessing a School Certificate along with
five years of service; and
(ii)
Management should revisit the duties of the grade of Security Officer

and Senior Security Officer so that the actual duties, and
responsibilities devolving upon incumbents are also reflected.
Security Guard
88.53
Management has informed that the Universitys premises are watched over at night
by Security Guards, as Security Officers do not perform night duty. In this context, it
has been proposed to create a grade of Senior Security Guard to supervise
subordinates and take overall responsibility of a watch.
88.54
The Bureau considers that instead of creating a new level it would be more
appropriate in this particular context, to grant an ad hoc allowance to the
seniormost Security Guard for assuming this supervisory role. Management may
therefore initiate action in that direction.
Instructional Designer restyled Educational Technologist

88.55
Management has submitted that there is need for a new grade of Educational
Technologist to serve the Centre for Innovative Lifelong Learning. However, it is
noted that the duties proposed overlap to a large extent with those of the grade of
Instructional Designer. In this context, the Bureau considers that it would be more
appropriate to restyle the grade of Instructional Designer to Educational
~ 547 ~
Pay Review 2016

Technologist and to review the qualification requirements and duties of the restyled
grade.
Recommendation 14
88.56
We recommend that:
(i)
the grade of
Technologist;
Instructional
Designer
be
restyled
Educational
(ii)
in future, appointment to the grade of Educational Technologist formerly

Instructional Designer, be made by selection from among candidates
possessing a degree in Instructional and Educational Technology or
Instructional Design or Information Technology or an equivalent
qualification in the relevant field and at least two years post qualification
experience; and
(iii) the grade of Trainee Instructional Designer be abolished .

Technical Assistant
88.57
The Bureau has been requested to merge the grades of Technical Assistant and
Senior Technical Assistant as the supervisory element is quasi inexistent as the
duties of both grades overlap to a large extent. Given that the request is in
consonance with our policy of delayering, we are recommending for a merging of
the two grades.
Recommendation 15
88.58
We recommend that the grades of Technical Assistant and Senior Technical

Assistant be merged and restyled Technical Assistant/Senior Technical
Assistant.
Printing Department
88.59
Further to submissions made by both Management and Union, the Bureau

conducted an in-depth analysis of the structure of the Printing Department. We
have observed that there is much overlapping of duties among the various grades
and in a few cases, duties performed by incumbents are not in consonance with
those prescribed in their schemes of service. It has further been noted that
qualifications required are more or less outdated, the moreso printing duties have
evolved owing to technological advancements.
88.60
Against this background, the Bureau strongly views that Management should
consider the revamping of the whole structure at the Printing Department
and review the schemes of service accordingly.
Pay Review 2016
~ 548 ~

Analyst/Programmer
Recommendation 16
88.61
We recommend that officers in the grade of Analyst/Programmer who

possess a degree in Computer Science or an equivalent relevant qualification
and who have reached the top of their salary scale, should be allowed to
provided they:
(i)
(ii)

preceding year; and

Review of the duties of the grade of Administrative Officer
88.62
During consultations, Management apprised that with an increase in student

population and expansion in the UOMs activities, the University has witnessed an
increase in the number of events organised such as visits of international delegates,
signature of MOUs, conferences, seminars, graduation ceremonies, etc. In this
context, request has been made for the creation of a grade of Events Manager
where incumbent would be responsible for the planning, organising and supporting
of all university events.
88.63
After duly examining the proposal, the Bureau views that there may not be the need
for a distinct grade to carry out these functions on the ground that in the Civil
Service, these tasks are core administrative duties. We therefore strongly consider
that the same arrangement should prevail at the UOM. We are making a provision
in that direction.
Recommendation 17
88.64
We recommend that the schedule of duties of the grade of Administrative

Officer be reviewed so that incumbents are also required to be responsible for
planning, organising and supporting of all university events.
88.65
We also recommend that Administrative Officers who have stayed on top of

their revised salary scale for one year should be allowed to move
incrementally up to salary point Rs 62950 provided they have been
~ 549 ~
Pay Review 2016

Nursing Officer and Specialised Nursing Officer (Male and Female)

88.66
At present, candidates are required to possess, among others, a General Nursing

Certificate or an alternative qualification for eligibility to apply for the posts of
Nursing Officer and Specialised Nursing Officer (Male and Female).
In this
Report, we are providing a mechanism to compensate officers who possess the
National Diploma Level 6 in Nursing.
Recommendation 18
88.67
We recommend that officers in the grade of Nursing Officer and Specialised

Nursing Officer (Male and Female) who possess the National Diploma Level 6
in Nursing should be allowed to proceed incrementally in the master salary
scale up to salary point Rs 38350 and Rs 43850 respectively, provided they:
(i)
(ii)

preceding year; and

Diving Allowance
88.68
At present, a few technical staff posted at the Faculty of Ocean Studies and
Department of Bio Sciences are required to perform diving/snorkelling duties in the
sea on a regular basis, in connection with field work.
88.69
Management and Union have submitted that these officers should be paid an
allowance as they are performing an additional duty which necessitates a specific
competency. We are making a recommendation in this respect, in line with what
obtains in other organisations where officers are required to perform diving duties
over and above their normal duties.
Recommendation 19
88.70
We recommend that officers in the grade of Technician/Senior Technician,

now restyled Laboratory Officer, who are posted in the Faculty of Ocean
Studies and Department of Bio Sciences and performing diving duties,
should be paid a diving allowance at the rate of Rs 660 per dive, subject to a
maximum of four dives per month. This maximum may be reviewed by the
Council, based on operational requirements.
Recruitment of Lecturers in scarcity areas

88.71
At present, the qualification requirements of the grade of Lecturer are a Degree and
a Masters Degree in the relevant field. Management has apprised that it
encounters certain difficulties to recruit Lecturers in scarcity areas. In this context,
Pay Review 2016
~ 550 ~

we are revisiting the provision made in 2008 PRB Report to address this particular
issue.
Recommendation 20
88.72
We recommend that in scarcity areas or in cases where the university faces

difficulties to recruit Lecturers, Management may consider the recruitment of
candidates possessing a Honours Degree in the specified field along with at
least five years post qualification work experience.
88.73
We further recommend that for recruitment of Lecturers in the field of

Medicine, candidates may be required to hold a MBBS or MBChB, be a
registered medical practitioner and reckon at least four years relevant post
qualification work experience.
Research Publication Allowance

88.74
One of the Strategic Direction of the UOM is to reach Excellence in Research and
Innovation by raising the overall quality of research, promoting impact-driven
multidisciplinary research and implementing measures that will increase the
research visibility of the University, among others.
88.75
The Bureau has already recommended under the incentive scheme, that
Management in consultation with Tertiary Education Commission may evolve and
implement incentive schemes for academic staff engaged in multi-disciplinary
research. We, however, consider that publishing research is not an end it itself.
The UOM should also aim at publishing quality research in high-impact factor
journals. The Bureau nevertheless recognises that for research productivity and
output through publication in such journals to increase, academics and researchers
at the University should be provided the right incentive/reward through a financial
reward-based system. We are recommending in that direction.
Recommendation 21
88.76
We recommend that academics and researchers at the University of Mauritius

should be granted a financial bonus upon publication of their research in a
high impact factor journal or in a non-impact factor journal listed in
international accredited journals. However, the quantum of the bonus to be
paid per research paper published in both categories of journals should be
determined by the Council in consultation with the Tertiary Education
Commission.
Recruitment and Retention of Academic Staff

Recommendation 22
88.77
We recommend that full-time academic staff who are registered professionals,

should continue to be allowed to exercise their profession, subject it is
~ 551 ~
Pay Review 2016

carried out outside their normal working hours and is not in conflict with their
work at the University.
Sabbatical Leave
88.78
Sabbatical Leave is granted to academics to enable them to devote time on

scholarly research and keep abreast of new developments in their field as well
as for staff development. It may be spent abroad and/or locally.
88.79
The leave is earned at the rate of one month for every year of effective
residential service and is granted once after every eight years of effective
service. It is computed on a cumulative basis. However, the counter for
eligibility to sabbatical leave is reset to zero for academics who have already
benefitted from approved study leave for a period exceeding three months.
88.80
The Bureau considers that the existing provisions regarding the grant of
sabbatical are appropriate and should be maintained.
Recommendation 23
88.81
We recommend that the distribution of the net income between the staff and
University in respect of Research and Consultancy Services should be
(i)
2:1 between staff and the University for Research and Consultancy;
and
(ii)
4:1 between staff and the University for short courses, seminars and
workshops.
Allowance to Head of Department and Dean of Faculty

Recommendation 24
88.82
We recommend that in future, academics designated as Head of Department

and Dean of Faculty should be paid a monthly allowance of Rs 1960 and
Rs 2600 respectively
88.83
We further recommend that academics designated as Head of Department

and Dean of Faculty as at 31 December 2015 should continue to be paid a
monthly allowance of Rs 5000 and Rs 7000 respectively on a personal basis
provided they are still performing in these positions.
Pay Review 2016
~ 552 ~

Incentive Scheme
88.84
The existing provisions under the Incentive Scheme for Academics are as follows:
(a)
The University of Mauritius in consultation with the Tertiary Education

Commission, may subject to availability of funds:
(i)
evolve and implement incentive schemes for academic staff engaged

in multi-disciplinary research and research likely to contribute to wealth
creation, policy formulation and transfer of technology or for the
environmental, social and cultural development of Mauritius;
(ii)
consider the advisability of granting an allowance to Academics for

supervising Mphil/PhD students; and
(iii)
consider the advisability or otherwise of granting an allowance to

Academics regularly lecturing at Masters level;
(b)
the University of Mauritius may further consider the grant of a higher entry
point in the salary scale to academics who, on recruitment, possess
qualifications higher than those minimum prescribed and for wide proven
experience in their field;
(c)
academics holding a PhD degree recognised by the Council should be

granted four pensionable months of service for every three years of postdoctoral effective service subject to a maximum of forty months; and
(d)
the University of Mauritius in consultation with the State Insurance Company

of Mauritius Ltd evolves an appropriate scheme to allow those academics
who join the University after a long period of study and who consequently
would not complete the years of service required to earn full pension, to
purchase additional years of service at the start of their career.
Recommendation 25
88.85
We recommend that the above provisions governing the Incentive Scheme

should be maintained.
Academic Attainment
Recommendation 26
88.86

holding a PhD and/or holding a Masters degree and reckoning academic
attainment through published research, teaching, administrative contributions
and publications and having stayed on top of their revised salary scales for
one year should be allowed to move incrementally up to a maximum of two
increments to be read from the master salary scale.
~ 553 ~
Pay Review 2016

88.87
We further recommend that for the implementation of paragraph 88.86 the

new salary point reached by virtue of the provision made at paragraph 10.40
of Volume 1 of this Report shall be deemed to be the new top salary.
88.88
We are maintaining the provision to the effect that full-time employees of the
University of Mauritius should not be allowed to participate in active politics so as
not to disrupt the smooth running of activities.
88.
SALARY SCHEDULE
UOM 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
UOM 2
Rs 11450 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
18825
Stockman
UOM 3
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575
Security Guard
UOM 4
Rs 9050 x 230 10200 x 250 11450 x 260 14050 x 275 15150 x 300
15750 x 325 17700 x 375 19575 x 475 20050
General Worker/Nursery Attendant/Gardener (Personal)
UOM 5
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Nursery Attendant/Gardener
Office Attendant
UOM 6
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 22575
Security Officer
UOM 7
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver (Personal)
Field Supervisor
Pay Review 2016
~ 554 ~

88.
UOM 8
UNIVERSITY OF MAURITIUS (Contd)
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 23975
Binder
Carpenter/Cabinet Maker
Electrician
Mason
Mechanic
Painter
UOM 9
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 23975
UOM 10 :
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
UOM 11 :
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 25525
Driver (Heavy Vehicle)
Tractor Driver
UOM 12 :
Rs 15450 x 300 15750 x 325 17700 x 375 19575 x 475 21950 x 625
23200 x 775 25525
Senior Security Officer
UOM 13 :
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 QB 22575 x 625 23200 x 775 27075
Handy Worker/Tradesman/Senior Tradesman (Personal)
Printing Operator/Plate Engraver
UOM 14 :
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 27075
Prepress Operator
UOM 15 :
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
27850
Chief Security Officer (New Grade)
~ 555 ~
Pay Review 2016

88.
UOM 16 :
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
27850
Senior Receptionist/Telephone Operator
UOM 17 :
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 28625
UOM 18 :
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 QB 22575 x 625 23200 x 775 30175
Binder/Senior Binder (Personal)
UOM 19 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerk
UOM 20 :
Rs 14325 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Library Clerk (Roster)
UOM 21 :
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 30175

Foreman
Foreman (Binder)
UOM 22 :
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 31725
Technical Assistant/Senior Technical Assistant (Personal)
formerly Technical Assistant
UOM 23 :
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
31725
UOM 24 :
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 27850 QB

28625 x 775 31725
Assistant Printing Supervisor (Personal)
Pay Review 2016
~ 556 ~

88.
UOM 25 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
Executive Assistant
UOM 26 :
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 33425

Senior Library Clerk (Roster)
UOM 27 :
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 32500 x 925 35275
UOM 28 :
Rs 22575 x 625 23200 x 775 32500 x 925 35275

Technical Assistant/Senior Technical Assistant (Personal)
formerly Senior Technical Assistant
UOM 29 :
Rs 17050 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 36200
Nursing Officer (Future Holder)
UOM 30 :
Rs 17050 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 37125 x 1225 38350
Nursing Officer (Personal to officer in post as at 31.12.15)
UOM 31 :
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
UOM 32 :
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

Financial Officer
Senior Executive Assistant
UOM 33 :
Rs 23975 x 775 32500 x 925 37125 x 1225 40800

Specialised Nursing Officer (Male and Female) (Future Holder)
~ 557 ~
Pay Review 2016

88.
UOM 34 :
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
UOM 35 :
Rs 20525 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
Computer Programmer
UOM 36 :
Rs 23975 x 775 32500 x 925 37125 x 1225 40800 x 1525 42325

Supervisor, University of Mauritius Press
UOM 37 :
Rs 20050 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 43850
Library Officer (Roster)
UOM 38 :
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 40800 x

1525 43850
Finance Officer/Senior Finance Officer (Personal)
UOM 39 :
Rs 23975 x 775 32500 x 925 37125 x 1225 40800 x 1525 43850

Specialised Nursing Officer (Male and Female) (Personal to officer in post
as at 31.12.15)
UOM 40 :
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 43850

UOM 41 :
Rs 22575 x 625 23200 x 775 32500 x 925 34350 QB 35275 x 925

37125 x 1225 40800 x 1525 45375
UOM 42 :
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 48425
Analyst/Programmer
Sports Officer/Senior Sports Officer
UOM 43 :
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 48425

Pay Review 2016
~ 558 ~

88.
UOM 44 :
Rs 27850 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 51575
Head, University of Mauritius Press
Principal Executive Assistant
UOM 45 :
Rs 33425 x 925 37125 x 1225 40800 x 1525 49950 x 1625 51575

UOM 46 :
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 48425 QB 49950 x 1625 56450
IT Laboratory Officer
Laboratory Officer
UOM 47 :
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Public Relations and Communication Officer (New Grade)
UOM 48 :
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Librarian
Observer/Expert Observer
Quality Assurance Officer (New Grade)
UOM 49 :
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Accountant
UOM 50 :
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Estate Engineer
UOM 51 :
Rs 30175 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Farm Manager
Principal Library Officer
~ 559 ~
Pay Review 2016

88.
UOM 52 :
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
Educational Technologist
formerly Instructional Designer
UOM 53 :
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
Administrative Officer (Personal)
Sports Organiser
UOM 54 :
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
UOM 55 :
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
Computer Systems Engineer
Research Officer
Systems Analyst
Systems Engineer
Visual Communication Designer
Web Multimedia Developer
UOM 56 :
Rs 30175 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450 QB 58075 x 1625 62950
Senior IT Laboratory Officer
Senior Laboratory Officer
UOM 57 :
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
Lecturer
UOM 58 :
Rs 34350 x 925 37125 x 1225 40800 x 1525 49950 x 1625 62950

Legal Affairs Officer
Services Superintendent (Personal)
UOM 59 :
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Senior Accountant
Senior Librarian
Pay Review 2016
~ 560 ~

88.
UOM 60 :
Rs 32500 x 925 37125 x 1225 40800 x 1525 49950 x 1625 62950 x

1850 68500 x 1950 70450
Assistant Research Fellow
UOM 61 :
Rs 34350 x 925 37125 x 1225 40800 x 1525 49950 x 1625 62950

QB 64800 x 1850 70450
IT Laboratory Coordinator (New Grade)
Laboratory Coordinator
UOM 62 :
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850 68500

x 1950 70450
Assistant Registrar
UOM 63 :
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850 68500

x 1950 72400
UOM 64 :
Rs 31725 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950 x 1850 68500 x 1950 74350
Public Relations Officer (Personal)
UOM 65 :
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950 74350

Manager, Health and Safety
Manager (Information Technology Services)
Manager, Innovative Learning Technologies
Manager (Management Information Systems)
Manager, Procurement and Supply
Research Fellow
Senior Lecturer (Future Holder)
Senior Research Officer
UOM 66 :
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950 74350

x 2825 80000 x 3000 86000
Deputy Registrar
Senior Lecturer (Personal to officers in post as at 31.12.15)
~ 561 ~
Pay Review 2016

88.
UOM 67 :
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000 89000

Associate Professor
Chief Librarian
Director, Centre for Information Technology and Systems
Director, Centre for Innovative Lifelong Learning (New Grade)
Director of Human Resources
Director of Marketing and Externally Funded Activities
Director, Quality Assurance
Finance Director
Senior Administrative Manager
UOM 68 :
Rs 101000
Chief of Facilities and Services
Professor
Registrar
UOM 69 :
Rs 110000
Pro Vice-Chancellor (Academia)
Pro Vice-Chancellor (Planning and Resources)
UOM 70 :
Rs 164000
Vice-Chancellor
Pay Review 2016
~ 562 ~

89.
University of Technology, Mauritius
89.1
Set up under the University of Technology, Mauritius (UTM) Act of 2000, the main
functions of UTM are, among others, to serve as a centre for fostering cooperation,
partnership and exchange of ideas between the academic community and the
public as well as the private sectors; and foster and encourage the advancement
and development of knowledge and skills, and their application to research and
other means through industry, the services sector, commerce and the public sector.
89.2
It envisions to become a University of national, regional and international renown

through the provision of multi-level quality tertiary education and training including
continuing professional education geared towards sustained capacity building for
increasingly technology-driven and enterprise-based developments.
89.3
UTM provides quality education and offers a wide range of courses, programmes
and activities in full-time, part-time as well as in mixed modes under four schools,
namely: School of Business, Management and Law; School of Sustainable
Development and Tourism; School of Innovative Technologies and Engineering;
and School of Accounting, Finance and Economics. So far, it has contributed in the
formation of over 5000 graduates.
89.4
As Head, the Director-General has the overall responsibility for the day-to-day
management of the University and for its efficiency. She is supported in her duties
by the Registrar and academics as well as staff of the administrative, technical,
library, finance, general services and workmens cadres.
89.5
Both Management and staff side have made several representations for this
Review. Management has requested for the creation of additional positions,
restyling of some grades and enhanced conditions of service. On the other hand,
the staff side has proposed the following: creation of additional levels; filling of
vacant posts; ensuring career path for officers on the establishment; alignment of
salaries; additional remuneration/benefit to academic staff; duty free facilities for
technical staff and provision of training.
89.6
Proposals made were lengthily discussed during meetings with both parties who
were apprised, among others, that filling of vacant posts and creation of new grades
depend on the functional and operational needs of the organisation and the onus
rests with the Board. However, it was also highlighted that grades which are
urgently required, could be graded by the Bureau on an adhoc basis well before and
even after the publication of the 2016 PRB Report, once the parent Ministry
conveys its approval and the proposed schemes of service are in order. Attention
of both Management and the staff side was drawn on the existing recommendations
in PRB Reports that provide for training to be dispensed to all staff. As regards
alignment of salaries, parties were informed that this would be examined by the
~ 563 ~
Pay Review 2016

Bureau on the basis of its job evaluation exercise. They were equally made aware
that eligibility or otherwise for duty free facilities for technical staff would depend on
the findings of the Survey on Travelling.
89.7
For this review exercise, we are, among others, consolidating the structure with the
creation of the grades of Electrician, Computer Laboratory Attendant, Overseer and
Maintenance Officer respectively, and maintaining the existing benefits for
academics. To address the concern of the staff side about existing HR problems, it
is recommended that Management should carry out a Human Resource
Planning exercise.
89.8
In framing its recommendations, the Bureau also took into account written
submissions of the new Management of the UTM.
Electrician (New Grade)

89.9
At present, all repairs pertaining to electrical installations are being performed by an

employee in the grade of Handy Worker (Skilled). With the expansion of the
Universitys infrastructure, Management and staff side have made proposals for the
creation of the grade of Electrician to look after all the electrical installations and
repairs of the building.
Recommendation 1
89.10
We recommend the creation of a grade of Electrician. Appointment thereto

should be made from candidates possessing a Certificate of Primary
Education and the National Trade Certificate Level 3 in Electrical Installation
Works issued jointly by the Mauritius Examinations Syndicate and the
Mauritius Institute of Training and Development or an equivalent qualification.
89.11
Incumbent would be required, among others, to: carry out complete power and
lighting installations of all types in buildings according to regulations including
outdoor power and lighting installations; perform maintenance work on all types of
electrical power and lighting installations; and prepare estimates for electrical works
including maintenance works.
Computer Laboratory Attendant (New Grade)

89.12
At present, employees in the grade of Handy Worker are being called upon to
perform the duties of the grade of Computer Laboratory Attendant.
89.13
In the context of this review, both Management and staff side have represented that
there is an increase in the number of computer terminals in the computer
laboratories to cope with volume of work. These computer terminals have to be
maintained regularly and there is need for a dedicated grade to cater for the general
care of the Computer Laboratories.
Pay Review 2016
~ 564 ~

Recommendation 2
89.14
We recommend the creation of a grade of Computer Laboratory Attendant.

employees on the permanent and pensionable establishment possessing a
Cambridge School Certificate with at least a pass in Mathematics or any
Science subject or equivalent qualification. On appointment, incumbent will
be required to undergo, on-the-job training for a period of at least six months.
On satisfactory completion of the training and on being favourably reported
upon, they will be considered for appointment to the grade of Computer
Laboratory Attendant in a substantive capacity.
89.15
Incumbents would be responsible for: the general cleanliness of the computer

laboratory and the general care of equipment and furniture; scheduling hardware
and software for use in different lecture rooms and the computer laboratory; and the
detection and elimination of viruses using appropriate tools.
Additionally,
incumbents would be required, among others, to set up equipment and load
relevant software; provide assistance to Lecturers for the running of hands-on
sessions; assist in the routine maintenance of hardware and software; and keeping
record of equipment.
Overseer (New Grade)

89.16
Representations have been received for the creation of a level to supervise the
work of Handyworkers and Handyworkers (Skilled) as well as to exert control and
discipline among them. To enable the organisation to make effective use of
resources and to monitor and supervise the activities of the Handyworkers and
Handyworkers (Skilled), we are recommending accordingly.
Recommendation 3
89.17
We recommend the creation of a grade of Overseer. Appointment thereto

should be made by selection from employees of the University possessing a
Certificate in Primary Education and showing proof of having attended
secondary education. Candidates should also reckon at least ten years
service in a substantive capacity and should have the ability to supervise
workers and maintain discipline among them.
89.18
Incumbent would, inter alia, be required to: distribute work among Handyworkers
and Handyworkers (Skilled) and maintain discipline among them at the different
sites of work; control the works undertaken under his supervision, and to ensure
that they are carried out according to norms and standards; keep an inventory of all
the tools and materials issued to the workers under his supervision; and prepare
daily progress of work of his team of workers.
~ 565 ~
Pay Review 2016

Maintenance Officer (New Grade)

89.19
The UTM is constantly expanding its infrastructure and other activities. Union
members, supported by Management, have represented that there is need for a
new level to better assist in the maintenance of the building and infrastructure and
improvement of the university equipment and compound.
Recommendation 4
89.20
We recommend the creation of a grade of Maintenance Officer. Appointment

Diploma in Civil Engineering or an equivalent qualification acceptable to the
Board.
89.21
Incumbent would, inter alia, be required to: plan, design, execute, supervise and
monitor civil engineering works; guide, supervise and control maintenance staff;
assist in the feasibility studies and preparation of bids documents; make regular
inspections of existing infrastructure and submit reports thereon; and ensure that
safety and precautionary measures relating to water and electricity infrastructure
are observed.
Allowance to Head of School

89.22
Presently, a monthly allowance of Rs 7000 is paid to each Academic who has been
assigned the duties of Head of School which is on a rotational basis for a period of
three years. We are maintaining the present arrangement and making appropriate
recommendation.
Recommendation 5
89.23
We recommend that:
(i)
the duties of Head of School should continue to be assigned on a

rotational basis for a period of three years to Associate Professors who
have served for at least once as Head of Department and reckoning at
least four years service at the University;
(ii)
in future, Associate Professors assigned the duties of Head of School

should be paid a monthly allowance of Rs 2600;
(iii) Associate Professors assigned the duties of Head of School as at

31 December 2015 should continue to be paid a monthly allowance of Rs
7000 on a personal basis provided they are still performing in this
position;
(iv) in the absence of candidates in the grade of Associate Professor, the
seniormost Senior Lecturer who has served for at least once as Head of
Department and reckons at least four years service at the University
Pay Review 2016
~ 566 ~

should be assigned the duties of Head of School and be paid the

allowance; and
(v)
eligibility for a new appointment to the position of Head of School would

not be before a period of four years, except with the special permission
of the Staff Committee/Board of Governors.
Allowance to School Coordinator

89.24
At present, Academic staff who have been assigned the duties of School
Coordinator to support the Head of School in his administrative responsibilities are
being paid a monthly allowance of Rs 2500. We are maintaining the present
arrangement and making appropriate recommendation .
Recommendation 6
89.25
We recommend that, in future, academic staff members assigned the duties of

School Coordinator should be paid a monthly allowance of Rs 1525.
89.26
We further recommend that academic staff members assigned the duties of

School Coordinator as at 31 December 2015 should continue to be paid a
monthly allowance of Rs 2500 on a personal basis provided they are still
performing in this position.
89.27
Academics below the level of Professor, who have improved their qualifications and
achieved within their academic field are granted additional increments. This
Recommendation 7
89.28

holding a PhD and/or holding a Masters degree and reckoning academic
attainment through published research, teaching, administrative contributions
and publications and having stayed on top of their salary scales for one year
should be allowed to move incrementally up to a maximum of two increments
to be read from the master salary scale.
89.29
Sabbatical Leave
89.30
In its previous Reports, the Bureau recommended that the UTM should consider the
advisability of setting up a Sabbatical Leave Scheme for its academic staff. During
consultation we were informed that this recommendation has yet to be
implemented. We are therefore reiterating this recommendation.
~ 567 ~
Pay Review 2016

Recommendation 8
89.31
We recommend that the Management of the UTM should set up a Sabbatical

Leave Scheme for the academic staff on permanent and pensionable
establishment.
Incentive Scheme
89.32
The present provisions of incentive scheme, hereunder replicated, are being

maintained:
1.
The University of Technology, Mauritius in consultation with the Tertiary

Education Commission, may, subject to availability of funds:
(i)
evolve and implement incentive schemes for academic staff

engaged in multi-disciplinary research and research likely to
contribute to wealth creation, policy formulation and transfer of
technology or for the environmental, social and cultural
development of Mauritius;
(ii)
consider the advisability of granting an allowance to Academics for

supervising MPhil/PhD students; and
(iii) consider the advisability or otherwise of granting an allowance to

Academics regularly lecturing at Masters level;
2.
the University of Technology, Mauritius may consider the grant of a

higher entry point in the salary scale to academics who, on recruitment,
possess qualifications higher than those minimum prescribed for the
respective grades and for wide proven experience in their field;
3.
academics holding a PhD Degree recognised by the Council should be

granted four pensionable months of service for every three years of
post-doctoral effective service, subject to a maximum of forty months;
and
4.
the University of Technology, Mauritius in consultation with the State

Insurance Company of Mauritius Ltd should evolve an appropriate
scheme to allow those academics who join the University after a long
period of study and who consequently would not complete the years of
service required to earn full pension, to purchase additional years of
service at the start of their career.
89.33
At present, Administrative Officers who have remained on top of their salary scale
for one year are allowed to proceed incrementally in the master salary scale up to
salary point Rs 58775 subject to performance criteria. This recommendation is
being maintained.
Pay Review 2016
~ 568 ~

Recommendation 9
89.34
We recommend that Administrative Officers who have remained on top of

their revised salary scale for one year should be allowed to move
incrementally up to salary point Rs 62950 provided they:
(i)
(ii)

preceding year; and

89.35
At present, full-time academic and non-academic staff of the University are not
allowed to participate in active politics as involvement therein disrupts the proper
functioning of the organisation. This provision, being a main clause in the
contract of employment of the staff, is being maintained.
89.

SALARY SCHEDULE
UTM 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
UTM 2
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18075
Printing Assistant
UTM 3
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18450
Handy Worker
UTM 4
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
Library Attendant
Office Attendant
UTM 5
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200
~ 569 ~
Pay Review 2016

89.
UTM 6
UNIVERSITY OF TECHNOLOGY, MAURITIUS (Contd)
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 23975
Electrician (New Grade)
UTM 7
Rs 14325 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 23975
UTM 8
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 25525
UTM 9
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 27075
Computer Laboratory Attendant (New Grade)
UTM 10 :
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 29400
Overseer (New Grade)
UTM 11 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 30175
Clerk
Library Clerk (Personal)
UTM 12 :
Rs 14325 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 30950
Library Clerk (Roster)
UTM 13 :
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 31725
Technical Assistant (Maintenance)
UTM 14 :
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 32500
UTM 15 :
Pay Review 2016
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
~ 570 ~

89.
UTM 16 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
Accounts Clerk
UTM 17 :
Rs 17050 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 37125 x 1225 38350
Nursing Officer
Sports Officer/Senior Sports Officer
UTM 18 :
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 37125 x 1225 38350
UTM 19 :
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

Accounts Officer
Accounts Officer (Ex-SPI) (Personal)
UTM 20 :
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
Library Officer (Personal)
Maintenance Officer (New Grade)
UTM 21 :
Rs 20525 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
Computer Programmer
UTM 22 :
Rs 20050 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 43850
Library Officer (Roster)
UTM 23 :
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 43850

UTM 24 :
Rs 27850 x 775 32500 x 925 37125 x 1225 40800 x 1525 46900

~ 571 ~
Pay Review 2016

89.
UTM 25 :
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 48425
UTM 26 :
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
UTM 27 :
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Librarian
UTM 28 :
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Accountant
Internal Auditor
UTM 29 :
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Systems Analyst
Systems Engineer
UTM 30 :
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
UTM 31 :
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
Admissions Officer
Public Affairs Officer
Student Affairs Officer
UTM 32 :
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
Lecturer
UTM 33 :
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Head of Resource Centre
Pay Review 2016
~ 572 ~

89.
UTM 34 :
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 x 1850 68500

x 1950 70450
Assistant Registrar
UTM 35 :
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950 74350

Head of Finance
Head of Information Services
Senior Lecturer (Future Holder)
UTM 36 :
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950 74350

x 2825 80000 x 3000 86000
Senior Lecturer (Personal to officers in post as at 31.12.15)
UTM 37 :
Rs 43850 x 1525 49950 x 1625 62950 x 1850 68500 x 1950 74350

x 2825 80000 x 3000 89000
Manager of Consultancy and Technology Transfer Centre
UTM 38 :
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000 89000

Associate Professor
UTM 39 :
Rs 66650 x 1850 68500 x 1950 74350 x 2825 80000 x 3000

101000
Head of School
UTM 40 :
Rs 101000
Professor
Registrar
UTM 41 :
Rs 110000
Deputy Director-General
UTM 42 :
Rs 164000
Director-General
~ 573 ~
Pay Review 2016

Pay Review 2016
~ 574 ~
Urdu Speaking Union
90.
URDU SPEAKING UNION
90.1
The Urdu Speaking Union has been established in 2002 under the Urdu Speaking
Union Act. Its main objects, among others, consist in promoting the urdu language
in its spoken and written forms; providing facilities for the exchange of views
affecting the interests, well being, development, relationships and common
problems of the urdu-speaking peoples of the world; and promoting and
encouraging the publication, exhibition, distribution and sale of urdu books,
magazines, newspapers ad calligraphic works.
90.2
The Union is managed by an Executive Council and the administrative duties fall
under the responsibility of the Administrative Secretary.
90.3
In the context of this Report, the Bureau has not received any representation. We
are, therefore, maintaining the present structure whilst revising the respective salary
scales.
90.
URDU SPEAKING UNION

SALARY SCHEDULE
USU 1
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
USU 2
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
~ 575 ~
Pay Review 2016
Pay Review 2016
Urdu Speaking Union
~ 576 ~
Vallee dOsterlog Endemic Garden Foundation
91.
91.1
The Valle DOsterlog Endemic Garden Foundation (VOEGF) was established as a

body corporate under the Valle DOsterlog Endemic Garden Foundation Act No.
19 of 2007 further to a Government decision to convert the Vallee DOsterlog into
an endemic garden. It operates under the aegis of the Ministry of Agro-Industry and
Food Security.
91.2
The Foundation aims to become a major eco-tourism site and envisions to be the
reference endemic garden of Mauritius. Its mission is to contribute to biodiversity
conservation at global level and knowledge dissemination and research of the
endemic flora and fauna of Mauritius.
91.3
During consultations, management highlighted the main and specific functions of

the Valle DOsterlog Endemic Garden Foundation: conservation and preservation
of the flora and fauna of the garden; dissemination of knowledge relating to endemic
flora and fauna and engagement in scientific research on these species while
making it a tourist attraction.
91.4
The Foundation would further be called upon to play a vital role in the protection of
catchment areas, soil and water conservation through the restoration and
conservation of the endemic/native forest at the garden which in the long term,
would contribute to carbon sequestration as they will act as a carbon sink thus
mitigating climate change effect.
91.5
The VOEGF is managed and administered by a Board. A Director is responsible for

the day-to-day management of the Foundation. The latter is assisted in his
functions by an Administrative Manager, a Technical Manager as well as officers of
the administrative/technical section and staff of the General Services.
91.6
To support the VOEGFs objectives to engage in scientific research on endemic

flora and fauna, the Bureau is agreeable to the proposal of Management to create
the grade of Scientific Officer on its establishment.
Scientific Officer (New Grade)

Recommendation 1
91.7
We recommend the creation of the grade of Scientific Officer. Appointment

degree in either Agriculture or Biology or Zoology or Botany or Ecology or
Conservation or an equivalent qualification acceptable to the Board.
91.8
Incumbent would be required to, inter alia, conduct and monitor research activities
and experimental work on fauna and/or flora and their conservation; prepare and
implement program for nursery activities in field and for maintenance of the garden;
monitor the status of wild populations of fauna and/or flora; carry out restoration
~ 577 ~
Pay Review 2016
works, germ-plasm collection and multiplication of fauna and/or flora; conduct

interpretation activities; prepare scientific reports, disseminate conservation
information, and create conservation awareness among students and the public at
large; and supervise and train junior staff.
Park Assistant (Roster) (New Grade)
91.9
The Bureau is also agreeable to create the grade of Park Assistant (Roster) to
assist the Scientific Officer in carrying out the field operations in the garden.
Recommendation 2
91.10
We recommend the creation of the grade of Park Assistant (Roster).

possessing a Cambridge Higher School Certificate with passes at principal
level in at least two subjects, including one science subject, or an equivalent
91.11
Incumbent would be responsible, inter alia, for the day-to-day maintenance activities
such as picnic areas, tracks and trails and other structures to ensure that they are
maintained to proper standards; sale of plants and other items and collect ticket
fees from visitors; allocation of task to manual workers and supervision of staff in
carrying out cleaning, building repairs, welding and other related duties; provision of
assistance and support to senior officers in such areas as public awareness and
conservation, education, habitat conservation, rehabilitation and protection, fauna
and flora survey works, among others; guide visitors within the garden and provide
information in order to increase visitors understanding, appreciation and enjoyment
of the garden; and look after animals/birds and perform animal husbandry practices.
Walking Allowance
91.12
At present, workers in the manual grades who do not have any means of transport
and have to cover a distance of more than six kilometers daily to reach their site of
work, are paid a monthly walking allowance of Rs 600. Management has informed
that other officers of the VOEGF equally have to cover a walking distance of more
than four kilometres on a daily basis to reach site of work as no transport facilities
are available in that area. Request has thus been made to extend the walking
allowance to this category of officers.
91.13
We have examined the issue and consider that there is merit in the case. We are,
therefore, making appropriate recommendations to this effect.
Recommendation 3
91.14
We recommend that a monthly walking allowance of Rs 600 be granted to

those workers of the manual grades who do not have any means of transport
and have to cover a distance of more than six kilometres daily to reach their
site of work.
Pay Review 2016
~ 578 ~
91.15
We further recommend that Management should consider the advisability of

extending the above recommendation to concerned officers of the VOEGF on
the same set conditions provided they satisfy the same criteria.
91.

SALARY SCHEDULE
VOGF 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
VOGF 2
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18075
Warehouse Operative (Ex-Tobacco Board) (Personal)
VOGF 3
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17700 x 375 18450
Warehouse Worker (Ex-Tobacco Board) (Personal)
VOGF 4
Rs 9050 x 230 10200 x 250 11450 x 260 14050 x 275 15150 x

300 15750 x 325 17700 x 375 18825
General/Handy Worker (Roster)
General/Handy Worker (Roster) (ex-Tobacco Board) (Personal)
VOGF 5
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
VOGF 6
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21000
VOGF 7
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200
VOGF 8
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200
Field Supervisor
VOGF 9
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23975
Driver/Messenger (Roster)
~ 579 ~
Pay Review 2016
VALLE DOSTERLOG ENDEMIC GARDEN FOUNDATION (Contd)
91.
VOGF 10 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 30175
VOGF 11 :
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 32500
Park Assistant (Roster)(New Grade)
VOGF 12
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
Accounts Clerk (Ex-Tobacco Board) (Personal)
VOGF 13
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

Accounts Officer
Accounts Officer (ex-Tobacco Board) (Personal)
VOGF 14
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 48425
VOGF 15
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Publications and Liaison Officer
VOGF 16
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Scientific Officer (New Grade)
VOGF 17
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
Technical Manager
VOGF 18
Rs 77175 x 2825 80000 x 3000 83000

Director
Pay Review 2016
~ 580 ~
92.
92.1
The Wastewater Management Authority (WMA), a body corporate established

under the Wastewater Management Authority Act No. 39 of 2000, operates as an
autonomous organisation under the aegis of the Ministry of Energy and Public
Utilities. The WMA has been entrusted with the overall responsibility for the
collection, treatment, disposal of wastewater throughout Mauritius, as well as the
provision of appropriate water pollution standards and wastewater control system.
92.2
Government has in its programme 2015-2019 (Achieving Meaningful Change)

apprised that it will undertake a review of the wastewater master plan to ensure the
most competitive wastewater disposal technology for environmental protection
which will address the sanitation problems in the former CHA housing estates and
the regions which are vulnerable to environmental hazards related to wastewater
disposal. The WMA aims at fulfilling Government objectives to connect 80% of the
population to the public sewer by 2033 as per the Wastewater Master Plan of 2012;
strengthen the organisation with adequate legal status, human resources and tariff
structure; link cost recovery to affordability of service; and improve the
environmental and customer services standards.
92.3
The Authority is headed by a General Manager who is assisted by two Deputy

General Managers: one responsible for the Administration and Finance Department
and the other for the Technical Department. The General Manager is responsible,
amongst others, for the execution of the policies and strategies of the Board along
with the control, management and administration of the day to day business of the
Authority.
92.4
In the context of this Report, the Management of the WMA has requested for further
improvement in the conditions of service along with the restyling of certain grades
similar to their counterparts in the Civil Service with a view to encouraging
employees and the key staff to remain in the sector. The staff side have amongst
others requested for the reinforcement of the Technical cadre, restyling of grades in
the Engineering cadre, extension of risk allowance to employees in certain grades
and aligning certain structures with what is obtained across the Public Service.
92.5
In line with Government objectives for the wastewater sector, we are in this Report
reviewing the existing organisation structure and the various allowances, wherever
relevant, to enable the Authority to meet its current and future operational
requirements as well as making provisions for ensuring the protection and well
being of its employees.
92.6
The Engineering cadre at the Wastewater Management Authority has a multiplicity

of fields with different hierarchical structures/levels. The staff side has represented
that for greater efficiency in work organisation, accountability and reporting, as well
as the dire need to motivate staff to remain at the Authority and to attract new
~ 581 ~
Pay Review 2016
entrants to join the organisation, there is need to restructure the cadre and bring
uniformity. In line with the Bureaus philosophy for lean structures leading to
increased efficiency and customer responsiveness, and to bring parity among the
different fields of engineering we are, where appropriate, merging and restyling the
grades in the cadre.
Recommendation 1
92.7
We recommend that the grades in the Engineering cadre be restyled as

follows:
(i)
the grades of Engineer (Civil) and Senior Engineer (Civil); Engineer

(Electrical) and Senior Engineer (Mechanical/Electrical), Engineer
(Mechanical) and Senior Engineer (Mechanical/Electrical) be merged and
restyled Engineer/Senior Engineer (Civil); Engineer/Senior Engineer
(Mechanical) and Engineer/Senior Engineer (Electrical) respectively; and
(ii)
the grades of Engineer (Mechatronics) and Process

(Wastewater Treatment) be restyled Engineer/Senior
(Mechatronics) and Process Engineer/Senior Process
(Wastewater Treatment) respectively.
Engineer
Engineer
Engineer
Risk and Hazard Allowance to Officers in the Procurement and Supply Cadre
92.8
Representations have been made by the Staff Side that officers in the Procurement
and Supply Cadre posted in warehouses located in treatment plants of the WMA
are exposed to risk and hazard. The Bureau has also been apprised that there has
been cases of chlorine poisoning resulting in hospitalisation of employees and
incumbents in the cadre are also regularly exposed to foul odour of raw sewage
unlike their counterparts in other organisations or at the Head Office. We have
analysed the issue and consider that appropriate compensation is warranted due to
the specific environmental conditions in which incumbents are called upon to
operate. However, as there are other grades that may be posted in these
warehouses the Bureau recommends that a Risk Assessment Exercise should
be conducted by the WMA. The mechanism set to conduct this exercise is
reported at paragraph 18.15.23 of Volume 1 of this Report.
Driving Allowance
92.9
Incumbents in the grade of Technical Assistant are, with a view to attaining optimum
resource uitilisation, called upon everyday to drive the organisation vehicles to
attend to different work sites. They are not being provided with the services of a
Driver due to restricted budget allocation. Both Management and the staff side
have represented that driving does not form part of the duties of incumbents in the
grades of Technical Assistant and that there is need for some compensation. We
have analysed the issue and are making appropriate recommendation.
Pay Review 2016
~ 582 ~
Recommendation 2
92.10
We recommend that Technical Assistants who are required to drive the

organisations vehicle in the performance of their duties, to attend different
sites of work, be paid a monthly allowance equivalent to one increment at the
initial of their respective salary scale.
Information Technology Unit

92.11
The IT Unit acts as the backbone of the Authority and is responsible for the overall
design, implementation and Management of the IT and network infrastructure. The
Unit aims at positioning itself as a driving force with the use of Technology to help
the Authority manage effectively the information and handle issues through the
Enterprise Resource Planning (ERP) System based on a Customer/Care
Management System (CMS). The ERP system would combine all the major
business requirements of the Authority together into a single, integrated software
programme, which would run off a single database so that the various departments
could easily process and share information, as well as communicate with each
other.
92.12
The Unit is currently manned by two IT Officers and two IT Technicians whilst the
post of IT Manager is vacant since 2009. Management has submitted that taking
into consideration the growing IT needs of the WMA and the increasing complexity
of the IT infrastructure, the grades of IT Officer and IT Technician be restyled to IT
Analyst or System Analyst and IT Support Officer respectively along with the
alignment of salaries of the grades with what obtains for similar grades across
Parastatal Bodies. We have examined the request and are making appropriate
recommendations.
IT Support Officer
formerly Information Technology Technician
IT Analyst
formerly Information Technology Officer
Recommendation 3
92.13
We recommend that the grade of Information Technology Officer be restyled

IT Analyst and that of Information Technology Technician be restyled IT
Support Officer.
Retention Allowance
92.14
The employees of the WMA are, by the nature of their duties, required to operate in
a very specific environment whereby they are regularly exposed to insalubrious
conditions and risky elements. In its 2008 Report, the Bureau introduced and
recommended the payment of a Retention Allowance to a certain category of
officers to retain them in the organisation. The Retention Allowance was maintained
in the 2013 PRB Report. For this review exercises we have received
~ 583 ~
Pay Review 2016
representations from Management and the staff side to maintain and extend the
payment of Retention Allowance to other categories of officers. We have examined
the Job Description Questionnaires of these grades and taken note of the specific
environment in which the employees are working. We are fully convinced that the
Retention Allowance is an effective device/tool to encourage and retain these
people in the organisation. We are, therefore, maintaining the allowance and
extending it to other categories of workers.
Recommendation 4
92.15
We recommend that incumbents in the grades listed below who are regularly
exposed to foul odour and raw sewage be paid a Retention Allowance
equivalent to two increments at the salary point reached in their respective
salary scale subject to satisfactory performance and approval of the
Responsible/ Supervising Officer:
Pay Review 2016
Mechanical Engineer/Senior Mechanical Engineer (Personal)

formerly Engineer (Civil)
Senior Engineer (Civil)
formerly Engineer (Electrical)
Senior Engineer (Mechanical and Electrical)
Engineer/Senior Engineer (Mechanical)
formerly Engineer (Mechanical)
Senior Engineer (Mechanical and Electrical)
Engineer/Senior Engineer (Mechatronics)
formerly Engineer (Mechatronics)
Process Engineer/Senior Process Engineer (Wastewater Treatment)
formerly Process Engineer (Wastewater Treatment)
Scientific Officer
Land Surveyor
Senior Land Surveyor
formerly Technical Officer (Civil Engineering)
~ 584 ~
92.16
Senior Laboratory Technician

Works Inspector
Laboratory Assistant
Head Operative
Head Survey and Field Worker
Technical Assistant (Electronic/Instrumentation) (Shift)
Technical Assistant (Mechanical) (shift)
Driver (Wastewater Jetting Unit/Tanker)
Operative
Field Supervisor
Driver
Pipe Cleaner
Tradesmans Assistant (Personal)
Treatment Plant Worker (Shift)
General Worker
Divisional Manager
Works Manager (Civil)
Works Manager (Mechanical and Electrical)
Laboratory Manager
Senior Technical Officer (Mechanical and Electrical)
We further recommend that officers and employees in the manual grades who
approval of the Board (Table II at Chapter 15 of Volume 1) should refund the
totality of the Retention Allowance paid to them. Beneficiaries of this
allowance retiring from the service on reaching the age at which they may
retire without the approval of the Board or thereafter, should refund only that
part of the Retention Allowance which they would have earned under this
scheme after reaching the age at which they may retire with the approval of
the Board. No refund would have to be effected by an officer who retires as
per his compulsory retirement age or on medical ground.
Risk and Hazard Allowance

92.17
A Risk and Hazard Allowance equivalent to two increments at the salary point
reached in the salary scale is also being paid, over and above the Retention
~ 585 ~
Pay Review 2016
Allowance, to certain employees who are regularly exposed to insalubrious and

risky conditions which may adversely affect their health.
92.18
Representations have been received to extend the Risk and Hazard allowance to
incumbents in the grade Driver, posted at sub offices/stations and who are regularly
exposed to the hazards in conveying tools and equipment that have contact with
raw sewage in the performance of their duties. We have examined the request and
we are making recommendation for the payment of an appropriate Risk and Hazard
Allowance to incumbents in the grade of Driver while maintaining the payment of
the allowance to all those already eligible for same.
Recommendation 5
92.19
We recommend that incumbents in the grade of Driver who are posted in sub
offices and who regularly convey tools and equipment that have contact with
raw sewage be paid a Risk and Hazard Allowance equivalent to one and a half
increments at the initial salary point reached in their salary scale.
92.20
We further recommend that employees in grades listed hereunder, who are

regularly exposed to insalubrious and risky conditions which may adversely
affect their health should continue to be paid over and above the Retention
Allowance, a Risk and Hazard Allowance equivalent to two increments at the
salary point reached in their respective salary scale:

Field Supervisor
Operative (incumbent in the grade of Plant and Equipment Operator as
at 30.12.12)
Pipe Cleaner
General Worker

92.21
retention problems in the field of Engineering which was considered as scarcity
areas.
92.22
Pay Review 2016
~ 586 ~
Recommendation 6
92.23
We recommend that officers in the Engineering cadre of the WMA eligible for
the payment of Special Professional Retention Allowance (SPRA) as at
31 December 2015 should continue to be paid same up to 31 December 2016
as specified in the following table:
Salary
SPRA% of
Monthly Salary
Rs 29400 up to Rs 62950 and reckoning at least 10 years

service in their respective grade
10
12.5
92.24
We further recommend that those officers who:

(i)
approval of the Board (Table II at Chapter 15 of Volume 1) should refund
the totality of the Special Professional Retention Allowance paid to
them; and
(ii)
without the approval of the Board or thereafter, should refund only that
part of the Special Professional Retention Allowance which they would
have earned under this scheme after reaching the age at which they may
92.25
However, provision made at (i) and (ii) above, should not apply to officers
92.26
All officers in the Engineering field who are eligible for the payment of the
~ 587 ~
Pay Review 2016

92.27
At present Technical Assistants and Treatment Plant Workers working on shift are
paid a night duty allowance. We are maintaining the payment of this allowance.
Recommendation 7
92.28
We recommend the payment of a monthly Night Duty Allowance equivalent to

25% of the normal rate per hour for hours between 2300 hours and 0500 hours
including a maximum of two hours lying-in period to Technical Assistants and
Treatment Plant Workers who effectively perform night shift.
92.

SALARY SCHEDULE
WMA 1
Rs 7800 x 200 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
WMA 2
Rs 14325 x 275 14875

WMA 3
Rs 10450 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700
WMA 4
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 18825
Tradesmans Assistant (personal to incumbent in post as at 30.06.08)
WMA 5
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 19200
Stores Attendant
WMA 6
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Office Attendant
WMA 7
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950
Pipe Cleaner
Pay Review 2016
~ 588 ~
92.
WMA 8
WASTEWATER MANAGEMENT AUTHORITY (Contd)
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
WMA 9
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200
Driver
WMA 10 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200
Field Supervisor
WMA 11 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 23975
WMA 12 :
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
WMA 13 :
Rs 13530 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 25525
Operative
WMA 14 :
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 25525
WMA 15 :
Rs 24750 x 775 26300

Trainee Engineer
WMA 16 :
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 27075
WMA 17 :
Rs 17050 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
28625
Head Survey and Field Worker
WMA 18 :
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerical Officer
~ 589 ~
Pay Review 2016
92.
WMA 19 :
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Clerk (Revenue Collection) (Personal to officers in post as at 30.06.08)
WMA 20 :
Rs 18825 x 375 19575 x 475 21950 x 625 23200 x 775 30175

Head Operative
WMA 21 :
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 31725
WMA 22:
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 31725
Land Survey Technician
WMA 23 :
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 31725
Laboratory Assistant
WMA 24 :
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
WMA 25 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
WMA 26 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 35275
WMA 27 :
Rs 22575 x 625 23200 x 775 32500 x 925 35275

WMA 28 :
Rs 21475 x 475 21950 x 625 23200 x 775 32500 x 925 36200

Works Inspector
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~ 590 ~
92.
WMA 29 :
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 37125 x 1225 38350
WMA 30 :
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x 925
37125 x 1225 38350
WMA 31 :
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
38350
Customer Care Officer
WMA 32 :
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

Financial Officer
WMA 33 :
Rs 21950 x 625 23200 x 775 32500 x 925 37125 x 1225 39575

WMA 34 :
Rs 25525 x 775 32500 x 925 37125 x 1225 39575

Senior Laboratory Technician
WMA 35 :
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800 x 1525 42325
IT Support Officer
formerly Information Technology Technician
formerly Technical Officer (Civil Engineering)
WMA 36 :
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525 42325

WMA 37 :
Rs 27850 x 775 32500 x 925 37125 x 1225 40800 x 1525 43850

Principal Laboratory Technician
WMA 38 :
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 43850

~ 591 ~
Pay Review 2016
92.
WMA 39 :
Rs 27850 x 775 32500 x 925 37125 x 1225 40800 x 1525 46900

WMA 40 :
Rs 20525 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800 x 1525 48425
Planning and Transport Coordinator
WMA 41 :
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525 48425

Senior Technical Officer (Mechanical and Electrical)
WMA 42 :
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

Superintendent, Procurement and Supply
WMA 43 :
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

WMA 44 :
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Public Relations Coordinator
Public Relations and Customer Care Officer
WMA 45 :
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
IT Analyst
formerly Information Technology Officer
Land Surveyor
Scientific Officer
WMA 46 :
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Accountant
Internal Auditor
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~ 592 ~
92.
WMA 47 :
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 62950
Mechanical Engineer/Senior Mechanical Engineer (Personal to officers in
formerly Engineer (Civil)
Senior Engineer (Civil)
formerly Engineer (Electrical)
Senior Engineer (Mechanical/Electrical)
Engineer/Senior Engineer (Mechanical)
formerly Engineer (Mechanical)
Senior Engineer (Mechanical/Electrical)
Engineer/Senior Engineer (Mechatronics)
formerly Engineer (Mechatronics)
Process Engineer/Senior Process Engineer (Wastewater Treatment)
formerly Process Engineer (Wastewater Treatment)
WMA 48 :
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Secretary to the Board
Senior Land Surveyor
Senior Accountant
WMA 49 :
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950 70450

Administrative and Human Resource Manager
Financial Manager
Information Technology Manager)
Laboratory Manager
Works Manager (Civil)
Works Manager (Mechanical and Electrical)
WMA 50 :
Rs 62950 x 1850 68500 x 1950 74350 x 2825 80000 x 3000 86000

Divisional Manager
WMA 51 :
Rs 89000 x 3000 95000

Deputy General Manager (Administration)
Deputy General Manager (Technical)
WMA 52 :
Rs 110000
General Manager
~ 593 ~
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Pay Review 2016
~ 594 ~
99.
99.1
Private Secondary Schools (PSS) play an important role in the education sector in
Mauritius, Rodrigues and Agalega by providing education to some 64040 students.
Their overall administration of pedagogical activities and disbursement of grants to
some of the institutions rest upon the Private Secondary Schools Authority (PSSA),
a corporate body operating under the aegis of the Ministry of Education and Human
Resources, Tertiary Education and Scientific Research.
99.2
The Managers of the respective private secondary schools are responsible for the
recruitment of personnel and, therefore, they are employers of the secondary
institutions. The establishment size of the teaching and non-teaching staff as at
31 December 2015 stood around 5043 and 2235 respectively.
99.3
At present there is a total of 107 registered private schools, of which about six are
found in Rodrigues and one in Agalega. Out of the 107 schools, 87 operate on a full
grant in aid system, one on a partly grant in aid system and 19 are non-grant aided.
Classes up to Cambridge Higher School Certificate are run in 69 of the grant aided
schools while 20 of them provide education up to Cambridge School Certificate. 73
Secondary schools also offer prevocational education.
99.4
parity of esteem in term of allowances and grades; the creation of grades at
different levels of operations; change in appellation to better reflect the duties,
upgrading of salary at various levels and restyling of grades. We have examined all
the proposals, apprised both Management and Staff Associations on issues that
could not be retained as well as other representations that need to be analysed
further. On the basis of our analysis, we are making appropriate recommendations.
Educator (Private Secondary Schools)

99.5
In the 2008 PRB Report, the Bureau has recommended that as from 01 July 2012
an Educators Licence should be a requirement for the post of Educator
(Secondary) and subsequently as from a date after 2010 a Postgraduate Certificate
in Education (PGCE) or its equivalent would also be a requirement. However, in the
2013 PRB Report due to dearth of candidates holding those qualifications, the
requirements was differed to a future date to be decided by the then Ministry of
Education and Human Resources.
99.6
The Ministry of Education and Human Resources, Tertiary Education and Scientific
Research (MOE & HE, TE and SR) has, in the context of this Report, submitted that
there is still a shortage of graduates holding these qualifications particularly in
disciplines which are scarce given that relevant courses are not being run by the
Mauritius Institute of Education in all subjects and as such up to now it has not been
possible to implement the recommendation made by the Bureau. On this account
and to ensure the availability of qualified candidate for the delivery of quality
~ 595 ~
Pay Review 2016
education in secondary institutions the Ministry has now proposed that Educators
(Private Secondary School) should in future be recruited in a temporary capacity.
They will be required to follow a comprehensive one year course leading to an
Educators Licence and appointed as Educator (Private Secondary School) in a
substantive capacity upon successful completion of this course. We have analysed
the issue and concurred with the views and proposal of the Ministry.
Recommendation 1
99.7
We recommend that the PSSA in collaboration with the MOE & HR, TE and SR
ensure that in future Educator (Private Secondary School) should be recruited
in a temporary capacity and should be appointed in a substantive capacity
only upon successful completion of a comprehensive one year training
leading to an Educators license. The module taken in the one year training
course shall be bank towards a PGCE to be completed within five years.
99.8
Presently there are certain specific recommendations for the grade of Educator in
the Civil Service that are equally applicable for Educators (Private Secondary
Schools). We are maintaining these provisions.
Recommendation 2
99.9
We recommend that:
(i)
Candidates possessing a post A Level Degree and appointed

Educator (Private Secondary Schools) should join the recommended
salary scale at salary point Rs 25525;
(ii)
Educator (Private Secondary Schools) possessing a post A Level

Diploma or post O Level Degree should be allowed to proceed beyond
the QB inserted in the salary scale upon obtention of the Degree or a
Masters Degree as appropriate;
(iii)
Educator (Private Secondary Schools) drawing a monthly salary of less

than Rs 25525 should, on obtention of qualifications to cross the QB in
the salary scale, be allowed to join the recommended salary scale at
salary point of Rs 25525;
(iv)
Educator (Private Secondary Schools) satisfying the requirement to

cross the QB, would, on reaching the top salary point of Rs 56450, be
allowed to move incrementally in the master salary scale up to salary
point of Rs 61325 provided that they have:
Pay Review 2016
(a)
drawn their top salary for a year; and
(b)
been consistently efficient and effective in their performance, as

evidenced by the Performance Appraisal Report of the officer
during the preceding two years and have not been adversely
reported upon on ground of conduct.
~ 596 ~
99.10

(i)
Educator (Private Secondary Schools) should teach approximately

1190 minutes in a week, one or more subjects relating to his academic
qualifications; and
(ii)
the monthly allowance payable to Educator (Private Secondary

Schools) not possessing the qualifications to cross the QB and who
are called upon to teach sixth form subjects in scarcity areas for at
least eight periods weekly, should be revised to Rs 2360. On obtention
of the qualifications required to cross QB, incumbent would be eligible
to a salary point arrived at after adding the allowance to the basic
salary or to draw the higher salary point where the sum thus obtained
is between two salary points and would draw the new determined
salary or Rs 25525 whichever is the higher.
(iii)
the above monthly allowance should be paid on a pro-rata basis to

Educators (Private Secondary Schools) not possessing the
qualifications to cross the QB and who are called upon to teach sixth
form subjects in scarcity areas for a minimum of four periods weekly.
Senior Educator (Private Secondary Schools)

99.11
The Errors, Omissions and Anomalies Committee Report recommended the

creation of the grade of Senior Educator (Private Secondary Schools) to be filled by
promotion of Educators (Private Secondary Schools) who possess the qualification
to cross the QB in the salary scale and reckon at least 15 years service in a
99.12
Following the publication of the Report and based on representations from various
quarters to review the qualification requirements, the High Powered Committee
approved that the entry requirement of the grade be amended such that
appointment thereto be by promotion of Educators (Private Secondary School) who
possess the qualification to cross the QB in the Salary scale and reckon at least 15
years cumulative service in a substantive capacity.
99.13
Further representations were made from Unions of PSS to clarify the terms
Promotion and cumulative service and after study the Ministry views that the
decision taken by the High Powered Committee as at paragraph 99.9 above should
be upheld. The Ministry of Education and Human Resources, Tertiary Education
and Scientific Research and the Private Secondary Schools Authority have also
highlighted that the staff community in the private secondary education sub-sector is
a diversified and heterogeneous one. For instance, some teachers have joined the
grade with School Certificate/Higher School Certificate and have crossed the QB
subsequently while others have shifted from one school to another on account of
closure/redundancy or transfer. The Ministry is, therefore, of the view that the
continuous teaching experience reckoned by Educators in the Private Secondary
~ 597 ~
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Schools in Mauritius irrespective of the level of entry in the teaching grade should
primarily be considered for promotion to the grade of Senior Educator.
99.14
We have analysed the issue and taking into consideration the mode of appointment
of Senior Educator in State Secondary Schools, the particularities of the Private
Secondary Schools as well as the decision of the High Powered Committee, we are
making appropriate recommendation.
Recommendation 3
99.15
We recommend that appointment to the grade of Senior Educator (Private

Secondary Schools) should be by promotion, on the basis of experience and
merit, of officers in the grade of Educator (Private Secondary Schools) who
possess the qualification to cross QB and reckoning 15 years experience in a
substantive capacity in the grade inclusive of their experience acquired in the
teaching grades at different private secondary schools.
99.16
We further recommend that all private secondary schools should make

necessary arrangement to appoint a Senior Educator with a view to
enhancing the quality of education and providing appropriate administrative
and pedagogical support to the Rector for the benefit of the students
community.
Rector
99.17
At present appointment to the grade of Rector is made by selection from among

Deputy Rectors possessing the Postgraduate Certificate or Diploma in Education
and reckoning at least three years experience in a substantive capacity. In the 2013
Report we had recommended that the requirement of the Diploma in Management
or Educational Management for appointment to the grade of Rector, should be
maintained. However, the implementation date of this requirement should have
been determined by the then Ministry of Education and Human Resources.
99.18
The issue was raised with both the Ministry of Education and Human Resources,
Tertiary Education and Scientific Research and the Private Secondary Schools
Authority . We have been apprised that due to the limited intake of students at the
tertiary level institutions for the Diploma in Management or Educational
Management course, many Deputy Rectors could not be enrolled. Request has,
therefore, been made for an extension of the transition period for a further five
years, in order to give a fair chance to a greater number of Deputy Rectors to
acquire the new qualification. We have studied the representations of all parties
concerned and in a spirit of fairness we agree with this proposal.
Recommendation 4
99.19
We recommend that the requirement of the Diploma in Management or

Educational Management for appointment to the grade of Rector, as
recommended in our last Report should be maintained. However, the
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~ 598 ~
implementation date for this recommendation should be determined by the

Ministry of Education and Human Resources, Tertiary Education and
Scientific Research.
Head of Department
99.20
Heads of Department are selected on a seniority basis in their respective Private

Secondary Schools from among Educators (Private Secondary Schools)
possessing qualifications required to cross the QB. In the absence of fully qualified
candidates, Educators (Private Secondary Schools) who do not possess the
qualifications to cross the QB, but reckon at least five years post qualification
experience and having teached up to Form V/Form VI when posted respectively in
Form V/Form VI colleges are also considered for the designated position. The
Heads of Department are required to advise the Rector on matters relating to their
respective specialities. e.g., syllabus, choice of books, laboratory equipment, timetable, internal examinations etc.
99.21
The list of subjects and subject combinations for which a headship allowance is paid
has been established by the Private Secondary School Authority and at present the
criteria for eligibility to the position of Head of Department, are as hereunder:
(i)
there should be two or more Educators (Private Secondary Schools) with a full
time-table in the Department.
(ii)
Educators (Private Secondary Schools) are teaching the subject for at least
1000 minutes weekly.
(iii)
the total teaching time in the department should not be less than the full
workload of a full-time teacher or approximately 1190 minutes per week.
99.22
Currently, the monthly headship allowance is Rs 1000 for Head of Department of

Form V colleges and Rs 1500 for those of Form VI colleges whilst in scarcity areas
Head of Departments (though not possessing the qualification required to cross the
QB) are granted Rs 1800 monthly.
99.23
The Private Secondary School Authority has represented that in private secondary
schools the teaching period varies from one school to another. For instance in
some schools the teaching periods are of 35 minutes while in others they are 40
minutes thereby leading to some imbalance in the workload of Educators (Private
Secondary Schools) and Heads of Department.
99.24
The staff side has on their behalf represented that the number of periods for
Educators as well as Heads of Department be reduced with a view to enabling them
to better perform their duties. In addition both the PSSA and the staff side have
highlighted that the quantum of allowances for Heads of Department which have
always been at par with those payable to counterparts in state secondary school
have been reduced by the Errors, Omissions and Anomalies Committee Report and
have requested for same to be re-established. We have studied both representation
~ 599 ~
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and consider that the criteria set for assignment of duty of HOD to Educators (PSS)
should be maintained. We have reviewed the weekly teaching period for the
assigned HOD while harmonising the quantum of the monthly allowance payable to
them.
Recommendation 5
99.25
We recommend that assignment of duties of Head of Department should

continue to be made from among Educators (Private Secondary Schools),
possessing qualifications required to cross the QB, on a seniority basis in the
respective Private Secondary Schools and in the grade. In the absence of
fully qualified candidates, Educators (Private Secondary Schools) who do not
possess the qualifications to cross the QB, but reckon at least five years post
qualification experience and teach up to Form V/Form VI and posted
respectively in Form V/Form VI colleges be also considered
99.26
We also recommend that incumbent assigned duties of Head of Department

should continue to teach their subject of specialisation for approximately 840
minutes weekly and be paid a monthly Headship Allowance as hereunder:
Monthly Allowance
Rs
Head of Departments
In schools teaching up to SC
1330
In schools teaching up to HSC
2000
In scarcity areas (though not possessing the

qualifications required to cross the QB)
2000
Section Leader
99.27
The payment of an allowance for being assigned the task of section leader was
introduced in our previous report to enable Private Secondary Schools to have
additional resources, among others, to tackle the problems of indiscipline and
misconduct. Presently members of the teaching staff including Grade I Teachers,
Grade II Teachers, Grade II Teachers (Others) and Educators (Private Secondary
Schools) appointed as Section Leaders are paid an allowance equivalent to one
increment at the point reached in their respective salary scale. We are maintaining
the current arrangement.
Recommendation 6
99.28
We recommend that the current mode of assignment of duties of section

leader be maintained and Section Leader be paid a monthly allowance
equivalent to one increment at the point reached in the respective salary
scale.
Pay Review 2016
~ 600 ~
Discipline
99.29
A lot representations have been received from the staff side, managers of Private
Secondary Schools and the Private Secondary School Authority for the creation of a
dedicated grade to look after discipline in schools. The Bureau has observed that
the profile of candidates to be appointed for performing the disciplinary duties differ
widely.
99.30
The Ministry of Education, Human Resource and Scientific Research which has
also been consulted by the Bureau for its views on this sensible issue has shown
certain apprehension on the creation of such a grade. After an in-depth analysis of
the issue and taking into consideration that additional mechanism in terms of the
appointment of section leaders exists in Private Secondary Schools, the Bureau has
come to the conclusion that Discipline within the school compound should be the
concern of each and every member of the staff (teaching and non-teaching) and
that the problem of indiscipline can be tackled through appropriate staffing
arrangements at all levels. The Bureau is therefore maintaining the present
arrangements together with a new recommendation to address the issue.
Recommendation 7
99.31
We recommend that Discipline within the school compound should be the

concern of each and every member of the staff both teaching and nonteaching. Every staff member should participate actively to continuously
maintain the highest level of discipline at school. They should act proactively
and collectively to restore discipline immediately in situation of unruliness
and disorderliness.
99.32
We also recommend that following the publication of this Report the Private
Secondary School Authority in collaboration with the Ministry of Education,
Human Resource and Scientific Research and the Ministry of Civil Service
and Administrative Reforms should carry out a Human Resource
Planning/Audit Exercise and make appropriate recommendations to ensure
that all Private Secondary Schools are properly manned at all levels.
IT Technician
99.33
The grade of IT Technician which was created in the 2013 PRB Report, to
implement, support and maintain computerised systems, in private secondary
schools has not yet been filled. The Ministry of Education, Human Resource,
Tertiary Education and Scientific Research is of the view that in order to bring
uniformity as well as utilise the available resources in this sector, the grade should
be created on the establishment of the Private Secondary School Authority rather
than at school level. Upon in-depth analysis of the issue, the Bureau has
reconsidered its recommendation made for this grade and is addressing the issue
differently at the level of the PSSA.
~ 601 ~
Pay Review 2016
Recommendation 8
99.34
We recommend that the grade of IT Technician on the establishment of

Private Secondary Schools be abolished.
Casual Leave
99.35
At present, teaching personnel namely Educators (Private Secondary Schools),

Educator (Private Secondary Schools) (Personal), Grade II Teachers (Personal),
Grade II Teachers (Others) (Personal) and Grade I Teacher (Personal) - are
refunded their unutilised casual leave up to a maximum of 10 days at the rate of
1/88 of their monthly salary in the corresponding year. Representations have been
received from the staff side to increase the rate of refund for the unutilised casual
leave while increasing their attendance time in schools for the benefits of students
to further motivate the teaching personnel.
Recommendation 9
99.36
We recommend that teaching personnel namely Educators (Private

Secondary Schools), Educator (Private Secondary Schools) (Personal), Grade
II Teachers (Personal), Grade II Teachers (Others) (Personal) and Grade I
Teacher (Personal) should be refunded their unutilised casual leave up to a
maximum of 10 days at the rate of 1/66 of their monthly salary in the
corresponding year.
Tour of Service of Educators who have elected domicile in Mauritius and are serving
in Rodrigues for several years
99.37
The conditions of service of employees domiciled in Mauritius and required to serve

on a tour of service to Rodrigues and Outer Islands have been dealt with under
Chapter 20 of Volume 1 and for ease of reference the relevant conditions of service
applicable to Educators (Private Secondary Schools) domiciled in Mauritius and
serving in Rodrigues are being reproduced hereunder:
Recommendation 10
99.38
We recommend that:
(i)
the duration of a tour of service in Rodrigues should generally be of

12 months duration;
(ii)
payment of the monthly disturbance allowance should be 25% of gross

salary for the duration of a tour of service;
(iii) 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
(iv) Mauritian officers posted in Rodrigues on a tour of service should
continue to benefit from rent-free accommodation/quarters.
Pay Review 2016
~ 602 ~
Vacation Leave
99.39
The general provisions regarding vacation leave have been made at Chapter 18 of
Volume 1. In the 2013 PRB Report, provision has been made for teaching staff who
have joined service on or after 30 June 2008 to enjoy similar leave privilege as their
counterparts who joined the service prior to 30 June 2008. Additionally, certain
provisions have also been made to enable some more flexibility for teaching staff to
avail of vacation leave in excess of 19 days during term time. We are maintaining
the current provision as hereunder:
Recommendation 11
99.40
(a)
We recommend that the present vacation leave earning rate and ceiling
for teaching staff should be in accordance with the provisions at
Chapter 18 of Volume 1.
(b)
We recommend that officers of the teaching personnel:
(c)
(i)
may be allowed to take up to a maximum of 19 days vacation

leave, during term time subject to the exigencies of the service;
(ii)
who have not taken the annual vacation leave during term time in
a calendar year may be allowed to accumulate up to 50% of the
annual vacation leave entitlement, over and above the leave
ceiling annually, subject to a maximum not exceeding half the
normal maximum accumulated vacation leave entitled to.
However, officers who have already exceeded half the normal
maximum accumulated vacation leave entitlement as at date of
implementation of the Report, should retain same on a personal
basis. Such leave may be taken as leave prior to retirement.
Should the services of the officers be required during their preretirement leave, they will be refunded, at the time of retirement, at
the rate of 1/30 of the last monthly salary per day for accumulated
vacation leave not taken.
We also recommend that notwithstanding the provision of

subparagraph (b) (i) above application for vacation leave in excess of
the normal of 19 days entitlement during term time, may, subject to the
exigencies of the service, be considered favourably in the following
circumstances:
(i)
for medical treatment overseas for self or to accompany an

immediate member of the family for treatment abroad when such
treatment cannot be dispensed locally;
(ii)
for convalescence purposes following depletion of officers sick

leave accumulated in bank;
(iii)
~ 603 ~
Pay Review 2016
(iv)
attending to the graduation ceremony of an immediate member of

the family abroad;
(v)
for the wedding of the officer or the officers children;
(vi)
proceeding on pre-retirement leave;
(vii) for any other case,

(a)
once for officers reckoning less than 20 years service and
(b) not more than twice for those reckoning over 20 years service
inclusive of (a).
(d)
We further recommend that vacation leave may only be granted during

the third term for the reasons specified at (c) (i) to (vii).
99.41
The term immediate member of the family, for the purpose of the foregoing
paragraph is deemed to mean the officers father, mother, brother, sister,
spouse and children.
99.42
We also recommend that members of the teaching personnel should attend to

training courses/seminars, talks, workshops organised during school
vacation.
Replacement Teacher
99.43
The staff side as well as other stakeholders have again represented that the PSSA
be requested to provide replacement teacher for absence of leave for a period of
less than 30 days as this causes much frustration among employees of the Private
Secondary Schools. We have examined the request and are making appropriate
recommendation.
Recommendation 12
99.44
We recommend that the PSSA should explore the possibility of providing

replacement teachers whenever Educators (Private Secondary Schools)
proceed on leave for a period of less than thirty days.
General Attendant
99.45
Certain provisions were made in the 2013 EOAC Report to compensate General
Attendants who possess additional qualifications and work exclusively in the
Laboratory. The Staff Side have represented that the present arrangement be
extended to incumbent posted in Computer Laboratory. We have examined the
request and we are bringing appropriate amendments.
Pay Review 2016
~ 604 ~
Recommendation 13
99.46
We recommend that General Attendants who:

(a)
possess at least a pass in Biology or Chemistry or Physics or Maths or

any science subject obtained at the Cambridge School Certificate or at
the General Certificate of Education (Ordinary Level);
(b)
work exclusively in the laboratory and computer rooms; and
(c)
have reached the top salary of the scale,
be allowed to proceed incrementally up to salary point Rs 27075 in the Master

Salary Scale.
Part-Time Teachers
99.47
The formula presently used for determining the salary of Part Time Teacher is:
1.25 x S x M
81 x 60
where S means Salary
M means Number of Minutes Taught
The present arrangement for the remuneration and other benefits accruing to
part-time teacher is being maintained.
Non-Teaching Staff
99.48
Several requests have been received by the Bureau from different stakeholders to
review the establishment size of non-teaching staff to enable Private Secondary
Schools to function properly. For instance Managers and Rectors of these schools
have requested for an increase in the number of General Attendants and School
Clerks in view of the increase in the number of new laboratories and increasing
administrative issues for the latter; and the provision of at least one Deputy Rector
in every school to assist Rectors in their tasks. We have examined the issue and
are making a new recommendation in this Report.
Recommendation 14
99.49
We recommend that following the publication of this Report the Private

Secondary School Authority in collaboration with the Ministry of Education,
Human Resource and Scientific Research and the Ministry of Civil Service
and Administrative Reforms should carry out a Human Resource
Planning/Audit Exercise and make appropriate recommendations to ensure
that Private Secondary Schools are properly staffed to deliver effectively its
services.
~ 605 ~
Pay Review 2016
Roster System for Non-Teaching Staff

99.50
In our previous Report, we have made provision for Managers of Private Secondary
Schools to consider the advisability of setting up a roster system for the nonteaching staff to be in attendance during school vacations. We consider the
implementation of a roster system is appropriate and fair.
Recommendation 15
99.51
We recommend that Managers of Private Secondary Schools, subject to the

exigencies of the service, make provision for setting up a roster system for
the non-teaching staff to attend school during school vacations.
Services of Educational Psychologist and Safety and Health Officer/Senior Safety and
Health Officer
99.52
In our last Report we recommended that the Private Secondary Schools Authority
should make necessary arrangements with the Ministry of Education and Human
Resources, Tertiary Education and Scientific Research to avail of the services of
Educational Psychologists on a needs basis to Private Secondary Schools and
should also ensure that the services of Safety and Health Officer/Senior Safety and
Health Officer are provided to them to assess health and safety requirements and
recommend the implementation of health and safety measures in Private Secondary
Schools. In this Report, we have created the grade of Educational Psychologist on
the establishment of Private Secondary Schools Authority. However, pending the
recruitment of Educational Psychologists, the present arrangements are being
maintained.
Recommendation 16
99.53
We recommend that pending the recruitment of Educational Psychologist, the

Private Secondary Schools Authority should continue to make necessary
arrangements with the Ministry of Education and Human Resources, Tertiary
Education and Scientific Research to avail of the services of Educational
Psychologists on a needs basis.
99.54
We also recommend that the Private Secondary Schools Authority should

ensure that its Safety and Health Officer/Senior Safety and Health Officers
continue to carry out surveys and assess health and safety requirements and
recommend the implementation of health and safety measures in Private
Secondary Schools.
Protective Items
99.55
In the context of this review, representations have been made anew that protective
equipment are not issued to a number of employees of the Private Secondary
Schools though they are exposed to bodily injuries and/or bad weather. The Private
Secondary Schools Authority has informed that so far the Authority has not received
any representation from employees and that it proposes to issue a list of protective
Pay Review 2016
~ 606 ~
equipment, to be provided to employees concerned, to Managers of Private

Secondary Schools. We are reviewing our recommendation on this issue.
Recommendation 17
99.56
We recommend that Managers of Private Secondary Schools should provide

the necessary protective clothing/equipment as per the list of protective
clothing/equipment issued by the Private Secondary School Authority to
employees in approved grades whose nature of work warrants the use of
same.
99.57
We also recommend that the PSSA should ensure compliance to the above
recommendation in all Private Secondary Schools and take appropriate action
on any representation received from employees concerned.
99.58
All relevant conditions of service recommended at Chapter 18 of Volume I of

this Report should be applicable to all approved teaching and non-teaching
staff, except where otherwise stated.
Contribution
Retirement Age
Accrual Rate and Qualifying Period
99.59
At present:
(i)
an employee of the private secondary schools contributes the difference

between 6% of his pensionable salary rounded to the nearest rupee or
redundancy allowance and the contributions payable by him to the National
Pension Scheme. The existing arrangement for service prior to respective
commencement date of this scheme is still maintained. The Private
Secondary Schools Authority (PSSA) contributes the balance of the cost of
the scheme;
(ii)
for employees of the Private Secondary Schools joining on or after 01 July

2008:
(a)
the normal retirement age of an employee is 65 years but employees

have the right to retire at the age of 60. Upon recommendation of the
employer and on approval of the Private Secondary Schools
Authority, an employee may retire at the age of 55;
(b)
the quantum of pension is computed at the rate of 1/690th of

pensionable emoluments on retirement for every month of
pensionable service, subject to a maximum of 460/690th; and
(c)
the normal qualifying period to benefit from full pension for such
employees is 38 years (460 months).
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Pay Review 2016
99.60
The provisions listed at paragraph 99.59 above remain valid.
TRANSITIONAL PERIOD
Retirement Age
Accrual Rate
99.61
99.62
At present for employees of the Private Secondary Schools in post as at 30 June

2008:
(i)
the normal retirement age is gradually raised from 60 to 65 years in

accordance with Table I.
(ii)
the optional retirement age of (i.e. the age at which employees can leave the
service without seeking permission) is gradually raised from 55 to 60 years in
accordance with Table II;
(iii)
the age at which an employee may retire with the approval of the Authority is
gradually raised from 50 to 55 years in accordance with Table III
The provisions listed at paragraph 99.61 above remain valid.
Recommendation 18
99.63
We recommend that the transitional provisions as elaborated in Table I to

Table III at the end of Chapter 15 Retirement and Retirement Benefits
Pension Scheme for the Public Sector in Volume 1 of this Report should be
applicable to employees of the Private Secondary Schools.
Recommendation 19
99.64
We also recommend that the retirement benefits of employees in post as at 30

June 2008 should continue to be computed on the basis of the provisions in
force.
Discounted Salaries for Employees not Opting for Pension Reforms

99.65
For employees 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 of 92% of the salary recommended. This arrangement remains
valid.
Recommendation 20
99.66
We recommend that the provision regarding discounted salaries at the rate of

92% of the recommended salary for employees who did not opt for pension
reforms be maintained.
Pay Review 2016
~ 608 ~
Pensions in Payment
99.67
At present, pensions in payment in respect of employees of Private Secondary

Schools who opted for the Modified Pension Scheme and who would retire after
01 July 2008, is computed in line with provisions for officers in the Public Service.
Recommendation 21
99.68
We recommend that employees of Private Secondary Schools who opted for

the Modified Pension Scheme and who would proceed on retirement after 01
July 2008, should be computed in line with provisions for officers in the
Public Service.
Recommendation 22
99.69
We recommend that in the event an employee of the Private Secondary

Schools leaves or otherwise ceases to be in the employment of the Private
Secondary Schools 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 Private Secondary Schools, the employee should be refunded 100% of the
additional contribution made to the Modified Pension Scheme as from 01 July
2008 together with compound interest at the rate of 4% per annum, provided
he has effectively contributed to the scheme for at least a year.
Pension Reforms Defined Contribution (DC) Pension Scheme

Recommendation 23
99.70
We recommend that a single Defined Contribution (DC) Pension Scheme be

made applicable to employees of the Private Secondary Schools in respect of
new entrants as from 01 January 2013, as recommended in Chapter 15
in Volume 1 of this Report.
Funeral Grant
99.71
At present the heir of an officer of the Private Secondary Schools holding a

substantive appointment or having completed one years continuous service is paid
a funeral grant of Rs 10000 in the event that the officer passes away while still in
service. We are maintaining the current provision.
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Pay Review 2016
99.

SALARY SCHEDULE
PSS 1
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17375
General Worker/Caretaker
Sanitary Attendant
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x 325
17700 x 375 18075
PSS 2 :
Gatekeeper
PSS 3
Rs 11450 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19200
PSS 4
Rs 11450 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575
Handy Worker/Groundsman/Gardener (Personal to holders in post at
30.06.98)
PSS 5
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 20050
Gardener
PSS 6
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 23975
General Attendant
PSS 7
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x 475
21950 x 625 23200 x 775 30175
Library Clerk
PSS 8
Rs 19575 x 475 21950 x 625 23200 x 775 31725

Library Clerk (Personal to holders in post at 30.6.93)
PSS 9
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500
College Clerk
PSS 10
Rs 15750 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
31725 QB 32500 x 925 37125 x 1225 38350
Grade II Teacher (Others) (Personal)
Pay Review 2016
~ 610 ~
99.
PSS 11
PRIVATE SECONDARY SCHOOLS (Contd)
Rs 15750 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x 775
32500 x 925 37125 x 1225 38350
Grade II Teacher (Personal)
PSS 12
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800 x 1525 42325
Library Officer
PSS 13
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
40800 x 1525 45375
Grade I Teacher (Personal)
PSS 14
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
39575 QB 40800 x 1525 49950 x 1625 56450
Educator (Private Secondary Schools)
PSS 15
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
45375 QB 46900 x 1525 49950 x 1625 56450
Educator (Private Secondary Schools) (Personal to holders in post as at
30.06.03)
PSS 16
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Senior Educator (Private Secondary Schools)
PSS 17
Rs 37125 x 1225 40800 x 1525 49950 x 1625 62950 x 1850 66650

Deputy Rector
PSS 18
Rs 49950 x 1625 62950 x 1850 68500 x 1950 74350

Rector
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Pay Review 2016
~ 612 ~

REPORT 2016
LUM
VO
PART IV
RODRIGUES
REGIONAL ASSEMBLY
PAY RESEARCH BUREAU

MARCH 2016
OF
VOLUME 1
TABLE OF CONTENTS
Chapter
Page
INTRODUCTION
1.
OFFICE OF THE CLERK
2.
CHIEF COMMISSIONERS OFFICE
13
2.1
14
2.2
Civil Aviation
31
2.3
35
2.4
Judicial (Administration)
39
2.5
Legal Services
41
2.6
42
2.7
Education (Administration)
44
2.8
State Lands - Cadastral Office
50
2.9
Town and Country Planning Unit
54
2.10
Rodrigues Fire and Rescue Service
55
2.11
Prisons and Reforms Institutions (Administration)
61
2.12
Agricultural Research and Extension Services
70
2.13
Registration
83
3.
4.
DEPUTY CHIEF COMMISSIONERS OFFICE
85
3.1
Gender, Family Welfare and Child Development
85
3.2
Information and Communication Technology Department
89
3.3
95
3.4
Cooperatives
96
3.5
98
COMMISSION FOR PUBLIC INFRASTRUCTURE, HOUSING, TRANSPORT

AND WATER RESOURCES
101
4.1
101
4.2
Housing
110
4.3
111
4.4
Mechanical Workshop
113
4.5
117
5.
6.
7.
8.
COMMISSION FOR SOCIAL SECURITY, EMPLOYMENT, LABOUR AND INDUSTRIAL

RELATIONS, CONSUMER PROTECTION, TRADE, COMMERCE AND LICENSING
121
5.1
Social Security
121
5.2
Employment
126
5.3
127
5.4
129
5.5
Trade, Commerce and Licensing
131
COMMISSION FOR HEALTH AND SPORTS
133
6.1
Medical and Health (Administration)
133
6.2
Sports Division
156
COMMISSION FOR ENVIRONMENT, TOURISM, FORESTRY, FISHERIES AND

MARINE PARKS
159
7.1
Environment
159
7.2
Forestry Services
165
7.3
Fisheries
172
7.4
Marine Parks
181
7.5
Tourism Division
183
COMMISSION FOR YOUTH, COMMUNITY DEVELOPMENT, LIBRARY SERVICES,

ARCHIVES AND MUSEUM
185
8.1
Youth Division
185
8.2
Community Development
189
8.3
Library Services
191
8.4
Archives and Museum
193
8.5
Arts and Culture
195
WORKSMENS CLASS
199
SPECIFIC CONDITIONS
205
Annex
Introduction

INTRODUCTION
Background
1.1
The Rodrigues Regional Assembly (RRA) was set up under Act 39 of 2001 with a
view to providing maximum autonomy to the Island of Rodrigues. Being a body
corporate the RRA is empowered to make regulations pertaining to issues for which
it has jurisdiction. The exercise of its functions is regarded as being conducted on
behalf of the Republic of Mauritius. It is the responsibility of the Assembly to
formulate and/or implement policies in respect of areas falling under its purview.
1.2
The functions of the Regional Assembly are carried out by the Executive Council
which comprises the Chief Commissioner, the Deputy Chief Commissioner and five
Commissioners. The Commissioners have the responsibility of exercising general
direction and control over the Commission falling under their purview in line with the
set policy.
1.3
As the Supervising Officer, the Island Chief Executive (ICE) is vested with the
responsibility for the efficient administration of all the functions of the Executive
Council and the staff of the RRA operates under his administrative control. The ICE
is empowered to exercise the functions of the Magistrate (in the latters absence), of
the Director of Environment in the enforcement of environmental laws and of the
Tourism Authority in the enforcement of Tourism Act.
1.4
The departments under the jurisdiction of the RRA have been grouped under the
supervision of Departmental Heads who are Accounting Officers of their respective
departments.
Consultations/Work Session with Stakeholders

1.5
Official visit to Rodrigues has been a traditional approach of the Bureau in the
context of a General Review of Pay and Grading Structures and Conditions of
Service in the Public Sector. The visit is seen as an opportunity to: meet people of
Rodrigues in general, understand the changes taking place in the work place,
consult the Chief Commissioner and officials of the Rodrigues Regional Assembly
to have a thorough grasp of the mandate of the RRA and to hold meetings with all
stakeholders to take cognizance of their organisational problems and provide
practical and implementable solutions for an enhanced service delivery.
1.6
Prior to the visit, preliminary works were carried out, inter alia, to probe into the mass
of materials submitted by the Rodrigues Administration in response to our circular
letters, to organise sampling and despatch of Job Description Questionnaire,
sampling and interview of employees in the manual grades in the RRA, and to plan
the different meetings with, on the one hand, the Staff Association, comprising
namely the Rodrigues Government Employees Association (RGEA), the
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Pay Review 2016
Introduction
Government Services Employees Association (GSEA) and the Rodrigues Public

Service Workers Union (RPSWU) and, on the other hand, the official side which
includes the Island Chief Executive and the Department Heads of the different
Commissions. The list of officers sampled for Job Description Writing and for
interview as well as the schedule meetings with the official, staff sides and joint (Staff
Association and Official Side) were communicated in advance to the Rodrigues
Administration for prior arrangements.
1.7
However, prior to the official visit scheduled for May 2015, the Rodrigues
Administration invited the Director to have an official preliminary meeting with the
Island Chief Executive and other stakeholders. The Director accompanied by the
acting Deputy Director went on a-3 day visit to Rodrigues from 6th to 8th March 2015.
The top management of the PRB met the Island Chief Executive (ICE) who was
apprised of the calendar of activities and different stages involved which form part
of the general review process. These stages comprise job description writing, site
visits, meetings with different parties, staff associations, official side as well as
individual employees. The ICE informed the PRB delegates that the RRA and the
staff association would be submitting a joint memorandum for consideration by the
Bureau and gave a brief description of the conduct of business of the RRA.
1.8
During consultations with all stakeholders, the Director made an expos on the main
themes of the forthcoming report, requested the Departmental Heads to focus on
problem areas that were impeding on the service delivery of their organisations and
to come up with proposals for PRB to address these issues. On the other hand,
representatives of the Staff Associations expressed their grievances on several
issues as well as implementation problem of certain recommendations made in the
EOAC/Committee Reports. The Director invited them to submit their proposals well
in advance to allow the Bureau ample time to study their representations before
hearings scheduled for May 2015.
1.9
As per the established practice, the Bureau proceeded on its next mission to
Rodrigues from 11 to 16 May 2015. Initially, on the 12 May 2015, an Acting Principal
Job Analyst accompanied by a team of five Survey Officers started the interview of
the selected job incumbents, wrote their job description and had them signed by job
holders and where possible vetted and signed by their immediate supervisors and
returned to the team. That exercise continued up to 15 May 2015. Those job
description questionnaires which could not be completed were despatched later to
the Bureau.
1.10
The Director and the Acting Deputy Director went to Rodrigues in the evening of the
12 May 2015. On the next day, the Directorate assisted by the Ag Principal Job
Analyst met the Island Chief Executive apprising him of the 4 days visit programme.
The delegation met the representatives of the Government Services Employees
Association (GSEA) and heard two other staff Associations namely the RGEA and
the RPSWU. During the latter meetings, the Modus Operandi of future
submissions were discussed and agreed thereon.
Pay Review 2016
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1.11
Introduction
On the 13 of May, the Director, HR and one Manager HR from the Ministry of Civil
Service and Administrative Reforms (MCSAR) joined the PRB team. The Chief
Commissioner received the Directorate and the Director, HR of the MCSAR in the
early morning of the 14 May.
1.12
The Chief Commissioner apprised the delegation of the new policy orientation of the
RRA and its main priorities. He invited the Director to give particular attention to
some emerging and pending issues in the Next Review.
1.13
Consultative joint meetings were held as from the morning of 14 May which
continued till 15 of May. Individual employees who expressed their wish to depone
were also heard by the PRB delegation. Survey Officers after completing job
description writings joined and assisted the Directorate during the last part of
meetings which ended usually after 6.00 to 7.00 p.m.
1.14
During their stay, the Survey Officers conducted around 150 job description writings.
Prior to the visit some 300 self-written description questionnaires were submitted to
the RRA to be filled by officers.
1.15
A revised memorandum was handed over to the delegation at the time of meetings.
The Bureau examined and discussed thoroughly each issue that was raised. Joint
representations which were made related mainly to: the re-structuring of different
units in the RRA, restyling of grades/cadres as is obtainable in the Mauritian Civil
Service, increasing the establishment size of exiting grades, creation of levels, filling
of long standing vacant posts, requests for job-related allowances, payment of
Rodriguan COLA, provision of training facilities for continual development and
Recognition of Prior Leaving (RPL) to be adopted for certain categories of manual
workers who are performing duties of a higher nature though not possessing the
prescribed qualifications for the higher post, amongst others. Whenever creation of
levels were submitted, parties were requested to provide profile, duties and
justifications for same. For a few representations which were found to be incoherent,
parties were requested to provide fresh submissions with additional information for
examination anew. It was also strongly highlighted during the meetings of the
excessive delay (at times one year) in the processing of representations by the
Ministry of Civil Service and Administrative Reforms for conveying approval for
payment of allowances and prescriptions of schemes of service. Representatives
of the MCSAR promised to probe into the matter and to act fast on their
representations.
1.16
At the very start of every meeting, the Director emphasized on the main theme of
the forthcoming Report which reads as follows:- Transformation of the Public Sector
for enhanced service delivery in order to meet citizens/non citizens as well as other
stakeholders needs. Expatiating on the theme, the Director highlighted that for the
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Pay Review 2016
Introduction
transformation to happen, alignment of the resources of the following six institutions

would be mandatory:
1.17
(i)
Public Service Commission responsible for recruiting the best qualified,

most suitable and meritorious candidates;
(ii)
the Ministry of Finance and Economic Development for providing funds for
posts and projects;
(iii)
the Ministry of Technology, Information Communication and Innovation for

the provision of innovating IT Infrastructure;
(iv)
the Ministry of Good Governance and Financial Services for assisting

organisations in adopting/adapting the principles of transparency and
accountability and good governance in their day to day management.;
(v)
the Pay Research Bureau responsible for making recommendations

pertaining to salary grading and condition of service; and ensuring the
proper interpretation and implementation of its recommendations.
(vi)
the Ministry of Civil Service and Administrative Reforms responsible for

implementing PRBs recommendation and spearheading reforms in the
Public Sector
The Director expatiated that after the publication of the Report, it would be
mandatory for Ministries/Departments/Organisations to carry out HR Audit in order
to identify the appropriate number of officers/employees on establishment so as to
enable the right sized organisation to deliver on their respective mandate. He also
averred that in the forthcoming Report, emphasis would be made on the concept of
Strategic HR which would encompass: HR Planning, Recruitment/Retirement and
other HR policies to ensure best practices in the Service.
Report on Man Power Assessment and Re-engineering of Commissions/Departments

1.18
The staff association and the Management has expressed their deep concern
regarding the need for a re-engineering of the Commissions, the absence of which
is impeding service delivery. The Island Chief Executive requested for a separate
exercise to be carried out independently by PRB. The Director advised the parties
and particularly the ICE to take up the matter with the Secretary to Cabinet and Head
of Civil Service. We have made recommendation pertaining to specific Reform in
RRA in this Report.
Specific Reforms for the RRA

1.19
During meetings, Management and Staff Associations averred that after

14 years of existence of the RRA, the need for certain reforms has become
imperative, in order to enable the Commissions to deliver on their respective
mandate, pertaining to befitting organisation structure catering for the specificity of
Rodrigues, better existing human resources to adapt to changes and new
responsibilities.
Pay Review 2016
~4~
Introduction
Findings and Considerations

1.20
During consultations with Management of the different Commissions of the

Rodrigues Regional Assembly and the Unions, the following salient features were
highlighted:
(i)
A few divisions/sections cannot deliver their objectives effectively in

accordance with laws and regulations in the absence of the appropriate
structures/human resources. Some divisions are manned by a single officer
and, as such, this causes long delays and work being attended to only
partially.
(ii)
In several sections, the most senior officer is being paid an ad hoc allowance
for performing higher duties in addition to the normal ones.
(iii)
Some structures need re-invention and modernization, as they do not fit the
new sets of expectations in line with the new policy framework and the new
direction. These structures have, so far, proved to be defective to meet the
gradual increase in demand.
(iv)
Certain structures, particularly in those sectors constituting the major pillars,

require professional and trained staff on their establishment.
(v)
Some structures call for strengthening at the top to cater for additional
administrative and technical responsibilities as there is a gap in the overall
supervision/coordination; hence the need for a permanent head to be
accountable.
(vi)
Other structures need reinforcement at the promotional level, even on a one

to one basis, as of necessity, to be in compliance with legal requirements and
regulations in force.
(vii)
There is need for polyvalent and multifunctional personnel in some sectors,

which would prove beneficial in terms of the judicious use of available human
resources, job enlargement and a reduction of the multiplicity of grades and
grade appellations.
(viii)
Some schemes of service need restructuring to remove rigidities and to widen

the field of recruitment.
(ix)
With the advent of rapid development in the island and the consequent
changes, the services of officers in a few grades would no longer be required.
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Pay Review 2016
Introduction
Conclusions
1.21
To address the foregoing issues, we have, among others, professionalised certain

functions; strengthened several structures with the creation of posts at the apex to
ensure proper accountability; strengthened other cadres to ensure an adequate level
of supervision; phased out those grades which are no longer required; and
restructured the schemes of service of a few grades to remove rigidities, to widen
the field of recruitment and to align with the provisions set in the guidelines for
prescription of scheme of service. In other instances where more in-depth studies
are required, we have recommended that appropriate HR assessment exercises be
undertaken for a complete modernisation of the whole service.
1.22
In the process of making our recommendations, we have taken into consideration

the physical separation of Rodrigues, its isolation, the limited opportunities for
employment and career fulfilment as well as the special needs of Rodrigues in view
of its distinct identity.
1.23
We are, in this Report, while making recommendations taken into consideration, the
following:(i)
the qualified job market;
(ii)
service provided to communities by certain cadres; and
(iii)
harmonisation, to the extent possible of cadres with what obtains in the Civil
Service.
Consequential Structural Changes

1.24
In general, structural changes effected in the General Services/Administrative

cadres, Purchasing and Supply cadre, Finance cadre, Internal Control cadre and the
Workmens Group in the Civil Service have, as appropriate, been extended to the
Rodrigues Regional Assembly. These changes are dealt with in details in the
relevant Chapters of Volume II Part I of this Report.
Structure of the Report

1.25
As the organisation structures are linked to and depend upon the mandate of the
Commissions/Divisions and the pay structures are based on the number of levels in
the organisation structures, the Bureau considers that for this present review
exercise, it would be practical to look at both structures i.e. organisation and pay
Commissionwise/Divisionwise as it was the case in past reviews. Such an approach
would, besides emphasising the link between the mandates of the
departments/divisions and their structures, facilitate the treatment of specific issues
proper to each department/division.
1.26
The recommendations related to organisation design and pay structures have,

therefore, been made under the respective Commissions/Divisions. The Master
Conversion Table is given at Annex I.
Pay Review 2016
~6~
1.27
Introduction
In the introduction in respect of each Commission/Division, we have, wherever

possible, defined and spelt out clearly the goals, objectives and future orientations
for our users and have emphasised the link between the mandate of each
Commission/Division and the pay and grading structures a link primordial in the
context of the drive to inculcate a performance management culture in the Public
Sector. In defining the mandates, we have had the collaboration and inputs from all
parties, more particularly management, which we acknowledge.
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Pay Review 2016
Pay Review 2016
Introduction
~8~
Office of the Clerk
1.
OFFICE OF THE CLERK
1.1
The Office of the Clerk provides administrative/procedural and political support

services to the Parliament of the Rodrigues Regional Assembly. It has the
responsibility for the proper organisation and conduct of the business of the
Assembly.
1.2
Its primary objectives include, among others, to: enable the Regional Assembly and
its Committees to conduct their business effectively; enable individual members to
perform their parliamentary duties effectively; and promote public knowledge and
understanding of the work and role of the Assembly.
1.3
The overall responsibility of the Office of the Clerk befalls the Clerk, Regional
Assembly who is assisted by the Deputy Clerk, Regional Assembly and supported
in his tasks by staff belonging to the professional, technical and general services
cadres as well as employees in the workmens group.
1.4
In the context of this Report, we are maintaining the existing structure which we
consider as appropriate. We are, however, extending the payment of the Robing
Allowance to the Clerk and Deputy Clerk whilst providing an allowance payable to
the Editor on a sessional basis.
Clerk, Regional Assembly

1.5
Both positions of Clerk, Regional Assembly and Deputy Clerk, Regional Assembly
are filled on assignment basis or contractual term. This arrangement has, so far,
served its purpose and is being maintained.
Recommendation 1
1.6
We recommend that:
(i)
the post of Clerk, Regional Assembly and Deputy Clerk, Regional

Assembly should continue to be filled on assignment basis or
contractual basis.
(ii)
the retirement benefits of a public officer who has been assigned the
duties of Clerk, Regional Assembly or Deputy Clerk, Regional Assembly
by the appropriate Service Commission or through delegation of power
by the Public Service Commission and retires or is subsequently
reverted to his substantive post, should continue to be computed on the
prevailing pensionable emoluments of the office to which he was
assigned duties provided he satisfies the provisions made at paragraph
15.29 at Chapter 15 of Volume 1 of the Report.
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Pay Review 2016
Office of the Clerk
Robing Allowance
1.7
Representation has been made for the payment of a Robing Allowance to the Clerk,
Regional Assembly and Deputy Clerk, Regional Assembly in view of the fact that,
by nature of their duties, they have to be properly dressed to maintain the decorum
of the House.
1.8
In line with what obtains in the National Assembly, the Bureau is recommending
accordingly.
Recommendation 2
1.9
We recommend that the Clerk, Regional Assembly and Deputy Clerk, Regional
Assembly should be paid a Robing Allowance of Rs 4800 yearly.
Editor, Regional Assembly

1.10
In the EOAC Report, recommendation was made for the creation of a grade of
Editor, Regional Assembly to be filled by selection from candidates possessing a
Cambridge HSC with passes in English and French at Principal Level and a Degree
in English or French. However, as the workload was not sufficient to warrant the
employment of a full-time Editor, provision was made for incumbent in the grade to
be employed on a sessional basis and to be paid an allowance of Rs 1000 per
session of three hours.
1.11
We have been apprised that there has been no substantial change in the actual
workload and that the RRA is in the process of enlisting an Editor on a sessional
basis. We are, accordingly, maintaining the present arrangement.
Recommendation 3
1.12
We recommend that the allowance of Rs 1000 per session of three hours,

payable to the incumbent in the grade of Editor, Regional Assembly for being
employed on a sessional basis should be maintained.
Allowance to Sergeant at Arms

1.13
A monthly allowance of Rs 2900 is paid to the Police Officer acting as Sergeant-atArms. We are maintaining the payment of the allowance as well as its quantum.
Recommendation 4
1.14
We recommend that the Police Officer performing the duties of Sergeant-atArms should continue to be paid a monthly allowance of Rs 2900.
Pay Review 2016
~10~
Office of the Clerk
SALARY SCHEDULE
Salary Code

OFFICE OF THE CLERK
02 000 100
Rs 101000
Clerk, Regional Assembly
02 067 086
Rs 36200 x 925 37125 x 1225 40800 x 1525 49950 x 1625

62950 x 1850 64800
08 054 081
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
Editor, Regional Assembly
08 051 070
Rs 23200 x 775 32500 x 925 37125 x 1225 39575

Reporter, Regional Assembly
08 029 062
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 31725
Assistant Reporter, Regional Assembly
08 043 069
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 37125 x 1225 38350
formerly Confidential Clerk/Senior Confidential Clerk
08 027 060
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 30175
08 026 059
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 29400
~11~
Pay Review 2016
Office of the Clerk
Salary Code
24 036 052
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 23975
formerly Senior/Head Office Caretaker
24 019 048
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21475
formerly Office Caretaker
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200
Driver
24 015 041
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 18450
Handy Worker
24 001 038
Rs 7800 x 200 - 8000 x 205 8820 x 230 10200 x 250 11450 x

260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker
05 024 026
Rs 13270 x 260 13790

Pay Review 2016
~12~
2.
Chief Commissioner's Office
2.0.1
The Chief Commissioners Office is responsible for the overall implementation of the
Regional Government programmes and objectives. It coordinates the activities of
all Commissions of the Rodrigues Regional Assembly whilst providing the overall
policy direction.
2.0.2
The areas of responsibility falling under the Chief Commissioners Office are the
following:
Legal Services
State Lands
Town and Country Planning
Registration
Statistics in respect of Rodrigues
Customs and Excise (Administration)
Postal Services (Administration)
Marine Services (Administration)
Civil Aviation
Rodrigues Fire and Rescue Service
Education
Civil Status
Agriculture
Food Production
Plant and Animal Quarantine
Prisons and Reforms Institutions
Probation Service
~13~
Pay Review 2016
2.1
2.1.1
Headed by the Island Chief Executive, the Central Administration is responsible for
the administration of the staff. It encompasses, among others, the Human
Resource Section, Secretariat of the Executive Council, Finance, Procurement and
Supply Unit, Internal Control Unit, Transport/Booking/Residency and Registration
Unit.
2.1.2
The Island Chief Executive has the overall responsibility of all staff of the Rodrigues
Regional Assembly and the efficient discharge of such functions as may be
assigned to him. He is supported in his tasks by the Departmental Head.
Island Chief Executive

2.1.3
In the previous PRB Reports, we recommended that appointment to or filling of the

post of Island Chief Executive should be made on contractual terms from outside
candidates or assignment basis from among officers holding a substantive post of
Departmental Head along more or less similar lines with what obtains for the
grades of Permanent Secretary and Senior Chief Executive in the Civil Service.
This provision is being maintained.
Departmental Head
2.1.4
At present, appointment to or filling of the position of Departmental Head is on

contractual terms or on an assignment basis for a period of two years and after the
expiry of a five-year period, incumbents on establishment and those employed on
contract may be appointed in a substantive capacity, subject to their performance
and the continued relevance of their competence. We are maintaining this
provision.
2.1.5
At present, the Administrative Officers are allowed to proceed incrementally up to

salary point Rs 58775 in the master salary scale through the grant of one increment
every year subject to performance criteria. We are maintaining this provision.
Recommendation 1
2.1.6
We recommend that Administrative Officers be allowed to proceed

incrementally up to salary point Rs 62950 in the master salary scale through
the grant of one increment every year provided they have
(i)
drawn their top salary for a year;
(ii)
been efficient and effective in their performance during the preceding

year; and
(iii)
Pay Review 2016
~14~
Human Resource Management Section

2.1.7
In the 2013 PRB Report, we recommended the creation of a three level structure
comprising the grades of Human Resource Officer/Senior Human Resource
Officer, Assistant Manager, Human Resources and; Manager, Human Resources
to better equip the RRA to discharge its Human Resource functions. Given that the
prevailing number of levels is adequate, we are maintaining the present structure.

2.1.8
Human Resource Officer/Senior Human Resource Officers possessing a Diploma

in Human Resource Management or a Diploma with Human Resource
Management as a major component or an equivalent qualification are allowed to
move incrementally in the master salary scale up to salary point Rs 39275 provided
they have drawn the top salary for a year and met the performance criteria. We
are maintaining this recommendation and providing the salary point in accordance
with the new scale.
Recommendation 2
2.1.9

Resource Management or a Diploma with Human Resource Management as
a major component or an equivalent qualification should be allowed to move
that they have:
(a)
drawn the top salary for a year; and
(b)

evidenced by their Performance Appraisal Report during the
preceding two years and have not been adversely reported upon on
ground of conduct.
GENERAL SERVICES
General Services Officer (RRA)
General Services Executive (RRA)
2.1.10
Both Management and the staff side have made a request for the grades of
General Services Officer (RRA) and General Services Executive (RRA) to be
restyled Management Support Officer and Office Management Assistant
respectively given that the qualification requirement and duties of both grades are
similar to their counterparts in Mauritius. As there is need for harmonization of
similar positions particularly where the qualification, duties and responsibilities are
concerned, we are making appropriate provision to that end.
~15~
Pay Review 2016
Recommendation 3
2.1.11
We recommend that the grades of General Services Officer (RRA) and

General Services Executive (RRA) be restyled Management Support Officer
(Personal) and Office Management Assistant respectively.
Higher Executive Officer (Rodrigues)

2.1.12
Presently, appointment to the grade of Higher Executive Officer (Rodrigues) is

made by promotion of Executive Officers (Rodrigues) reckoning at least two years
service in a substantive capacity. Given that all the officers in the latter grade have
already joined the grade of Office Management Assistant formerly General
Services Executive, recruitment to the grade of Higher Executive Officer
(Rodrigues) would, henceforth, no longer be made. Besides, the RRA has in the
2013 PRB Report and EOAC Report, already been provided with a new three level
structure for general services. As the need for the level of Higher Executive Officer
(Rodrigues) is no longer warranted, we are making the grade evanescent.
Recommendation 4
2.1.13
We recommend that the grade of Higher Executive Officer (Rodrigues), be

made evanescent. Personal salaries are being provided for incumbents.
Principal Executive Officer (Rodrigues)

2.1.14
A monthly pensionable allowance of Rs 1500 is presently payable to the Principal

Executive Officer (Rodrigues) for combining duties of Head of Executive cadre and
the responsibility for personnel functions. At the time this particular allowance was
introduced, the RRA did not have a structured cadre to manage its human
resource. Such is no longer the case as the RRA has now a proper cadre to
discharge its human resource functions. Besides, the grade of Assistant Manager,
Human Resources has already been filled. In view thereof, the need for the
payment of this allowance is no longer warranted. This allowance should,
accordingly, lapse.
SECRETARIAL CADRE
Confidential Clerk/Senior Confidential Clerk
2.1.15
Request has been made for the grade of Confidential Clerk/Senior Confidential
Clerk to be restyled Confidential Secretary in line with what obtains in the Civil
Service. As the duties and responsibilities of both grades are very much similar,
we are agreeable to the proposal.
Recommendation 5
2.1.16
We recommend that the grade of Confidential Clerk/Senior Confidential Clerk

be restyled Confidential Secretary.
Pay Review 2016
~16~

2.1.17
In line with recommendations made for the civil service, the Financial Operations
cadre is being consolidated and restructured with the creation of an additional level,
making it more amenable to the efficient and effective delivery of procurement and
supply services.

Recommendation 6
2.1.18
We recommend the creation of a grade of Principal Financial Operations

Officer on the establishment of the Financial Operations Cadre. Appointment
thereto should be made by promotion, on the basis of experience and merit,
of incumbents in the grade of Financial Operations Officer/Senior Financial
Operations Officer possessing a Diploma in Public Sector Financial
Management or Accountancy or Finance from a recognised institution or an
equivalent qualification and reckoning at least four years service in a

2.1.19
Consequent to the creation of the grade of Principal Financial Operations Officer

in the Financial Operations Cadre, the mode of appointment to the grade of
Assistant Manager, Financial Operations should be amended to address the salary
levelling in the grading structure of the Financial Operations cadre. We are,
therefore, making provision for a grade of Assistant Manager, Financial Operations
(Future Holder) with new qualification requirements.
Recommendation 7
2.1.20
We recommend that appointment to the grade of Assistant Manager,

Financial Operations (Future Holder) should be filled by selection from
among incumbents in the grade of Principal Financial Operations Officer
(New Grade) possessing a Degree in Public Sector Financial Management or
Accountancy or Finance or Mathematics or Statistics from a recognised
institution or an equivalent qualification or a pass at the final examination
required for admission to membership of a recognised professional
accounting body and reckoning at least four years service in a substantive
capacity in the grade or an aggregate of four years in the grades of Financial
Officer/Senior Financial Officer and Principal Financial Operations Officer
(New Grade).
2.1.21
We also recommend that the grade of Assistant Manager, Financial

Operations carrying pre-PRB 2016 salary scale of Rs 31475 x 900 34175 x
1200 37775 x 1500 54275 should continue to be filled by promotion, on
the basis of merit and experience, of officers in the grade of Senior Financial
Operations Officer (Personal) now restyled Principal Financial Operations
Officer (Personal) to officers in post as at 31.12.15) until complete phasing
~17~
Pay Review 2016
out of the latter grade. Thereafter, the grade of Assistant Manager, Financial
Operations should be made evanescent.
2.1.22
We further recommend that the grade of Manager, Financial Operations

should continue to be filled by promotion, on the basis of merit and
experience, of officers in the grade of Assistant Manager, Financial
Operations carrying pre-PRB 2016 salary scale of Rs 31475 x 900 34175 x
1200 37775 x 1500 54275 and reckoning at least three years service in a
substantive capacity in the grade. On complete phasing out of the latter
grade, the grade of Manager, Financial Operations should thereafter be filled
by promotion, on the basis of merit and experience, of officers in the grade
of Assistant Manager Financial Operations (Future Holder) reckoning at least
three years service in a substantive capacity in the grade.

Recommendation 8
2.1.23
We recommend that incumbents in the grade of Financial Officer/Senior

Financial Officer possessing a Diploma in Public Sector Financial
Management or a Diploma in Accountancy or a Diploma in Finance from a
recognised institution or an equivalent qualification should be allowed to
move incrementally in the Master Salary Scale up to salary point Rs 42325
provided they:
(i)
(ii)

preceding year; and
(iii)

Recommendation 9
2.1.24 We recommend the creation of a grade of Principal Internal Control Officer on
the establishment of the Internal Control Cadre. Appointment thereto should
be made by promotion, on the basis of experience and merit, of incumbents
in the grade of Internal Control Officer/Senior Internal Control Officer having
successfully completed all papers of Fundamentals (Knowledge) and having
obtained passes in Papers F4, F5 and F8 of Fundamentals (Skills) or
possessing the Certificate in Business Accounting (Foundation Level) and
Syllabus) or an equivalent qualification and reckoning at least four years
service in a substantive capacity in the cadre.
Pay Review 2016
~18~

Recommendation 10
2.1.25 We recommend that incumbents in the grade of Internal Control Officer/Senior
Internal Control Officer having successfully completed all Papers of
Fundamentals (Knowledge) and having obtained passes in Papers F4, F5 and
F8 of Fundamentals (Skills) or possessing the Certificate in Business
Accounting (Foundation Level) and having obtained passes in Papers P1, P7
and P8 of the Advanced Diploma in Management Accounting (Managerial
Level) of the CIMA Examinations (New Syllabus) or an equivalent qualification
should be allowed to move incrementally in the Master Salary Scale up to
salary point Rs 42325 provided they:
(i)
(ii)

preceding year; and
(iii)

2.1.26
In line with recommendations made for the civil service, the Procurement and
Supply cadre is being consolidated and restructured with the creation of an
additional level, making it more amenable to the efficient and effective delivery of
procurement and supply services.

Recommendation 11
2.1.27
We recommend the creation of the grade of Principal Procurement and

Supply Officer. Appointment thereto should be made by promotion, on the
basis of merit and experience, of officers in the grade of Procurement and
Supply Officer/Senior Procurement and Supply Officer possessing: either a
Diploma in Purchasing and Supply Management reckoning at least two
years service in a substantive capacity in the cadre or a Certificate in
Purchasing and Supply Management from a recognised institution obtained
before 30 June 2008 together with at least seven years service in a
2.1.28
Incumbent would be required, inter alia, to: be in charge of warehouse operations

in Ministry/Department; perform procurement and warehousing operations in
compliance with the Financial Management Kit and Public Procurement Act and
Regulations; and formulate proposals for review of procurement procedures to the
Procurement Policy Office, as may be required.
~19~
Pay Review 2016

2.1.29
With the creation of the grade of Principal Procurement and Supply Officer and to
address issues of salary levelling, consequential amendments need to be brought
in the grading structure of the Procurement and Supply cadre. We, therefore,
recommend that a grade of Assistant Manager (Procurement and Supply)
(Future Holder) with new entry requirements be established.
Recommendation 12
2.1.30
We recommend that the grade of Assistant Manager (Procurement and

Supply) (Future Holder) should be filled by selection from among Principal
Procurement and Supply Officers (New Grade) possessing a Degree in
Purchasing and Supply Management and reckoning an aggregate of at least
four years service in a substantive capacity in the grade or an aggregate of
four years in the grades of Procurement and Supply Officer/Senior
Procurement and Supply Officer and Principal Procurement and Supply
Officer (New Grade).
2.1.31
We further recommend that the grade of Assistant Manager (Procurement

and Supply) carrying pre-PRB 2016 salary scale of Rs 31475 x 900 34175 x
1200 37775 x 1500 54275 should continue to be filled by promotion, on
the basis of merit and experience, of officers in the grade of Senior
Procurement and Supply Officer (Personal) now restyled Principal
Procurement and Supply Officer (Personal to officers in post as at 31.12.15)
until complete phasing out of the latter grade. Thereafter the grade of
Assistant Manager (Procurement and Supply) should be made evanescent.
2.1.32
We also recommend that the grade of Manager (Procurement and Supply)

should continue to be filled by promotion, on the basis of merit and
experience, of officers in the grade of Assistant Manager (Procurement and
Supply) carrying pre-PRB 2016 salary scale of Rs 31475 x 900 34175 x 1200
37775 x 1500 54275 and reckoning at least three years service in a
substantive capacity in the grade. On complete phasing out of the latter
grade, the grade of Manager (Procurement and Supply) should thereafter be
filled by promotion, on the basis of merit and experience, of officers in the
grade of Assistant Manager (Procurement and Supply) (Future Holder)
reckoning at least three years service in a substantive capacity in the grade.

2.1.33
At present, Procurement and Supply Officer/Senior Procurement and Supply

Officers are allowed to move incrementally in the master salary scale up to salary
point Rs 39275 subject to certain conditions.
We are maintaining this
recommendation and revising the salary point.
Pay Review 2016
~20~
Recommendation 13
2.1.34
We recommend that Procurement and Supply Officer/Senior Procurement

and Supply Officers possessing a Diploma in Purchasing and Supply
Management or a Certificate in Purchasing and Supply Management
obtained prior to 30 June 2008 be allowed to proceed incrementally in the
master salary scale up to the revised salary point Rs 42325 provided that
they:
(i)
(ii)

preceding year; and
(iii)
Statistical Unit
Statistical Assistant Cadre
2.1.35
The Statistical Assistant cadre at the RRA comprises the grades of Statistical
Assistant and Senior Statistical Assistant. Both Management and the staff side
have requested that the grades appellation of the cadre be aligned as in Mauritius.
2.1.36
We have examined the submission along with the job descriptions and the scheme
of service which have revealed that the responsibilities, nature of duties and entry
requirement for appointment to the grades of Statistical Assistant and Senior
Statistical Assistant are similar to those of the grades of Statistical Officer and
Senior Statistical Officer. On the basis of our findings and in line with our policy to
provide lean and harmonised structures across the public service, we are making
appropriate recommendations for aligning these two grades with their counterparts
in the Civil Service.
Recommendation 14
2.1.37
We recommend that :
(i)
the grades of Senior Statistical Assistant and Statistical Assistant be

restyled Senior Statistical Officer and Statistical Officer respectively;
(ii)
recruitment to the grade of Statistical Officer formerly Statistical

Assistant be made by selection from officers who hold a substantive
appointment in the grade of the newly created grade of Clerical Officer,
Clerical Officer/Higher Clerical Officer or Management Support Officer,
and who possess a Cambridge Higher School Certificate with a pass
at Principal level in Mathematics or possess in at least two subjects
including Mathematics obtained on one Certificate at General
Certificate of Education Advanced level or an equivalent qualification
acceptable to the Public Service Commission;
~21~
Pay Review 2016
(iii)
appointment to the grade of Senior Statistical Officer formerly Senior

Statistical Assistant should be by promotion, on the basis of
experience and merit, of officers who hold a substantive appointment
in the grade and who possess the Higher Certificate in Statistics of the
United Kingdom Royal Statistical Society or have been exempted
therefrom or an equivalent qualification acceptable to the Public
Service Commission, possess supervisory and problem solving skills
and have the ability to work in a team and to take initiatives; and
(iv)
the duties in the scheme of service of the grade of Statistical Officer

be aligned with that of the Statistical Officers at Statistics Mauritius.
Transport Section
2.1.38
The Transport Section is responsible for ensuring proper public transport facilities
to the Rodriguan population; planning transport services to respond better to
changes in demand patterns; and implement successfully the free travel scheme.
We consider the present structure to be appropriate and same is being maintained.
SALARY SCHEDULE
Salary Code

CENTRAL ADMINISTRATION
02 000 106
Rs 122000
Island Chief Executive
02 000 100
Rs 101000
Departmental Head
01 090 094
Rs 72400 x 1950 74350 x 2825 80000 x 3000 83000

Head, Finance
02 069 085
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Senior Analyst, Rodrigues Regional Assembly
08 070 085
Rs 39575 x 1225 40800 x 1525 49950 x 1625 62950

Manager, Human Resources
Pay Review 2016
~22~
Salary Code
08 064 081

Rs 33425 x 925 37125 x 1225 40800 x 1525 49950 x 1625
56450
08 050 071
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 40800

02 061 085
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 62950
02 055 081
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
18 044 074
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 45375
08 065 084
Rs 34350 x 925 37125 x 1225 40800 x 1525 49950 x 1625

61325
Principal Executive Officer (Rodrigues) (Personal)
08 058 074
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525

45375
Senior Executive Officer (Rodrigues)
08 050 069
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

Higher Executive Officer (Rodrigues) (Personal)
08 049 070
Rs 21950 x 625 23200 x 775 32500 x 925 37125 x 1225 39575

formerly General Services Executive (RRA)
08 038 072
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 37125 x 1225 40800 x 1525 42325
Citizens Advice Bureau Organiser
~23~
Pay Review 2016
Salary Code
08 056 076

Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525
48425
08 046 065
Rs 20525 x 475 21950 x 625 23200 x 775 32500 x 925 34350

Office Supervisor
11 036 059
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 29400
Housekeeper
08 043 069
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 37125 x 1225 38350
08 027 062
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 31725
formerly General Services Officer (RRA)
08 027 060
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 30175
23 034 070
Rs 16075 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 32500 x 925 37125 QB 38350 x 1225 39575
Social Worker, Rodrigues Regional Assembly
10 029 062
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 31725
Audio Visual Assistant
08 036 062
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 31725
Pay Review 2016
~24~
Salary Code
25 041 060
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 30175

Chief Tradesman
Foreman
08 026 059
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 29400
22 021 054
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 25525
24 036 056
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 27075
16 024 058
Rs 13270 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 28625
Machine Minder (Bindery) (Rodrigues) (Personal)
24 030 054
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 25525
24 036 052
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 23975
24 019 048
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21475
~25~
Pay Review 2016
Salary Code
25 023 052
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23975
Cabinet Maker
Carpenter
Electrician
Mason
24 023 052
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 23975
Driver (Roster)
24 036 052
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 23975
24 027 051
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200
Field Supervisor
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200
Driver
24 022 047
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21000
21 019 046
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 20525
Storekeeper (Rodrigues)
24 019 045
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 20050
24 018 044
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575
Security Guard
Pay Review 2016
~26~
Salary Code
24 017 043
Rs 11450 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19200
24 016 043
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 19200
Stores Attendant
24 016 042
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 18825
Stone Breaker
25 016 042
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 18825
24 015 041
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 18450
Handy Worker
24 015 040
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 18075
Gateman
Lorry Loader
Sanitary Attendant
24 001 038
Rs 7800 x 200 - 8000 x 205 8820 x 230 10200 x 250 11450 x

260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker
FINANCE CADRE
01 070 085
Rs 39575 x 1225 40800 x 1525 49950 x 1625 62950

01 064 082
Rs 33425 x 925 37125 x 1225 40800 x 1525 49950 x 1625

58075
~27~
Pay Review 2016
Salary Code
01 064 081

Rs 33425 x 925 37125 x 1225 40800 x 1525 49950 x 1625
56450
Assistant Manager, Financial Operations (Future Holder)
01 058 078
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 51575
Principal Financial Operations Officer (Personal)
formerly Senior Financial Operations Officer (Personal to Senior
Financial Operations Officers in post as at 31.12.12)
01 058 074
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525

45375
01 050 071
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225

40800
Financial Officer /Senior Financial Officer

01 058 078
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 51575
Principal Internal Control Officer (Personal)
formerly Senior Internal Control Officer (Personal to Senior
Internal Control Officers in post as at 31.12.12)
01 058 074
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525

45375
01 038 071
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 32500 x 925 37125 x 1225 40800
Internal Control Officer/ Senior Internal Control Officer

21 070 085
Rs 39575 x 1225 40800 x 1525 49950 x 1625 62950

Pay Review 2016
~28~
Salary Code
21 064 082
Rs 33425 x 925 37125 x 1225 40800 x 1525 49950 x 1625

58075
Assistant Manager (Procurement and Supply)
21 064 081
Rs 33425 x 925 37125 x 1225 40800 x 1525 49950 x 1625

56450
21 058 078
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 51575
Principal Procurement and Supply Officer (Personal)
formerly Senior Procurement and Supply Officer (Personal to
officers in post as at 31.12.12 )
21 058 074
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 45375

21 050 071
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 40800

Officer
ECONOMIC PLANNING & MONITORING UNIT

02 054 081
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
Analyst, Rodrigues Regional Assembly
20 054 081
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
Statistician
20 050 069
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225

38350
formerly Senior Statistical Assistant (Rodrigues)
~29~
Pay Review 2016
Salary Code
20 038 063
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 32500
Statistical Officer
formerly Statistical Assistant (Rodrigues)
TRANSPORT SECTION
26 050 077
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225

40800 x 1525 49950
Head, Transport
formerly Officer-in-Charge, Transport
08 026 060
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 30175
Transport Accounts Clerk
CULTURAL AND LEISURE CENTRES
22 032 065
Rs 15450 x 300 15750 x 325 17700 x 375 19575 x 475 21950

x 625 23200 x 775 32500 x 925 34350
Technician (Light and Sound)
Pay Review 2016
~30~
2.2
Civil Aviation
2.2.1
The Civil Aviation of Rodrigues is responsible, among others, to develop the

infrastructure of the Sir Gatan Duval Airport; ensure that Civil Aviation operations
are compliant with ICAO standards and practices, and provide safe and expeditious
flow of air traffic as well as safety and security of premises.
2.2.2
The Civil Aviation works in close collaboration with the Department of Civil Aviation
of Mauritius and the Ministry of External Communications for the provision of best
aviation services of Rodrigues. The department is manned by officers in the grades
of Air Traffic Controller Grade I, Assistant Air Traffic Controller, Flight Data Officer,
Assistant Ground Supervisor, Patrol Officers, Officers of the Firefighter Cadre and
others.
2.2.3
It has been submitted that with the taking over of part of the management of the
airport by the Airports of Rodrigues, certain staffing issues have not yet been sorted
out. In certain cases the matter is still under consideration by the parties concerned.
2.2.4
We have re-examined the structure of the department which is appropriate and is

being maintained. However, we are making provision for the payment of a height
allowance to Electricians working in similar conditions as their counterparts in
Mauritius and maintaining the payment of Risk Allowance to officers of the Firefighter
cadre who perform operations duties.
Height Allowance
Recommendation 1
2.2.5
We recommend the grant of a non-pensionable height allowance to

Electricians of the Department of Civil Aviation who are required to climb
poles above 20 feet to be computed as follows:
(i)
at twice the normal hourly rate for each hour of work performed, whenever
required to climb above 20 feet and up to 150 feet; and
(ii)
at thrice the normal hourly rate for each hour of work performed at a
height of above 150 feet.
Risk Allowance
2.2.6
At present, officers of the Firefighter Cadre on the establishment of the Civil Aviation
of the Rodrigues Regional Assembly, performing operations duties, are paid a Risk
Allowance in line with what is payable in the Rodrigues Fire and Rescue Service.
We are maintaining the payment of the allowance.
~31~
Pay Review 2016
Recommendation 2
2.2.7
We recommend that a monthly Risk Allowance equivalent to 1 increments at

the initial point of their respective salary scale, subject to a maximum of
Rs 900 should be paid to Firefighters, Sub Officers and Station Officers
performing operations duties.
Allowance to drive Heavy Specialised Vehicles

Recommendation 3
2.2.8
We recommend that officers possessing the heavy vehicle drivers licence

and who are designated to drive heavy specialized vehicles, should be paid
a monthly allowance equivalent to one increment at the initial point of their
SALARY SCHEDULE
Salary Code

CIVIL AVIATION
03 059 077
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

Air Traffic Controller Grade I (Rodrigues)
03 045 070
Rs 20050 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 39575
Assistant Air Traffic Controller (Rodrigues)
03 030 069
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 32500 x 925 37125 x 1225
38350
Flight Data Officer
22 050 072
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225

40800 x 1525 42325
Senior Technician
07 058 074
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525

45375
Airport Fire Officer
Pay Review 2016
~32~
Salary Code
07 048 068
Rs 21475 x 475 21950 x 625 23200 x 775 32500 x 925 37125

Station Officer
07 046 065
Rs 20525 x 475 21950 x 625 23200 x 775 32500 x 925 34350

Sub-Officer
07 033 062
Rs 15750 x 325 17700 x 375 19575 QB 20050 x 475 21950 x

625 23200 x 775 31725
Firefighter
03 033 063
Rs 15750 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500
Assistant Ground Supervisor (Rodrigues)
03 025 059
Rs 13530 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 29400
Patrol Officer (Rodrigues)
25 023 052
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 23975
Electrician
25 026 055
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 26300
Electrician (Shift)
Fitter (Shift)
24 023 052
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 23975
Driver (Roster)
24 018 044
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575
Security Guard
~33~
Pay Review 2016
Salary Code
24 015 041
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 18450
Handy Worker
24 015 040
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 18075
Sanitary Attendant
24 001 038
Rs 7800 x 200 - 8000 x 205 8820 x 230 10200 x 250 11450 x

260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker
Pay Review 2016
~34~
2.3
2.3.1
The responsibility to provide timely delivery of all birth, marriage and death
certificates and issue of National Identity Cards rests with the Civil Status Division
in Rodrigues. The Chief Commissioners Office ensures efficiency in service
delivery of the Division.
2.3.2
There are two Civil Status Offices in Rodrigues. The Officer-in-Charge, Civil Status
reports to the Departmental Head for general administration issues and to the
Registrar of Civil Status in Mauritius on technical matters. He is supported in his
tasks by one Senior Civil Status Officer, four Civil Status Officers and officers of the
General Services cadre.
2.3.3
No change is proposed in the current organisational structure and the quantum of

existing allowances is being revised.
Allowance to open Civil Status Offices after office time

2.3.4
Officers of the Civil Status Officer cadre provide emergency service from 1200 to
1700 hours on Saturdays, Sundays and public holidays. They are paid an On-Call
Allowance of Rs 220 per day, a travelling allowance of Rs 160 or appropriate mileage
allowance at approved rates for official travelling on the distance travelled between
residence and site of work each time they open office inclusive of the collection from
and the handing over of keys to the police station, and an allowance of Rs 250 for
each registration of death including the issue of burial/cremation permit.
2.3.5
The present arrangement is appropriate and the quantum of each fee is being
revised.
Recommendation 1
2.3.6
We recommend that officers of the Civil Status cadre providing emergency

service from 1200 hours to 1700 hours on Saturdays, Sundays and public
holidays should continue to be paid:
(a)
an On-Call Allowance of Rs 230 per day;
(b)
a travelling allowance of Rs 170 or appropriate mileage allowance at the

approved rates for official travelling or distance travelled between
residence and site of work each time they open office, inclusive of the
collection from and the handing over of keys to Police Stations; and
(c)
an allowance of Rs 270 for each registration of death, including the

issue of burial/cremation permit.
~35~
Pay Review 2016
Allowance for Registration of Religious Marriage to give civil effect

2.3.7
For want of information from the Civil Status Division, on the determination of the
allowance, the existing quantum of allowances payable to officers of the Civil Status
cadre for celebration of civil marriages outside the Civil Status Offices is being
maintained.
Allowances
A.
B.
(Rs)
Where both of the intending spouses are citizens of

Mauritius:(i)
Celebration of civil marriages at private residence
700
(ii)
Celebration of civil marriages at premises

other than office or private residence
1000
Celebration of civil marriages at premises other than

office where both intending spouses are non-citizens
1500
Registration of death for burial during cyclonic conditions Class III and Class IV
2.3.8
At present, an officer of the Civil Status cadre is on-call in each district to register
deaths and issue of burial permit during cyclonic conditions class III and IV and is
paid an On-Call Allowance of Rs 220 per day and an allowance of Rs 250 for each
registration of death including the issue of burial permit.
2.3.9
Management of the Civil Status Division has to make arrangements with the Police
Department for the conveyance of officers who are on call in each district to register
deaths which require burial permit during cyclonic conditions Class III and IV.
2.3.10 The quantum of allowances are being revised while the present arrangement is to
be continued.
Recommendation 2
2.3.11 We recommend that an officer of the Civil Status cadre should be on-call in
each district to register deaths requiring burial permit during cyclonic
conditions class III and IV and should be paid:
(a)
an On-Call Allowance of Rs 230 per day
(b)
an allowance of Rs 270 for each registration of death including the issue

of burial permit.
2.3.12 We further recommend that Management of the Civil Status Division should
make proper arrangements, with the Police Department for the conveyance of
officers on call to register deaths which requires burial permit during cyclonic
conditions Class III and IV from their place of residence to office and back.
Pay Review 2016
~36~
Loan Facilities
2.3.13 Officers of the Civil Status cadre are granted loan facilities for the purchase of a car
on the same terms and conditions as laid down at paragraph of 18.2.46(g) of
volume 1 of the 2013 PRB Report and are paid the appropriate mileage allowance
at approved rates for official travelling on distance travelled between residence and
site of work on Saturdays, Sundays and public holidays after 1200 hours. This
provision is maintained.
Recommendation 3
2.3.14 We recommend that officers of the Civil Status cadre should continue to be
granted loan facilities for the purchase of a car on the same terms and
conditions as laid down as per provision of paragraph 18.2.43 (g) of
Volume 1 of the 2016 PRB Report and be paid the appropriate mileage
allowance at the approved rates for official travelling on distance travelled
between residence and site of work on Saturdays, Sundays and public
holidays after 1200 hours.
SALARY SCHEDULE
Salary Code

18 058 075
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525

46900
Officer-in-Charge, Civil Status
18 046 065
Rs 20525 x 475 21950 x 625 23200 x 775 32500 x 925 34350

Senior Civil Status Officer
18 027 060
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 30175
Civil Status Officer
08 027 060
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 30175
~37~
Pay Review 2016
Salary Code
24 018 044
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575
Security Guard
24 019 048
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21475
24 001 038
Rs 7800 x 200 - 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
Pay Review 2016
~38~
2.4
2.4.1
The administration of justice in the island of Rodrigues devolves on the Judiciary,

where the only court, the Court of Rodrigues is responsible to administer same.
2.4.2
The Court of Rodrigues exercises jurisdictions at the levels of the District Court, the
Intermediate Court and at Supreme Court level, deals with Chambers Cases,
Matrimonial Cases and Civil Cases.
2.4.3
A District Magistrate or Senior District Magistrate who is posted on a tour of service

from Mauritius, presides the Court of Rodrigues. The Magistrate for Rodrigues, has
within Rodrigues, the sole powers and jurisdiction as are conferred on every District
Magistrate in Mauritius, to hear and dispose of any case, as well as to hear
complaints of domestic violence as provided for by the Section of the Domestic
Violence Act, and also small claims.
2.4.4
At present, the Court of Rodrigues is manned, apart from the District Magistrate or
the Senior District Magistrate, by officers of the Court Officer cadre, Court Ushers
cadre and other support staff for the day-to-day running of the judicial system in
Rodrigues. Other members of the Upper Judiciary visit Rodrigues, as and when,
required.
2.4.5
Since the present arrangements are meeting operational requirements, we are, in

this Report, bringing no change to it.
SALARY SCHEDULE
Salary Code

JUDICIAL (Administration)
12 058 074
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525

45375
12 050 070
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225

39575
Senior Court Officer
12 035 066
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 32500 x 925 35275
Court Officer
Court Usher
~39~
Pay Review 2016
Salary Code
12 028 030

Rs 14325 x 275 14875
Trainee Court Officer
24 019 048
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21475
08 027 060
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 30175
08 026 059
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 29400
24 001 038
Rs 7800 x 200 - 8000 x 205 8820 x 230 10200 x 250 11450 x

260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker
Pay Review 2016
~40~
2.5
Legal Services
2.5.1
The establishment of the Rodrigues Regional Assembly comprises a Legal Section

which is responsible to look after and advise on all legal matters of the Commissions
of the RRA. The Section is manned by an Attorney-at-Law and a Legal Officer
whose services have been retained either on a full-time basis or a part-time basis or
on a contractual basis, depending upon operational requirements.
2.5.2
In the 2013 PRB Report, we provided for the remuneration of officers to be employed
as Attorney-at-Law on a part-time basis, keeping in view the difficulty to attract and
retain the services of qualified full-time Attorneys and Legal Officers by the RRA.
Such officers who are employed on a part-time basis are being required to put in a
minimum of 10 hours weekly.
Allowance to Attorneys
2.5.3
At present, full-time Attorneys on the establishment of the RRA are entitled to an allinclusive yearly allowance of Rs 24400, as an assistance to cover certain items of
expenditure related to the exercise of the profession, along similar lines as
counterparts on the permanent and pensionable establishment of the AttorneyGenerals Office, the Office of the Director of Public Prosecutions and those at the
Municipal Councils. In this Report, we are maintaining the allowance and revising
the quantum.
2.5.4
We recommend that Attorneys employed on a full-time basis by the Rodrigues

Regional Assembly be paid an all-inclusive yearly allowance of Rs 27720 as
an assistance to cover certain items of expenditure related to the exercise of
the profession.
SALARY SCHEDULE
Salary Code

LEGAL SERVICES
Rs 27720
Attorney (RRA) (Part-Time)
Legal Officer (RRA) (Part-Time)
12 065 085
Rs 34350 x 925 37125 x 1225 40800 x 1525 49950 x 1625

62950
Attorney (RRA)
Legal Officer (RRA)
~41~
Pay Review 2016
2.6
2.6.1
The Meteorological Services of the RRA envisions to be a proactive and highly

efficient institution. Its overall mission is to provide accurate and timely weather
information and meteorological products for the general welfare of the citizens of the
Republic and the public at large.
2.6.2
The main services provided are to communicate daily weather information to the
public, daily weather forecast to fishermen in Rodrigues, a five-day forecast to the
agricultural community every Monday and Friday, fortnightly reports on rainfall
distribution over Rodrigues and seasonal forecasts; cyclone warnings in case of
cyclones; timely information and warnings about occurrences of extreme weather
events such as cold spells, heat waves and torrential rain; advisories to ensure the
protection and safety of aircrafts and ships; climatological data and exchange
weather information and data at regional and international level.
2.6.3
A Principal Meteorological Technician from Mauritius is responsible for the day-today administration of the Meteorological Services. He is assisted by officers in the
Meteorological Observers cadre comprising the grades of Principal Meteorological
Observer, Senior Meteorological Observer and Meteorological Observer.
2.6.4
Management and Staff Associations have made submissions to the effect that the
grade of Meteorological Observer be restyled Meteorological Technician given that
the training provided to incumbents in the grades of Meteorological Observer and
Meteorological Technician is the same and nature of work performed are also
similar. However, we have been apprised that the Meteorological Station in
Rodrigues is primarily an observation station, mainly concerned with the collection
of data, which in turn are interpreted by Meteorological Technicians in Mauritius
owing to the unavailability of the relevant software in the RRA.
2.6.5
Moreover, during a recent site visit conducted at the Mauritius Meteorological

Services at Vacoas, the Bureau has noted that there are various specialised
sections where officers of the Meteorological Technician cadre are provided training
in order to perform the duties of a Meteorological Technician. These sections are,
among others, Climatology, Agrometeorology and Hydrometeorology, which do not
exist at the RRA Meteorological Station.
2.6.6
In the event the services of a Principal Meteorological Technician would no longer

be required at the RRA following technological improvements, the creation of a
proper Meteorological Technician cadre may be envisaged. We are, therefore, in
this Report maintaining the present organisation structure.
Pay Review 2016
~42~
SALARY SCHEDULE
Salary Code

19 061 078
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525

48425 QB 49950 x 1625 51575
19 060 074
Rs 30175 x 775 32500 x 925 37125 x 1225 40800 x 1525

45375
Principal Meteorological Observer
19 035 069
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 35275 QB 36200 x 925 37125 x 1225 38350
Meteorological Technician
19 056 072
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525

42325
Senior Meteorological Observer
19 031 063
Rs 15150 x 300 15750 x 325 17700 x 375 19575 x 475 21950 x

625 23200 x 775 32500
Meteorological Observer
19 024 026
Rs 13270 x 260 13790

Trainee Meteorological Observer
24 023 052
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 23975
Driver (Roster)
24 001 038
Rs 7800 x 200 - 8000 x 205 8820 x 230 10200 x 250 11450 x

260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker
~43~
Pay Review 2016
2.7
Education (Administration)
2.7.1
The Education Division envisions to have skilled, versatile, responsible and

employable citizens in Rodrigues. Its mission is to promote education at all levels
and act as a facilitator and catalyst for the promotion of capacity building.
2.7.2
The Division is responsible, inter alia, for the overall administration of education at
Pre-Primary, Primary and Secondary level; implementation of policies pertaining to
education as prescribed by the Ministry of Education and Human Resources,
Tertiary Education and Scientific Research; and the provision of adequate
infrastructure, equipment and furniture.
2.7.3
At present, the Division is headed by a Director of Education (RRA) who is supported

by officers in the grades of Head of Education (Primary), Secondary School
Inspector, Senior School Inspector, School Inspector, as well as officers of the
Educator (Primary) cadre, among others.
2.7.4
In the context of this review exercise, both Management and staff side have made
submissions to reinstate parity between grades on the Mauritian and Rodriguan
establishment which have been disturbed by the 2013 EOAC Report. We are
making appropriate recommendations to this effect.
Teacher/Senior Teacher
Educator (Primary)
2.7.5
The primary education sector consists of three categories of Teachers, namely

Teacher/Senior Teacher, Teacher/Senior Teacher (ACE) and Educator Primary.
This situation of having teachers with different appellations is creating much
frustration among incumbents in the three grades. We are making appropriate
Recommendation 1
2.7.6
We recommend that the grades of Teacher/Senior Teacher, Teacher/Senior

Teacher (ACE) and Educator (Primary) be merged and restyled Primary School
Educator. Appointment thereto, should in future be made from among Trainee
Primary School Educator formerly Trainee Educator (Primary) who have
successfully completed their training course leading to a Teachers Diploma.
2.7.7
Consequent to changes for the grades of Teacher/Senior Teacher and Educator

(Primary) as described above, necessary amendments should be brought, by
Management through the MCSAR, to relevant schemes of service for the
cadre.
Pay Review 2016
~44~
2.7.8
We are also making appropriate provision for those incumbents in the grade of
Primary School Educator formerly Teacher/Senior Teacher, Teacher/Senior
Teacher (ACE) and Educator (Primary) who have successfully followed the Diploma
Course through insertion of a Qualification Bar in the relevant salary scales.
Recommendation 2
2.7.9
We recommend that officers in the grade of Primary School Educator formerly

Teacher/Senior Teacher, Teacher/Senior Teacher (ACE) and Educator
(Primary) possessing the Teachers Diploma (Primary) should be allowed to
move incrementally beyond the Qualification Bar inserted in the salary scale.
Compensation for Diploma in Education Management (DEM) to Teacher/Senior

Teacher
2.7.10 Prior to this Report, distinct salary scales were provided to the former grades of
Teacher/Senior Teacher; Teacher/Senior Teacher (ACE); AND Deputy Head
Master; Deputy Head Master (CEM); Head Master and Head Master (ACEM).
Transitional provisions in terms of additional increments were also provided for
different levels of the hierarchy to motivate them to acquire the DEM qualification.
2.7.11 The Ministry of Education and Human Resources, Tertiary Education and Scientific
Research has apprised that courses leading to the Advanced Certificate in
Education (ACE), Certificate in Educational Management (CEM) and the Advanced
Certificate in Education Management (ACEM) course would no longer be run.
Henceforth, only the Diploma in Educational Management (DEM) would be run.
2.7.12 Moreover, the scheme of service for the post of Head Master has finally been
prescribed on 08 September 2015 wherein the Diploma in Educational Management
(DEM) is a requirement for eligibility to compete for the post of Head Master. Since
the DEM qualification is now a requirement for promotion in the cadre, the
transitional provisions in terms of additional increments for all levels no
longer hold and should therefore lapse.
The Bureau recommends
accordingly.
Deputy Head Master
2.7.13 A Qualification Bar has been inserted in the salary scale for the grades of Deputy
Head Master and Health and Physical Educator Instructor. Incumbents should
possess the Diploma in Educational Management (DEM) or Certificate in
Educational Management (CEM) to proceed incrementally beyond the
Qualification Bar (QB) in the salary scale recommended for the grade.
~45~
Pay Review 2016
Refund of Travelling by Bus to Trainee Primary School Educators

2.7.14 Request was made for the refund of travelling to Trainee Educators (Primary) to be
in line with that existing for Trainees in other sectors. We recommend accordingly.
Recommendation 3
2.7.15 We recommend that Trainee Primary School Educators formerly Trainee
Educators (Primary) should be refunded travelling expenses incurred by bus
from residence to the place of work/training and back.
SALARY SCHEDULE
Salary Code

EDUCATION (Administration)
06 077 092
Rs 49950 x 1625 62950 x 1850 68500 x 1950 74350 x 2825

77175
Director of Education (RRA)
06 069 085
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Head of Education (Primary)
Secondary School Inspector
06 068 083
Rs 37125 x 1225 40800 x 1525 49950 x 1625 59700

06 055 081
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
06 064 080
Rs 33425 x 925 37125 x 1225 40800 x 1525 49950 x 1625

54825
School Inspector
02 055 081
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
Pay Review 2016
~46~
Salary Code
06 061 078

Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525
49950 x 1625 51575
Head Master (possessing Advanced Certificate in Educational
Management or Diploma in Educational Management)
06 059 076
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525

48425
Head Master
06 046 073
Rs 20525 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 43850
Mentor
06 052 073
Rs 23975 x 775 32500 x 925 37125 x 1225 40800 QB 42325 x

1525 43850
Deputy Head Master
06 044 070
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 35275

QB 36200 x 925 37125 x 1225 39575
Educator (Primary)
06 027 060
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 30175
Support Teacher
06 028 031
Rs 14325 x 275 15150

Trainee Primary School Educator
formerly Trainee Educator (Primary)
08 038 063
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 32500
Senior School Clerk
~47~
Pay Review 2016
Salary Code
08 027 060
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 30175
School Clerk
08 043 069
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 37125 x 1225 38350
08 027 060
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 30175
08 026 059
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 29400
24 027 052
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 23975
Senior/Head School Caretaker
04 030 064
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 32500 x 925 33425
ICT Support Officer
24 023 052
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 23975
Driver (Roster)
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200
Driver
25 023 052
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 23975
Electrician
Pay Review 2016
~48~
Salary Code
21 019 046
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 20525
24 019 048
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21475
24 019 045
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 20050
School Caretaker
24 018 044
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575
Security Guard
24 016 043
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 19200
Stores Attendant
24 015 040
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 18075
Sanitary Attendant
24 001 038
Rs 7800 x 200 - 8000 x 205 8820 x 230 10200 x 250 11450 x

260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker
~49~
Pay Review 2016
2.8
State Lands - Cadastral Office
2.8.1
The mission of the Cadastral Office is to provide unfaultered and coherent advice to
decision makers on matters related to state lands and also to satisfy members of the
public by providing them with a good and efficient service.
2.8.2
Its main objectives are, inter alia, to keep an update and complete record of all uses
and occupation of all parts of state lands in Rodrigues; draw up all leases where
approval has been conveyed within a reasonable delay; make optimum and prudent
use of available resources; and control sustainable development.
2.8.3
At present, the Cadastral Office is manned by officers of the Surveyor and

Cartographer cadres, among others. The present organisational structure is
appropriate and is being maintained.
Allowance for the Principal Surveyor

2.8.4
The monthly allowance of Rs 1220 paid to the Principal Surveyor for acting as
Officer-in-Charge and for performing additional duties is being maintained.
Recommendation 1
2.8.5
We recommend that the Principal Surveyor acting as the Officer-in-Charge of

the Cadastral Office should continue to be paid a monthly allowance of
Rs 1220.

2.8.6
2.8.7
2.8.8
We are
Pay Review 2016
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Recommendation 2
2.8.9

salary of their grade in the master salary scale by one increment provided
they:
(i)
(ii)

preceding year; and
(iii)
Health Surveillance
2.8.10 The Bureau has been informed that Plan Printing Operators are constantly exposed
Recommendation 3
2.8.11 We recommend that Management should make necessary arrangements with
SALARY SCHEDULE
Salary Code

CADASTRAL OFFICE
26 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
Principal Surveyor
26 069 085
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Senior Surveyor
26 055 081
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Surveyor
26 028 031
Rs 14325 x 275 15150

Trainee Surveyor
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Pay Review 2016
Salary Code
26 058 074

Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525
45375
Senior Cartographer (Personal salary for officers in post as at
31.12.12)
26 040 074
Rs 18025 x 375 19575 x 475 21950 x 625 23200 x 775 32500

x 925 37125 x 1225 40800 x 1525 45375
Cartographer/Senior Cartographer
26 028 030
Rs 14325 x 275 14875

Trainee Cartographer
26 029 062
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 31725
Survey Technician
24 037 058
Rs 17050 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 28625
24 018 051
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200
08 027 060
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 30175
08 026 059
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 29400
16 023 057
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 28750
Pay Review 2016
~52~
Salary Code
22 021 054
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 25525
24 023 052
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 23975
Driver (Roster)
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200
Driver
24 019 048
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21475
24 015 041
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 18450
Handy Worker
24 001 038
Rs 7800 x 200 - 8000 x 205 8820 x 230 10200 x 250 11450 x

260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker
~53~
Pay Review 2016
2.9
Town and Country Planning Unit
2.9.1
The objectives of the Town and Country Planning Unit are to ensure that projects
are in line with defined strategies; process applications for the transfer and extension
of leases, pledges or rights on leases in a transparent manner; prepare planning
guidelines and enforce planning regulations; and compile and manage data
concerning land use.
2.9.2
Officers in the grades of Town and Country Planning Officer, Development Control
Officer, Cadet Planner and Planning Assistant are presently responsible for the
smooth running of the Unit. We are not bringing any change in the organisational
structure.
SALARY SCHEDULE
Salary Code

PLANNING UNIT
26 059 081
Rs 29200 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
26 044 072
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125

x 1225 40800 x 1525 42325
26 053 055
Rs 24750 x 775 32500 x 925 26300

Cadet Planner
26 029 062
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 31725
Planning Assistant
Pay Review 2016
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2.10 Rodrigues Fire and Rescue Service

2.10.1
The Fire and Rescue Service aims at rendering Rodrigues safe from disaster. Its
mission consists in protecting lives and properties against destruction by fire;
advising the population about fire preventions and advocating fire prevention
legislation; providing humanitarian services to the community; and participating
actively in the risk reduction and disaster activities in Rodrigues.
2.10.2
At present, there is only one fire station, located at Camp du Roi. An Officer-inCharge is at the head of the Fire and Rescue Service, which comprises a six-level
hierarchy.
2.10.3
In the last Report, we extended a few recommendations applicable in the Mauritius

Fire and Rescue Service to the Fire Service in Rodrigues.
2.10.4
In the context of this Report, the Bureau has received strong representations from
both Management and Unions to merge the grades of Sub Officer and Firefighter.
The Bureau views that such a step would not be appropriate given that the
elements of reporting, rank, status, control and authority which are of fundamental
importance in a disciplined force, would disappear and hence cause hindrance in
the smooth running of the Fire and Rescue Service. However, the Bureau is
providing for another arrangement which would address the problem by
designating an officer to take the lead in a team comprising only Firefighters during
an intervention. We are also making provision for the payment of a Performance
Bonus to operational staff and maintaining the existing allowances.
Lead Firefighter
Recommendation 1
2.10.5
We recommend that Firefighters should be departmentally known as Lead

Firefighter on completing 15 years of service in the grade, subject to being
favourably reported on their performance, conduct and attendance. The
Lead Firefighter should be given the responsibility of leading and taking
charge of a team of Firefighters, whenever the situation requires.
2.10.6
We further recommend that the Lead Firefighter should be paid a monthly

allowance equivalent to two increments at the point reached in the salary
scale.
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Pay Review 2016
Performance Bonus
2.10.7
Recommendation 2
2.10.8
2.10.9
We recommend that officers in the grade of Firefighter up to Senior Station

Officer should be paid a one-off performance bonus equivalent to 12 times
the value of one increment at the point reached in their respective salary
scale provided that they have:
(i)

two years; and
(ii)
not been adversely reported upon on ground of conduct.
However, since the grant of the bonus is linked to performance, we strongly believe
Recommendation 3
01 January 2018.
Risk Allowance
Recommendation 4
2.10.11 We recommend that a monthly Risk Allowance equivalent to 1 increments
at the initial point of their respective salary scale, subject to a maximum of
Rs 900, be paid to Firefighters, Sub Officers and Station Officers performing
operations duties.
Pay Review 2016
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Bank of Fire Officers Scheme

Recommendation 5
2.10.12 We recommend that the allowance payable to officers of the Bank of Fire
Officers Scheme should be revised to Rs 640 for the first three hours of work
and on a pro rata basis for hours put in beyond the three hours.
Time Off
Recommendation 6
2.10.13 We recommend that officers of the Firefighter cadre who do not form part of
the Bank of Fire Officers Scheme and are required to attend their site of work
to cater for normal interventions whilst being on leave or off duty, should be
granted equivalent time off for the number of hours put in. In the event time
off cannot be granted within a period of four months, the officer should be
paid an allowance based on his normal hourly rate for every hour put in,
subject to a maximum four hours per day.
2.10.14 The above recommendation should, however not apply in cases of natural
disasters, major emergencies and in times of crisis.
Recommendation 7
2.10.15 We recommend that the monthly Night Duty Allowance should be paid to
officers of the Firefighter cadre who effectively perform night shift,
equivalent to 25% of the normal rate per hour for the hours between 2300
hours and 0500 hours.
Maintenance and Repair Allowance
Recommendation 8
2.10.16 We recommend that the monthly allowance payable to officers of the
Firefighter cadre performing maintenance and repair duties in respect of
radio telephone equipment and breathing apparatus should be revised to
Rs 385.
Allowance for driving Heavy Specialised Vehicles
Recommendation 9
2.10.17 We recommend that officers possessing the heavy vehicle drivers licence
and who are designated to drive heavy specialised vehicles, should be paid
a monthly allowance equivalent to one increment at the initial point of their
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Pay Review 2016
Rent Allowance
Recommendation 10
2.10.18 We recommend that Rent Allowance payable to eligible officers should be
Grade
Amount (Rs)
Firefighter
735
Sub Officer
790
Station Officer
815
915
Divisional Officer
1010
Officer-in-Charge, Fire and Rescue Service
1180
Airport Fire Officer (Civil Aviation Department)
1010
Medical Examination
Recommendation 11
(i)
Management should continue to make the necessary arrangements for

all officers of the Firefighter cadre to undergo a complete medical checkup once every two years in view of ensuring their fitness for the job; and
(ii)
an officer who elects to work beyond the age of 60 should be required to

undergo a yearly medical examination on reaching this age, to certify his
fitness for continued employment.

2.10.20 At present, officers of the Firefighter cadre who have been appointed with effect
from 01 July 2008 are allowed to retire on a proportionate pension after completing
28 years of service and are eligible to earn pension at an enhanced rate of 1/414th
of pensionable emoluments for each additional month of service to enable them to
qualify for full pension after completing 34 years of service. However, officers in
post as at 30 June 2008 benefit from the early retirement scheme applicable as at
that date. These provisions are being maintained.
General Observation on Training Issues
2.10.21 The Bureau has received strong representations from several parties regarding the
issue of training, namely the provision of relevant training to officers of the
Firefighter cadre and the setting up of a Training Unit.
2.10.22 General recommendations regarding training have been made under the Chapter
Training and Development, in Volume 1 of this Report.
Pay Review 2016
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2.10.23 However, Management in turn should come up with its training plan/programme
and make necessary arrangements for the implementation of same. Similarly, the
Chief Commissioners Office may solicit the help and collaboration of the Chief Fire
Officer of the Mauritius Fire and Rescue Service in this process and additionally
seek the support of the Civil Service College to mount and dispense training to
officers of the Fire and Rescue Service. The Chief Commissioners Office can
further discuss with the Mauritius Fire and Rescue Service and other relevant
authorities on the possibility and availability of training opportunities abroad as
spelt out in the Chapter 9 in Volume 1 of this Report.
SALARY SCHEDULE
Salary Code

RODRIGUES FIRE AND RESCUE SERVICE
07 066 081
Rs 35275 x 925 37125 x 1225 40800 x 1525 49950 x 1625

56450
Officer-in-Charge, Fire and Rescue Service
07 058 074
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525

45375
Divisional Officer
07 054 071
Rs 25525 x 775 32500 x 925 37125 x 1225 40800

07 048 068
Rs 21475 x 475 21950 x 625 23200 x 775 32500 x 925 37125

Station Officer
07 046 065
Rs 20525 x 475 21950 x 625 23200 x 775 32500 x 925 34350

Sub Officer
07 033 062
Rs 15750 x 325 17700 x 375 19575 QB 20050 x 475 21950 x

625 23200 x 775 31725
Firefighter
08 027 060
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 30175
~59~
Pay Review 2016
Salary Code
21 019 046
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 20525
24 001 038
Rs 7800 x 200 - 8000 x 205 8820 x 230 10200 x 250 11450 x

260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker
Pay Review 2016
~60~
2.11
2.11.1
Prisons and Reforms Institutions (Administration)
The Prisons and Reforms Institutions work towards the reduction of crime, suicide
and protection of the public. They aim at serving the society by keeping detainees
in safe, humane custody, preparing them for a useful and normal life and ensuring
a safer republic through best correctional practice and rehabilitation.
Rodrigues Prison Service

2.11.2
The main objectives of the Rodrigues Prison Service are to ensure improvement
in prison standard for better custody and security of detainees; rehabilitate
detainees through educational and vocational training; and develop an expanded
and sustainable network of non-governmental organisations.
2.11.3
There is only one prison in Rodrigues, located at Pointe La Gueule. The population
of detainees is about 45 against a staff strength of 39 Prisons Officers. An
Assistant Superintendent of Prisons is responsible to manage the Prison. He is
assisted by officers in the grades of Principal Prisons Officer (Male and Female),
Prisons Officer Grade 1 and Prisons Officer/Senior Prisons Officer (Male and
Female).
2.11.4
For this Report, the Bureau has received representations from both Unions and
Management to further strengthen the structure in view of improving the Rodrigues
Prison Service in line with international standards of human rights and providing a
safe and healthy environment for the detainees and creating facilities for their
rehabilitation and reintegration in society. Hence, the creation of the grades of
Superintendent of Prisons, Senior Officer Cadet, Principal Prisons Welfare Officer
and Prisons Welfare Officer has been proposed.
2.11.5
After careful analysis and taking into account the size of the establishment, the
ratio of detainees to staff, the specificity of Rodrigues and scope of activities at the
Rodrigues Prison, the Bureau considers that the present structure is appropriate.
However, given the critical importance of the service and the fact that much
emphasis is being laid on the rehabilitation of detainees, we deem it justified that
the grades of Superintendent of Prisons and Prisons Welfare Officer be created.
We are also providing for the departmental appellation of Lead Prisons Officer and
the payment of a Performance Bonus. In addition, we are granting a Trade
Allowance to Prison Officers, whilst maintaining the existing allowances.
2.11.6
The Bureau views that there is justification to consolidate the structure at the top
level. In practice, on the Mauritian establishment, an officer not below the level of
a Superintendent of Prisons/Senior Superintendent of Prisons is entrusted the
responsibility of taking charge of a prison. In Rodrigues, this responsibility befalls
an Assistant Superintendent of Prisons. After due examination, we consider that
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Pay Review 2016
owing to the specificity of the RRA and size of the prison in terms of population and
infrastructure, the need for a merged level of Superintendent of Prisons/Senior
Superintendent of Prisons is not warranted. Instead we are providing for a level of
Superintendent of Prisons.
Recommendation 1
2.11.7
We recommend the creation of the grade of Superintendent of Prisons.

Appointment thereto should be made by promotion on the basis of
experience and merit of officers in the grade of Assistant Superintendent of
Prisons reckoning at least two years service in a substantive capacity in the
grade and having a sound knowledge of prisons duties and are well versed
in prisons rules, regulation, legislations in force and standing orders.
2.11.8
Incumbent would be responsible for the administration of the prisons and would be
called upon to, among others, ensure that duties relating to security, safe custody,
discipline and cleanliness are observed; devise and monitor rehabilitation
programmes; perform duties as laid down in the Reform Institutions Act. Prison
regulations, legislations in force and standing orders with a view to ensuring that
appropriate orders, directives and guidance are given, as and when required, for
the smooth running of the institutions.
Prisons Welfare Officer (New Grade)

Recommendation 2
2.11.9
We recommend the creation of the grade of Prisons Welfare Officer.

Appointment thereto should be made by selection from among officers of the
Rodrigues Prison Service who are members of the Disciplined Force,
reckoning at least five years service in a substantive capacity in the
Rodrigues Prison Service and possessing a Diploma in Social Work from a
recognised institution or an equivalent qualification acceptable to the
Disciplined Forces Service Commission. In the absence of qualified officers,
appointment should be made by selection from among candidates
possessing a Diploma in Social Work from a recognised institution, along
with proven experience in Social and Welfare work.
2.11.10 Incumbent would be required, among others, to assist the Officer-in-Charge of the
institution in the training and welfare of detainees, maintain contact between the
detainees and their families; assist in updating the system for the overall
rehabilitation of detainees; establish and maintain links with prospective employers
and the Probation Service; prepare detainees for discharge; and deal with the
legal, social and family problems of detainees and liaise with their families.
Pay Review 2016
~62~
Lead Prisons Officer

Recommendation 3
2.11.11 We recommend that Prisons Officer/Senior Prisons Officers should be
known Lead Prisons Officer on completing 15 years of service, subject to
being favourably reported on their performance, conduct and attendance.
The Lead Prisons Officers would, as and when required, be given the
authority to control Prisons Officer/Senior Prisons Officers and be in charge
of a ward or unit on night shift, among others.
2.11.12 We further recommend that Lead Prisons Officers should be paid a monthly
allowance equivalent to two increments at the point reached in their salary
scale.
Performance Bonus
Recommendation 4
2.11.14 We recommend that officers in the grade of Prisons Officer/Senior Prisons
Officer up to Principal Prisons Officer should be paid a one-off performance
bonus equivalent to 12 times the value of one increment at the point reached
in their respective salary scale provided that they have:
(i)
(ii)

evidenced by their Performance Appraisal Report during the
preceding two years; and
not been adversely reported upon on ground of conduct.
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Pay Review 2016
Recommendation 5
01 January 2018.
Trade Allowance
2.11.17 At present, a Trade Allowance is paid to Prisons Officer/Senior Prisons Officers
posted in the Trades Section, in line with what obtains in the Mauritius Prison
Service. We are maintaining the payment of this allowance.
Recommendation 6
2.11.18 We recommend the continued payment of a monthly Trade Allowance of
Rs 380 to Prisons Officer/Senior Prisons Officers posted in the Trades
Section and regularly providing training to detainees and to other officers
who effectively give vocational training and conduct rehabilitative work.
Risk Allowance
Recommendation 7
2.11.19 We recommend that a monthly Risk Allowance should be paid to staff of the
Rodrigues Prison Service performing operations duties, up to the grade of
Superintendent of Prisons, equivalent to 1 increments at the initial of their
respective salary scales, subject to a maximum of Rs 900.
Bank of Prisons Officers Scheme
Recommendation 8
2.11.20 We recommend that officers of the Bank of Prisons Officers Scheme who are
called upon to attend duty in emergency cases, be paid an allowance of
Rs 640 for the first three hours of work and on a pro-rata basis for additional
hours of work put in.
Attending duty during Emergencies
Recommendation 9
2.11.21 We recommend that Prisons Officers, below the rank of Assistant
Superintendent of Prisons, who are not scheduled to work but have to attend
duty during cyclonic weather conditions and other emergencies, should
continue to be paid, by way of an allowance, at the normal hourly rate, for
Pay Review 2016
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such period of duty, if they cannot be granted time off within a period of four
months.
Special Allowance to Prisons Security Squad
Recommendation 10
2.11.22 We recommend that officers of the Prisons Security Squad should continue
to be paid a monthly Special Allowance of Rs 1400.
Recommendation 11
2.11.23 We recommend that a monthly Night Duty Allowance should be paid to
officers of the Prisons Officer cadre who effectively perform night shift,
equivalent to 25% of the normal rate per hour for the hours between
2300 hours and 0500 hours.
Recommendation 12
2.11.24 We recommend that the payment of the monthly Night Attendance Bonus to
Prisons Staff up to Principal Prisons Officer, who attend duty on all
scheduled nights during the month should be as follows:
Grades
Amount (Rs)
Principal Prisons Officer reckoning

735
880
Prisons Officer Grade I (Personal) and Prisons Officer/

Senior Prisons Officer reckoning:
(i)
an aggregate of up to 10 years service as Prisons

Officer Grade I (Personal) and Prisons Officer/
Senior Prisons Officer;
(ii)
an aggregate of over 10 years service as Prisons

Officer Grade I (Personal) and Prisons Officer/
Senior Prisons Officer.
~65~
600
730
Pay Review 2016
Rent Allowance
Recommendation 13
2.11.25 We recommend that eligible officers of the Prisons Service who perform
operations duties and do not occupy Government quarters should be paid a
monthly Rent Allowance as follows:
Grade
Amount (Rs)
1365
1180
1010
815

formerly Female Prisons Officer/Senior Female
Prisons Officer
815
815
Injury Leave
Recommendation 14
2.11.26 We recommend that an officer of the Prisons Officer cadre who sustains
injury, as a result of assault, on his way to attend duty or when returning
home after leaving his site of work, should also be considered for Injury
Leave as per provisions laid down at Chapter 18.4 in Volume 1 of this Report,
provided the incident has occurred within two hours from the time duty starts
or finishes.
Medical Examination
Recommendation 15
(i)
Management should make the necessary arrangements for all officers

of the Prisons Officer cadre to undergo a complete medical
examination once every two years to ensure their fitness for the job;
and
(ii)
an officer who elects to work beyond the age of 60 should be required

to undergo a yearly medical examination on reaching this age, to
certify his fitness for continued employment.
Pay Review 2016
~66~

Recommendation 16
2.11.28 We recommend that officers of the Prisons Officer cadre appointed with
effect from 1 July 2008 should:
(a)
be allowed to retire on a proportionate pension after completing 28

years of service; and
(b)
be eligible to earn pension at an enhanced rate of 1/414th of

pensionable emoluments for each additional month of service to
enable them to qualify for full pension after completing 34 years of
service.
2.11.29 We also recommend that officers of the Prisons Officer cadre, in post as at
30 June 2008, should continue to benefit from the early retirement scheme
applicable as at that date.
Probation Service
2.11.30 The Probation Service works in collaboration with the Court, the Commission for
Social Security and Family Welfare to, inter alia, counsel and provide support to
members of the family in case of conflicts; assist the court in passing sentences
and sensitising people on ways and means of preventing and reducing criminality.
2.11.31 The Probation Service is presently manned by an Officer-in-Charge, Probation
Service restyled Head, Probation Service and is assisted by officers in the grades
of Senior Probation Officer and Probation Officer.
2.11.32 The present structure of the Probation Service is appropriate.
Probation Officer
2.11.33 A Qualification Bar (QB) has been inserted in the salary scale of the grade of
Probation Officer. Incumbent should possess a diploma in Social Work from
a recognised institution or an equivalent qualification to proceed
incrementally beyond the Qualification Bar in the salary scale recommended
for the grade.
SALARY SCHEDULE
Salary Code

PRISONS AND REFORM INSTITUTIONS
17 065 080
Rs 34350 x 925 37125 x 1225 40800 x 1525 49950 x 1625

54825
Superintendent of Prisons (New Grade)
~67~
Pay Review 2016
Salary Code
17 058 074

Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525
45375
17 051 068
Rs 23200 x 775 32500 x 925 37125

17 046 065
Rs 20525 x 475 21950 x 625 23200 x 775 32500 x 925 34350

17 034 065
Rs 16075 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 32500 x 925 34350
formerly Female Prisons Officer/Senior Female Prisons Officer
17 058 074
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 45375

Prisons Welfare Officer (New Grade)
24 019 045
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 20050
Prisons Attendant (Roster)
23 057 075
Rs 27850 x 775 32500 x 925 37125 x 1225 40800 x 1525

46900
Head, Probation Service
formerly Officer-in-Charge, Probation Service
23 052 072
Rs 23975 x 775 32500 x 925 37125 x 1225 40800 x 1525

42325
23 036 070
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 32500 x 925 37125 QB 38350 x 1225 39575
Probation Officer
24 015 041
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 18450
Handy Worker
Pay Review 2016
~68~
Salary Code
24 001 038

Rs 7800 x 200 - 8000 x 205 8820 x 230 10200 x 250 11450 x
260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker
~69~
Pay Review 2016
2.12
Agricultural Research and Extension Services
2.12.1
The Department of Agricultural Research and Extension Services (ARES) provides

support to the Commission for Agriculture to realise its objectives for sustainable
agricultural growth and to create an enabling environment for Agriculture for
Growth.
2.12.2
The ARES is striving to make agriculture the third pillar of the Rodriguan economy
behind tourism and fishing. Its main objectives are, inter alia, to: strengthen human
and institutional capacity and mobilise financial and technical resources for delivery
of relevant agricultural services; formulate, review and implement national policies,
plans, strategies and regulations, and enforce laws along the crop and livestock
value chain; develop public infrastructure to support production; formulate
appropriate policy framework; enhance the contribution of agricultural research and
extension for sustainable agricultural productivity, competitiveness, food and
nutrition security and poverty eradication; develop agricultural markets and
products; and strengthen its research capacity and provide means for effective
extension outreach to farmers.
2.12.3
The main services provided are, inter alia, production and sales of imported animal
breed to local farmers; production and sales of livestock feed; sales of fruit trees
and seeds; production and sales of queen bees; and provision of honey extractor
and other related equipment to beekeepers.
2.12.4
The Manager, Agricultural Research and Extension Services is the technical head
of the ARES. He is assisted by officers in the professional and technical grades.
2.12.5
Following submissions made by Management and Staff Associations coupled with

the recommendations made by the Food and Agricultural Organisation, we are in
this Report redesigning the organisation structure of the Agricultural Services
through the restyling of certain grades to more appropriate job appellations,
amending of qualification requirements where relevant and creating a level to
enable the ARES to better deliver on its mandate. This re-engineering has also
been brought to be in line with the structures prevailing in the Civil Service for
similar cadres. In addition, we are introducing new allowances.
Scientific Officer/Senior Scientific Officer (New Grade)

2.12.6
The Bureau has been apprised that further to its policy of diversification, much
emphasis is being laid on the development and growth of the Crops and Livestock
Section as well as the Agro and Food Processing Section. In this perspective,
Management has submitted that there is an imperative need for a professional level
to be involved in these two specific fields.
Pay Review 2016
~70~
2.12.7
At present, the grades of Scientific Officer (Agronomy) and Scientific Officer

(Animal Husbandry) exist on the establishment of the RRA. With the creation of a
grade of Scientific Officer in the two proposed fields, this would entail the creation
of two additional levels in the structure, hence defeating our policy for delayering.
On the other hand, we consider that the organisation should be equipped with
these professionals so as to give a boost to expanding and emerging sectors. After
careful analysis, we deem it appropriate that instead of creating a grade of
Scientific Officer in each field, we may maintain one grade with a generic
appellation where the same requirements would prevail except that the fields in
which a degree is required would differ, depending on the section the Scientific
Officer is needed.
2.12.8
Moreover, taking into account the level of responsibilities devolving upon the grade
of Scientific Officer, we are reviewing its appellation to Scientific Officer/Senior
Scientific Officer and thereby allowing for enhanced career earnings. We are
Recommendation 1
2.12.9
We recommend that:
(i)
the grade of Scientific Officer (Agronomy) and Scientific Officer

(Animal Husbandry) be restyled Scientific Officer/Senior Scientific
Officer;
(ii)
the scheme of service of the generic grade of Scientific Officer/Senior

Scientific Officer should be enlarged and make provision for the duties
to be performed by a Scientific Officer/Senior Scientific Officer in the
field of Crops and Livestock; Food Science; and Agro Processing in
line with those of the former grades of Scientific Officer (Agronomy)
and Scientific Officer (Animal Husbandry), now restyled Scientific
Officer/Senior Scientific Officer;
(iii)
in future, appointment to the grade of Scientific Officer/Senior

Scientific Officer should be made by selection from among officers in
the grades of Technical Officer (Agriculture) (Personal), Senior
Technical Officer (Agriculture) and Agricultural Superintendent
possessing a relevant degree in the field concerned. In the absence
of qualified serving candidates, appointment thereto should be made
from among candidates possessing a relevant degree in the field
concerned.
Assistant Manager, Agricultural Research and Extension Services (New Grade)

2.12.10 At present, the Manager, Agricultural Research and Extension Services is
responsible for the administration, management and proper functioning of the
Agricultural Services. With an expansion in activities at the Agricultural Research
and Extension Services, the Bureau has been apprised that there is need for a
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dedicated grade to assist the technical head in the manning of the Crops and
Livestock and Agro Processing Sections. We consider the request to be justified
and are recommending accordingly.
Recommendation 2
2.12.11 We recommend the creation of the grade of Assistant Manager, Agricultural
Research and Extension Services. Appointment thereto should be made by
selection from Scientific Officer/Senior Scientific Officers formerly Scientific
Officer (Agronomy) and Scientific Officer (Animal Husbandry) reckoning at
least four years service in a substantive capacity or an aggregate of four
years service in a substantive capacity in the grade of Scientific
Officer/Senior Scientific Officer formerly Scientific Officer (Agronomy) and
Scientific Officer (Husbandry) and/or Scientific Officer (Agronomy) or
Scientific Officer (Animal Husbandry)
2.12.12 Incumbent would be responsible, inter alia, to manage, plan and implement all
activities related to the section under his responsibility; monitor all matters/projects
pertaining to his field; develop appropriate strategies and prepare operational
plans; provide advice, functional guidance and assistance on all policies; and
provide proper guidance and training to subordinate staff.
Manager, Agricultural Research and Extension Services
2.12.13 At present, the grade of Manager, Agricultural Research and Extension Services
is filled by selection from among candidates possessing a Degree in Agriculture or
Agronomy or Crop Science or Agricultural Economics or Agricultural Management
or Agricultural Science or Animal Production or Animal Husbandry or Animal
Science with at least six years experience in the relevant field of study. With the
creation of the grade of Assistant Manager, ARES, there is need to review its
qualification requirements.
Recommendation 3
2.12.14 We recommend that the mode of appointment to the grade of Manager,
Agricultural Research and Extension Services should be amended so that in
future, appointment should be made by promotion on the basis of experience
and merit, of the Assistant Manager, Agricultural Research and Extension
Services reckoning four years service in a substantive capacity in the grade.
Restructuring of the Technical Cadre
2.12.15 It has been submitted that further to evolution in the agricultural sector, the duties
of certain technical grades have become quasi superfluous. Furthermore, the
qualification requirements in certain cases do not match with the level of duties
being performed by incumbents, such that there is need to redesign the whole
technical cadre.
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2.12.16 After a careful examination, the Bureau views that there is ample justification for a
major restructuring of the technical cadre when considering the importance of the
agricultural sector in Rodrigues, the structure prevailing in the Civil Service and our
policy for flatter structures. We are making a series of recommendations to that
effect.
Recommendation 4
2.12.17 We recommend that the grade of Technical Officer be made evanescent.
2.12.18 A personal salary has been recommended for the grade of Technical Officer,
whilst maintaining the grades of Senior Technical Officer and Agricultural
Superintendent so as to allow the Technical Officers to continue moving in
the hierarchy. However, these two latter grades should eventually phase out
in the course of time.
Agricultural Assistant (Personal)
Technical Assistant
Recommendation 5
(i)
the grades of Technical Assistant and Agricultural Assistant

(Personal) be merged and restyled Agricultural Support Officer ;
(ii)
the grade of Senior Technical Assistant be restyled Senior Agricultural

Support Officer;
(iii)
in future, appointment to the grade of Agricultural Support Officer be

made by selection from among candidates possessing a Diploma in
Agriculture or Sugar Technology or related field;
(iv)
Agricultural Support Officers and Senior Agricultural Support Officers

possessing a Diploma in Agriculture or Sugar Technology or related
field should be allowed to move beyond the Qualification Bar (QB)
inserted in their respective revised salary scale;
(v)
newly recruited Agricultural Support Officers possessing a Diploma

should join the recommended salary scale at salary point Rs 19575.
(vi)
Senior Agricultural Support Officers possessing a Diploma should

join the recommended salary scale at salary point Rs 39150.
(vii)
the duties of the newly restyled grades of Agricultural Support Officer

and Senior Agricultural Support Officer should be enlarged to include
those of the grade of Technical Officer (Personal) and Senior
Technical Officer respectively.
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Pay Review 2016
Movement for Technical Officers (Agriculture) (Personal)

2.12.20 At present, in the Civil Service, Technical Officers (Personal) are allowed to move
beyond their top salary on grounds of performance. We consider that in all
fairness, this provision should be extended to Technical Officers (Agriculture)
(Personal) of the Rodrigues Regional Assembly. We are recommending
accordingly.
Recommendation 6
2.12.21 We recommend that officers in the grade of Technical Officer (Agriculture)
(Personal), who have drawn their top salary for a year, should proceed
incrementally in the salary scale of the grade of Senior Technical Officer
(Agriculture) provided they:
(i)

preceding year; and
(ii)

(Agriculture) (Personal) from being promoted to the grade of Senior
Technical Officer (Agriculture) before they have reached the top of their
salary scale or on vacancy arising in the latter grade.
2.12.22 We further recommend that incumbents in the grade of Technical Officer
(Agriculture) (Personal) should perform the duties and assume the
responsibilities of the grade of Senior Technical Officer (Agriculture) upon
moving in the higher salary scale.
Field Assistant
2.12.23 Presently, Field Assistants who have drawn their top salary for a year are allowed
to proceed in the salary scale of the grade of Senior Field Assistant (Personal)
which exists on the Mauritian establishment, subject to satisfying certain
conditions. We are maintaining this provision.
Recommendation 7
2.12.24 We recommend that Field Assistants should be allowed to proceed
incrementally in the salary scale of the grade of Senior Field Assistant
(Personal) which is Rs 20525 x 475 21950 x 625 23200 x 775 32500 x 925
34350 provided they:
(i)
(ii)

preceding year; and
(iii)
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Posting of a General Worker at Port and Airport

Recommendation 8
2.12.25 We recommend that a General Worker should be posted at the port and
airport, whenever required, to provide assistance to the Technical Officers
(Agriculture) (Personal) and Senior Technical Officers (Agriculture).
Flexitime
2.12.26 The provision regarding the concept of flexitime in respect of officers working in the
Extension Unit of the Agricultural Services is being maintained.
Recommendation 9
2.12.27 We recommend that Management should introduce flexitime as deemed
expedient for officers working in the Extension Unit of the Agricultural
Services in accordance with the recommendations made at Chapter 18.5 of
Ad-hoc Allowance
2.12.28 Management and Staff Associations have submitted that officers in the grades of
Senior Technical Assistant, Technical Assistant and Field Assistant are regularly
required to work on Crab Island for the tagging of wild animals. They are thus
exposed to various kinds of hardship owing to the dangerous nature of trips
endorsed and the fact that they operate in a hostile environment consisting of
harmful insects and animals, where the risk of sustaining injuries is high. In this
context, request has been made for the grant of an allowance as an inducement to
these officers to work on Crab Island.
Recommendation 10
2.12.29 We recommend that officers in the grades of Senior Agricultural Support
Officer formerly Senior Technical Assistant, Agricultural Support Officer
formerly Technical Assistant and Agricultural Assistant (Personal) and Field
Assistant who are regularly required to work on Crab Island be paid a
monthly adhoc allowance equivalent to one and a half increments at the
initial of their respective salary scale.
VETERINARY SERVICES
2.12.30 The Veterinary Services operates under the Agricultural Research and Extension
Services and provides essential veterinary services on a 24/7 basis. Its main
objective is to help boosting the livestock sector in Rodrigues by ensuring the good
health of the flock and preventing entry and spread of new diseases, which may
eventually jeopardise the sector.
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2.12.31 The main activities of the Veterinary Services are, inter alia, the prevention of
disease and treatment of sick animals, monitoring of import and export of live
animals; prophylaxis and vaccination of poultry; disease surveillance and
investigation; and provision of advice to local breeders.
Veterinary Officer
2.12.32 In Mauritius, Veterinary Officers having reached the top of their salary scale are
allowed to move in the salary scale of the grade of Senior Veterinary Officer on
account of the continued scarcity of professionals in this field. In the same vein,
we are allowing Veterinary Officers in Rodrigues to move in the senior professional
scale though the grade of Senior Veterinary Officer does not exist on the
establishment of the RRA and are making provisions for some flexibility in their
remuneration system.
Recommendation 11
2.12.33 We recommend that Veterinary Officers who have reached the top of their
salary scale should be allowed to proceed incrementally in the salary scale
of Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950 , provided they:
(i)
(ii)

preceding year; and
(ii)
2.12.34 We further recommend that the Ministry of Civil Service and Administrative
Reforms may, subject to the approval of the High Powered Committee,
approve a higher salary point for new entrants in the grade of Veterinary
Officer based on their qualification and experience, and such adjustments in
salary as may be required for officers in post.
2.12.35 The Special Professional Retention Allowance (SPRA) was introduced in the 2008
retention problems in the fields of Engineering/Architecture/Quantity Surveying and
Veterinary Services which were considered as scarcity areas.
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calibre. Following the publication of the 2013 EOAC Report, officers in several
other grades were listed for eligibility for SPRA without any stated justification.
2.12.37 In the context of this review, Management, Unions and individual officers have
made strong representations for maintaining SPRA and for extending same to
other grades. The Bureau recently conducted a survey to determine the extent to
which professionals of high calibre and possessing scarce skills are leaving the
public sector, and also to assess the market value of these professionals. However,
it is worth noting that the survey revealed that there are no serious recruitment and
retention problems in the Engineering/Architecture/Quantity Surveying fields
except in the Veterinary Science field.
2.12.38 It is also worth highlighting that some organisations have not responded to the
Surveying fields. Though some organisations did not respond to the survey, they
have nevertheless made representations for maintaining SPRA and extending it to
other categories of professionals.
2.12.39 In the given circumstances and taking into consideration: (i) the findings of the
survey; (ii) representations from stakeholders; and (iii) position of concerned
organisations, we are in this Report maintaining the payment of the SPRA to
eligible officers in post as at 31 December 2015 up to 31 December 2016.
Recommendation 12
2.12.40 We recommend that Veterinary Officers eligible for the payment of the
continue to be paid same up to 31 December 2016 as specified in the
following table:
Salary
SPRA
% of monthly salary
Veterinary Officer reckoning at least 10 years

service in the grade
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Pay Review 2016

(i)
(ii)
2.12.42 All Veterinary Officers who are eligible for the payment of the Special
Professional Retention Allowance as from 01 January 2016 and have been
granted same prior to the publication of this Report should continue to draw
the Special Professional Retention Allowance up to 31 December 2016.
On Call and In Attendance Allowance
2.12.43 Veterinary Officers are presently paid on-call and in-attendance allowances owing
to their nature of work, which requires them to work after normal working hours.
We are maintaining this provision and reviewing the hours concerned.
Recommendation 13
2.12.44 We recommend that the following allowances be paid to Veterinary Officers
at the RRA who are required to be on-call after working hours to provide a
24-hour service:
Weekdays
15.15 hours to 0800 hours the next day
Rs 425
Saturdays
Noon to 1800 hours
Rs 200
Rs 330
Sundays and public holidays
Pay Review 2016
Rs 275
Rs 375
~78~
2.12.45 We also recommend that Veterinary Officers be paid an in attendance

allowance of Rs 200 per hour when attending work while on call, subject to
the following maxima:
Weekdays
Rs 1030
Saturdays
Rs 1240
Sundays and public holidays
Rs 1650
SALARY SCHEDULE
Salary Code

AGRICULTURAL RESEARCH AND EXTENSION SERVICES
19 080 094
Rs 54825 x 1625 62950 x 1850 68500 x 1950 74350 x 2825

80000 x 3000 83000
Manager, Agricultural Research and Extension Services
19 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
Assistant Manager, Agricultural Research and Extension Services (New
Grade)
19 065 081
Rs 34350 x 925 37125 x 1225 40800 x 1525 49950 x 1625 56450
Veterinary Officer
19 055 085
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 62950
Scientific Officer/Senior Scientific Officer
formerly Scientific Officer (Agronomy) (Rodrigues)
Scientific Officer (Animal Husbandry) (Rodrigues)
19 067 081
Rs 36200 x 925 37125 x 1225 40800 x 1525 49950 x 1625

56450
19 061 076
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525 48425

Senior Technical Officer (Agriculture)
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Salary Code
19 044 072
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
Apicultural Officer
Technical Officer (Agriculture) (Personal)
08 058 074
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 45375

08 050 069
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

26 038 066
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 35275
08 027 060
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 30175
08 043 069
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 37125 x 1225 38350
08 026 059
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 29400
22 021 054
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 25525
19 050 076
Rs 22575 x 625 23200 x 775 32500 x 925 36200 QB 37125 x

1225 40800 x 1525 48425
formerly Senior Technical Assistant
Pay Review 2016
~80~
Salary Code
19 029 072
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 31725 QB 32500 x 925 37125 x
1225 40800 x 1525 42325
Agricultural Support Officer
Agricultural Assistant (Personal)
19 029 062
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 31725
Agricultural Laboratory Technician
formerly Veterinary Pathological Laboratory Assistant
19 028 058
Rs 14325 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 28625
Field Assistant (Rodrigues)
19 024 026
Rs 13270 x 260 13790

Agricultural Trainee
25 041 060
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 30175

Foreman
24 036 056
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 27075
24 030 054
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 25525
24 025 054
Rs 13530 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 25525
Agricultural Implement Operator
24 030 053
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 24750
Senior Stockman (Shift)
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Pay Review 2016
Salary Code
24 027 051
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200
Senior Stockman
24 020 046
Rs 12230 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20525
Stockman (Shift)
24 019 045
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 20050
Pay Review 2016
~82~
2.13
Registration
2.13.1 The Registration Unit in Rodrigues is responsible, among others, to register

information regarding land ownership and obligations and to safeguard the interest
of creditors and debtors and of parties in sales and leases of immovable properties;
registration of particulars of deeds and documents presented by members of the
legal, professional and the public including the transfer of vehicles; follow up action
after reassessment of values of immovable properties by the Chief Government
Valuer, including representations before the Tax Appeal Tribunal; and collection of
annual tax payable by campement site owners and campement owners.
2.13.2 The Unit is presently headed by one Principal Registration Officer who reports to the
Departmental Head for the general administration and to the Registrar General,
Mauritius on technical matters. He is supported in his tasks by one Senior
Registration Officer (Personal), three officers in the grade of Registration
Officer/Senior Registration Officer and staff of the General Services.
2.13.3 The present structure is being maintained.
SALARY SCHEDULE
Salary Code

REGISTRATION
18 058 073
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525

43850
Principal Registration Officer
18 050 067
Rs 22575 x 625 23200 x 775 32500 x 925 36200

Senior Registration Officer (Personal salary for officers in post as at
31.12.12)
18 034 065
Rs 16075 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 32500 x 925 34350
Registration Officer/Senior Registration Officer
08 027 060
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 30175
~83~
Pay Review 2016
Salary Code
24 019 048
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21475
Office Care Attendant/Senior Officer Care Attendant
Pay Review 2016
~84~
3.
Deputy Chief Commissioner's Office
DEPUTY CHIEF COMMISSIONERS OFFICE
3.0.1
The Deputy Chief Commissioners Office is responsible for the areas of Gender,
Family Welfare, Child Development, Handicraft, Vocational Training, Information &
Communication Technologies and Industrial Development. Its vision is to be
committed to succeed in offering the best service to the public by setting targets
and creating mechanisms for attaining unity, progress and development through the
participation of the community.
3.0.2
The mission of the Deputy Chief Commissioners Office is to implement the

decisions of the Executive Council so as to attain the objectives as set out in the
manifest of the regional Government.
3.0.3
It is also responsible to coordinate the activities of the eight divisions falling under
its portfolio namely: the Child Development Unit; Family Welfare Unit; Gender Unit;
Handicraft
Unit;
Vocational
Training;
Information
Technology
&
Telecommunications; Industrial Development and Cooperatives.
3.1
3.1.1
The Gender, Family Welfare, Child Development Division comprises the Gender
Unit, the Family Protection Unit and the Child Development Unit and its mission is
to promote gender mainstreaming and empowerment by adopting appropriate
policies and programmes.
3.1.2
The Child Development Unit ensures that the rights of children are respected by their
parents as well as by all members of the society at large. It receives and investigates
into complaints from children, parents, NGOs, authorities and individuals.
3.1.3
The Family Welfare Unit promotes family welfare through a better understanding of
the role, rights and duties of each component. Its mission is to provide adequate
support and assistance to the family for promoting values, traditions and unity in the
family.
3.1.4
The Gender Unit envisions to empower women for their advancement, consequently
contributing to the enhancement of the social, economic and cultural environment of
the Rodriguan Society.
3.1.5
In our last Report, the appellation of the Womens Unit was changed to Gender
Unit, a new grade of Officer-in-Charge, Gender, Family Welfare and Child
Development was created as well as risk allowance was granted to Family Welfare
and Protection Officers.
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3.1.6
In the context of this review exercise, representations were made for the restyling of
grades, change in the mode of appointment, increase in the quantum of risk
allowance and payment of Black Jacket Allowance. Representatives of both the
Management and Staff Side have been apprised of the established criteria set for
the restyling of grades. They were also explained why, for technical reasons, certain
representations could not be entertained.
3.1.7
We are, in this Report, amending the mode of recruitment and restyling the post of
Officer-in-Charge, Gender Family Welfare and Child Development.
Recommendation 1
3.1.8
We recommend that the grade of Officer-in-Charge, Gender, Family Welfare

and Child Development be restyled to Head, Gender, Family Welfare and Child
Development.
Head, Gender, Family Welfare and Child Development formerly Officer-in-Charge,

3.1.9
Presently, appointment to the grade of Officer-in-Charge, Gender, Family Welfare

and Child Development is made by selection from among officers in the grade of
Family Welfare and Protection Officer possessing a post A Level Degree in
Economics/Social Work/Sociology/Psychology/Social Policy/Social Studies from a
recognised institution or an equivalent qualification. Management has represented
that there is a need to review the mode of recruitment so as to enlarge the pool of
candidates with a view to obtaining the most suitable candidate.
Recommendation 2
3.1.10 We recommend that the scheme of service be amended such that, henceforth,
appointment to the post of Head, Gender, Family Welfare and Child
Development formerly Officer-in-Charge, Gender, Family Welfare and Child
Development be made from among Family Welfare and Protection Officers
possessing a degree in Economics/Social Work/Sociology/ Psychology/
Social Policy/Social Studies from a recognised institution or an equivalent
qualification.
In the absence of suitably qualified serving officers,
appointment should be made from among candidates possessing a Degree in
Economics/Social Work/Sociology/ Psychology/ Social Policy/Social Studies
from a recognised institution or an equivalent qualification.
Risk Allowance
3.1.11 Family Welfare and Protection Officers are, presently paid a monthly risk allowance
equivalent to one and a half increments at the initial of the salary scale due to their
nature of work. This provision is being maintained.
Pay Review 2016
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Recommendation 3
3.1.12 We recommend that Family Welfare and Protection Officers working in the
Gender, Family Welfare and Child Development Unit, who by the nature of their
work are exposed to very risky situations and environment, be paid a monthly
risk allowance equivalent to one and a half increments at the initial of the
salary scale.
SALARY SCHEDULE
Salary Code

GENDER, FAMILY WELFARE AND CHILD DEVELOPMENT
02 000 100
Rs 101000
Departmental Head
08 058 074
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525 45375

23 054 081
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Head, Gender, Family Welfare and Child Development
formerly Officer-in-Charge, Gender, Family Welfare and Child
Development
23 038 070
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 37125 x 1225 39575
23 034 066
Rs 16075 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 35275
Organising Officer, Womens Centre
08 027 060
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 30175
~87~
Pay Review 2016
Salary Code
23 030 061
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 30950
Matron
24 018 043
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19200
Shelter Care Attendant (Shift)
24 023 052
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 23975
Driver (Roster)
22 021 054
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 25525
24 015 041
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750 x

325 17700 x 375 18450
Handy Worker
24 001 038
Rs 7800 x 200 - 8000 x 205 8820 x 230 10200 x 250 11450 x 260
14050 x 275 15150 x 300 15750 x 325 17375
General Worker
Pay Review 2016
~88~
3.2
Information and Communication Technology Department
3.2.1
The ICT Department is committed to providing computing, telecommunications

networking infrastructure and information systems support to all members of the
commissions of the Rodrigues Regional Assembly. It aims at implementing the best
cost effective solutions with a view to enhancing its ability to provide a quality
service.
3.2.2
The Rodrigues Regional Assembly has witnessed major developments in the ICT
field, including an increase of bandwidth and creation of an ICT Centre for
Excellence. It is now moving towards the development of IT Outsourcing Business,
implementation of exchange servers and several e-government projects at various
levels, which would benefit both the population and public officers.
3.2.3
In 2013, the computerisation of RRA project was launched, with the main objectives
of interconnecting all the Commissions of the RRA in view of facilitating
communication, democratizing access to the information system of the RRA to all
Commissions; ensuring data security and integrity; giving internet access to all Local
Government servants; computerising the processes of the different sections of the
department; and ensuring better IT Support.
3.2.4
The Bureau has been apprised that the RRA is currently at the stage of hardware
and software implementation, but would soon move to the setting up of an exchange
server to, inter alia, maintain existing systems, such as the RRA Information System
(HRMS) Land Lease, Cash Collection; Licensing, RRA Finance System (TAS),
Domain Controllers in each Commission and monitor and maintain the
communication infrastructure (routing and switching).
3.2.5
In the above context, where major developments in the ICT field are expected in the
near future, a major restructuring of the IT department has been proposed, where
three units, viz IT Operation/Support Unit, Training Unit and Business Development
and Research Unit would exist. The creation of 15 grades has been requested to
strengthen these three units.
3.2.6
At present, the structure of the IT Department comprises the grades of ICT Manager,
Systems Analyst, Assistant Systems Analyst/Senior Assistant Systems Analyst,
created in the last Report, and Computer Support Officer (Roster). After an in-depth
analysis, the Bureau views that with an expansion in the activities of the IT Sector in
the RRA, there is a genuine need for a strengthening of the IT Department through
the creation of additional levels which would cater for new IT needs.
3.2.7
The in-depth analysis has revealed that not all the grades which have been proposed
are warranted, since certain duties may be carried out by existing grades, as is the
case in the Civil Service. The Bureau, as far as possible, refrains from granting
levels which do not exist in the Civil Service, except in rare cases where specificities
and nature of work differ.
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Pay Review 2016
3.2.8
However, we also acknowledge that in the Civil Service, ICT related issues fall under
the responsibility of the Ministry of Technology, Innovation and Communication and
its Units/Divisions, as well as parastatal bodies. Taking this fact into consideration
and given that this Report lays much emphasis on the importance and use of ICT as
an engine of transformation in the Civil Service, the Bureau is agreeable to create a
few levels of critical importance which would allow the IT Sector of the RRA to deliver
on its mandate and meet its objectives. We are, therefore, making appropriate
recommendations to consolidate the existing structure.
Assistant ICT Manager (New Grade)

3.2.9
Request has been made to create, among others, the grades of ICT Manager
(Technical), ICT Manager (Training), Business Development and Promotion
Manager and Software Engineer. The Bureau considers that as the field of IT is
dynamic, it would not be appropriate to create specific grades in specific spheres,
which would result in silos. ICT is a domain where polyvalence should be prevalent
and in this perspective, the Bureau is creating a generic grade of Assistant ICT
Manager, where at least one officer would be responsible for technical aspects, one
for training and one for business development and promotion. As regards the grade
of Software Engineer, it is current practice to have recourse to the services of a
professional in this field on a contractual basis.
Recommendation 1
3.2.10 We recommend the creation of a grade of Assistant ICT Manager.
possessing a Degree in Computer Science or Computer Engineering or
Information Technology or Information Systems or an equivalent qualification
from a recognised institution. Candidates should also reckon at least four
years post qualification experience in the field of IT, including two years at
administrative/management level.
3.2.11 According to their posting, incumbents would be called upon to, inter alia, assist in
the conceptualisation of projects and formulation of policies, standards and security
norms; implement ICT projects, prepare specifications and evaluation of project
proposals; devise strategic plan to promote ICT; collaborate with other stakeholders
for the planning, implementation and evaluation of information systems; develop
software; create and document software tools; be responsible for the management
and administration of the ICT Centre for Excellence; ensure quality and relevance of
training at the Centre; manage and implement administrative procedures; assist in
training of new staff; ensure effective provision of learner information and support;
be responsible for the management and administration of the Business
Development and Research Unit; devise strategic plan for the development and
promotion of the ICT Sector; identify potential markets for development of ICT; and
formulate strategies and policies for a sustainable development of the ICT Sector.
Pay Review 2016
~90~
Programme Officer (ICT) (New Grade)

3.2.12 The creation of the grades of ICT Centre Coordinator, IC3 Coordinator, Project
Supervisor and Research Assistant has been proposed. After carefully examining
the duties, it has been observed that the need for four distinct grades does not arise.
The Bureau considers that a polyvalent grade of Programme Officer (ICT) could be
created, where incumbent would shoulder an array of responsibilities, requiring a
multiplicity of skills. At least, one officer may be posted in the Training Unit and
another one in the Business Development and Research Unit.
Recommendation 2
3.2.13 We recommend that the grade of Programme Officer (ICT) be created.
Appointment thereto should be made from among officers possessing a
Degree in Computer Science or Computer Engineering or Information
Technology.
3.2.14 Incumbent would be called upon to, inter alia, implement training programmes; plan,
monitor, control all the training programmes; ensure that training programmes are
delivered effectively and are consistent with the overall national plans; keep abreast
of new techniques and development in the field; perform cost control and basic
financial management on respective projects; meet project targets within agreed
budgets; carry out research, collect and analyse data; identify potential markets for
development of ICT; gather information to analyse market trend in the field of ICT;
measure and assess public satisfaction; and submit report and research analysis.
Computer Laboratory Auxiliary (New Grade)
3.2.15 Management has submitted that with the present staffing system at the ICT Centre
for Excellence, it is difficult to monitor the classroom and control of all IT accessories.
In this context, the creation of a dedicated grade has been requested where
incumbent would be required to perform these duties. We are agreeable to the
proposal.
Recommendation 3
3.2.16 We recommend the creation of the grade of Computer Laboratory Auxiliary.
employees on the permanent and pensionable establishment, who possess a
Cambridge School Certificate with at least a pass in Mathematics or any
science subject.
3.2.17 Incumbents would, inter alia, be responsible for the general cleanliness of the
computer laboratory and general care of equipment and furniture; scheduling
hardware and software for use in different classes and the computer laboratory; and
detection and elimination of viruses with the use of appropriate tools. They would
also be called upon to set up equipment and load relevant software; provide
assistance to teachers/educators for the running of hands-on sessions; and assist
~91~
Pay Review 2016
in the routine maintenance of hardware and software and in-keeping record of

equipment.
IT Technician (Roster) (New Grade)
Computer Support Officer (Roster)
3.2.18 Proposal has been made to restyle the grade of Computer Support Officer (Roster)
to IT Technician (Roster), on the ground that due to the specificity of Rodrigues, it is
not always practical for the suppliers to carry out repair or maintenance works, as
they are based in Mauritius.
3.2.19 It is to be noted that a direct restyling cannot be envisaged as the qualification
requirements and duties of both grades differ, where they are higher in the case of
the grade of IT Technician. Nevertheless, the Bureau acknowledges the constraints
faced in the RRA and is addressing the issue otherwise, through the creation of a
grade of IT Technician (Roster), against the phasing out of the grade of Computer
Support Officer (Roster).
Recommendation 4
3.2.20 We recommend the creation of the grade of IT Technician (Roster).
possessing a Diploma in IT or Computer Science or Information System or
Software Engineering or an equivalent qualification and reckoning at least one
year experience in the maintenance and repairs of IT equipment.
3.2.21 Incumbent would be called upon to, inter alia, perform the duties of the grade of
Computer Support Officer (Roster) as well as maintain, repair and administer the
computer system, including all related peripherals; provide general technical
guidance and support to end users; and devise appropriate systems of security in
relation to hardware and software.
Recommendation 5
3.2.22 We recommend that the grade of Computer Support Officer (Roster) be made
evanescent. A personal salary has been provided to incumbents.
3.2.23 We further recommend that Computer Support Officers possessing a Diploma
in IT or Computer Science or Information System or Software Engineering or
an equivalent qualification should be given the option to join the grade of IT
Technician (Roster).
ICT Manager
3.2.24 At present, the ICT Manager is at the apex of the IT Department. In the context of
the restructuring exercise, Management has proposed the creation of a grade of
Chief Information Officer to head the IT Department, supervise additional levels,
oversee the various units, etc. The Bureau has carefully examined the request and
Pay Review 2016
~92~
is of the view that at this stage, such a level is not warranted. However, given that
the ICT Manager would be called upon to shoulder additional responsibilities in
connection with the restructuring exercise, the Bureau has taken this element into
consideration in arriving at the salary recommended for the grade.
Recommendation 6
3.2.25 The Committee recommends that Assistant Systems Analyst/Senior Assistant
Systems Analysts who possess a Degree in Computer Science or an
equivalent qualification and who have reached the top of their salary scale,
should be allowed to proceed incrementally up to a maximum of two
increments in the master salary scale through the grant of one increment
every year provided they:
(i)
(ii)

preceding year; and

Other Observations
3.2.26 The Bureau wishes to highlight that in the Civil Service, duties regarding network
administration are carried out by officers in the grades of Systems Analysts and
Assistant Systems Analyst/Senior Assistant Systems Analysts. The Bureau
therefore considers that the same arrangement should prevail in the Rodrigues
Regional Assembly.
3.2.27 Furthermore, as regards Trainers in ICT, the Bureau views that freelance Trainers
may be recruited or the Rodrigues Regional Assembly may have resort to
contractual employment. The creation of a dedicated grade of Trainer would not fit
in the structure and in our framework.
3.2.28 Moreover, the Bureau is conscious that the ICT Department needs to be adequately
staffed to enable it to fully realise its goals. We are recommending accordingly.
Recommendation 7
3.2.29 We recommend that Management considers the advisability of increasing the
establishment size of the posts of Systems Analyst and Assistant Systems
Analyst/Senior Assistant Systems Analyst.
~93~
Pay Review 2016
SALARY SCHEDULE
Salary Code

INFORMATION AND COMMUNICATION TECHNOLOGY
04 072 089
Rs 42325 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
ICT Manager
04 069 085
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Assistant ICT Manager (New Grade)
04 055 081
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950

x 1625 56450
Systems Analyst
Programme Officer (ICT) (New Grade)
04 044 078
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 49950 x 1625 - 51575
04 045 073
Rs 20050 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 43850
IT Technician (Roster) (New Grade)
04 030 064
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 32500 x 925 33425
Computer Support Officer (Roster) (Personal)
24 023 056
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 27075
Computer Laboratory Auxiliary (New Grade)
Pay Review 2016
~94~
3.3
3.3.1
The Industrial Development Division has, as mission, to act as a facilitator for Small
and Medium Enterprises (SME) and entrepreneurial development and to be a focal
point for both local and foreign entrepreneurs. In fulfilling its mission, the Industrial
Development Division envisions to become a competitive, job oriented and thriving
SME sector for Rodrigues.
3.3.2
Its main objectives include, among others, to: help in establishing a strong and
vibrant private sector in Rodrigues; strengthen business environment; promote and
facilitate the development of SMEs; act as a one-stop agency for potential and
existing investors/entrepreneurs; and to formulate policies and plans to promote
domestic and foreign investment.
3.3.3
The Division is staffed by one Analyst (Industry) and officers of the General Services
Cadre.
SALARY SCHEDULE
Salary Code

INDUSTRIAL DEVELOPMENT DIVISION
02 054 081
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525 49950 x

1625 56450
Analyst (Industry)
08 027 060
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575 x

475 21950 x 625 23200 x 775 30175
08 026 059
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x 375
19575 x 475 21950 x 625 23200 x 775 29400
~95~
Pay Review 2016
3.4
Cooperatives
3.4.1
The Cooperatives Division in Rodrigues acts as a facilitator in the consolidation,

promotion and development of the Cooperative movement. It is responsible for the
registration, auditing, supervision, inspection and monitoring of Cooperative
Societies; providing training to cooperative entrepreneurs; assisting Cooperative
Societies in professionalizing their activities to attain financial and functional
autonomy and the settlement of disputes through Arbitration and Liquidation. Its
statutory role is to ensure that the Cooperative Societies/ Federations comply with
the provisions of the Cooperative Act 2005.
3.4.2
The Officer-in-Charge, Cooperatives, manages the day-to-day affairs of the Division

and is supported in his task by an Assistant Officer-in-Charge, Cooperatives and
staff of the Cooperative Officer Cadre and General Services.
3.4.3
Since the Division is delivering satisfactorily on its mandate, no change is proposed.
Cooperative Officer
3.4.4
A Qualification Bar (QB) has been inserted in the salary scale of the grade.
Cooperative Officers possessing the Diploma in Cooperatives or the Diploma in
Development Studies or who have successfully completed all papers of
Fundamentals (Skills) formerly Part II of the ACCA Examination or an equivalent
qualification should be allowed to proceed beyond the QB.
REVISED SALARY SCHEDULE

Salary Code

COOPERATIVES
18 063 077
Rs 32500 x 925 37125 x 1225 40800 x 1525 49950

Officer-in-Charge, Cooperatives
18 058 074
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525

45375
Assistant Officer-in-Charge, Cooperatives
18 052 073
Rs 23975 x 775 32500 x 925 37125 x 1225 40800 x 1525

43850
Pay Review 2016
~96~
Salary Code
18 036 070
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 32500 x 925 35275 QB 36200 x 1225 39575
Cooperative Officer
24 023 052
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 23975
Driver (Roster)
24 019 048
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21475
~97~
Pay Review 2016
3.5
3.5.1
The Human Resource Development Centre (HRDC) acts as a catalyst and facilitator
for the promotion of capacity building in Rodrigues. Its objectives include, among
others, to: promote Human Resource Development; stimulate a culture of training
and life-long learning; reduce the mismatch between training needs and training
offers; and to provide information, advice and guidance which enable students and
trainees to make appropriate and effective decisions about learning, training and
work.
3.5.2
The Centre organises part-time courses at Diploma, Graduate and Post-Graduate

level in Rodrigues in collaboration with recognised institutions in Mauritius including
the Mauritius Institute of Education, the University of Mauritius and the University of
Technology, Mauritius.
It also mounts and provides specialised training
programmes in collaboration with training institutions in Mauritius as well as the
Ministry of Civil Service and Administrative Reforms.
3.5.3
The Head, Human Resource Development Centre manages the Centre and is
assisted in his tasks by the Coordinator, a Library Officer and supported by
personnel of general services, technical and other occupational categories.
3.5.4
As the present structure is enabling the Centre to pursue efficiently and effectively
its mandate, we are maintaining the existing arrangements while making appropriate
provision for time off facilities for the grade of Coordinator, HRDC.
Time Off Facilities

3.5.5
The training programmes organized by the HRDC are very often delivered beyond
normal working hours on weekdays as well as on Saturdays. It has been submitted
that officers in the grade of Coordinator, HRDC are regularly called upon to work
after normal working hours to deliver training programmes and these officers put in
additional hours of work without any extra remuneration.
3.5.6
We are making appropriate provisions to address this issue.
Recommendation
3.5.7
We recommend that officers in the grade of Coordinator, HRDC, who are

required to put in additional hours of work on a regularly basis to cope with
the demands of their job should be granted equivalent time off for the extra
hours put in. However, where it has not been possible for Management to
grant, upon application, time off within a period of four consecutive months,
the officers should be compensated at the normal hourly rate, subject to their
Pay Review 2016
~98~
SALARY SCHEDULE
Salary Code

HUMAN RESOURCE DEVELOPMENT CENTRE
02 068 089
Rs 37125 x 1225 40800 x 1525 49950 x 1625 62950 x 1850

68500 x 1950 70450
Head, Human Resource Development Centre
02 054 081
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
Co-ordinator, Human Resource Development Centre
05 044 072
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
Library Officer
16 040 065
Rs 18075 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 34350
Binding Supervisor
08 027 060
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 30175
16 023 056
Rs13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 27075
Machine Minder (Bindery) (Rodrigues)
24 019 048
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21475
24 015 041
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 18450
Handy Worker
~99~
Pay Review 2016
Salary Code
24 001 038

Rs 7800 x 200 - 8000 x 205 8820 x 230 10200 x 250 11450 x
260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker
Pay Review 2016
~100~
4.
4.0.1.
Commission for Public Infrastructure & Others
COMMISSION FOR PUBLIC INFRASTRUCTURE, HOUSING,

TRANSPORT AND WATER RESOURCES
The vision of the Commission is to ensure adequate and sustainable water supply
and modern public infrastructure for the welfare of the population. The objectives of
the Commission are, among others, to: ensure a sustainable infrastructural
development of Rodrigues through the design, construction, maintenance and repair
of roads, bridges and government buildings; enhance the quality of life of citizens
and preserve the natural environment of Rodrigues; be efficient and excellenceoriented in the provision of its services; and implement successfully the free travel
scheme.
4.1
4.1.1
The Public Infrastructure Department is responsible for the construction and

renovation of public buildings and other infrastructures; issue of building permits;
construction of roads and track roads; and issue of burial permit.
4.1.2
There are two main arms of the Public Infrastructure Department, namely
Administration and Technical Unit. The professional function is carried out by
Engineers whereas the technical staff comprises Technical Officers (Civil
Engineering) and the Inspectorate Cadre.
4.1.3
We are, in this Report, maintaining the current structures of the different units under
the Public Infrastructure Department as they are fit-for-purpose. However, certain
fees are being extended to officers of the Mechanical Workshop.

4.1.4
retention problems in the fields of Engineering/Architecture/Quantity Surveying
4.1.5
4.1.6
In the context of this Review, Management, Unions and individual officers have
made strong representations for maintaining SPRA and for extending same to other
grades. The Bureau recently conducted a survey to determine the extent to which
~101~
Pay Review 2016
4.1.7
It is also worth highlighting that some organisations have not responded to the
Surveying fields. Though some organisations did not respond to the survey, they
have nevertheless made representations for maintaining SPRA and extending it to
other categories of professionals.
4.1.8
In the given circumstances and taking into consideration: (i) the findings of the
survey; (ii) representations from stakeholders; and
(iii) position of concerned
organisations, we are in this Report maintaining the payment of the SPRA to eligible
officers in post as at 31 December 2015 up to 31 December 2016.
Recommendation 1
4.1.9
We recommend that officers in the Civil Engineering, Mechanical Engineering,

Quantity Surveying and Architecture cadres eligible for the payment of the
table:
Salary
SPRA
% of monthly salary
Rs 29400 up to Rs 62950 and reckoning at least
10 years service in their respective grade


(i)
approval of the appropriate Service Commission (Table II at Chapter
15 of Volume 1) should refund the totality of the Special Professional
Pay Review 2016
~102~
(ii)
Retention Allowance which they would have earned under this
scheme after reaching the age at which they may retire without the
approval of the appropriate Service Commission.
4.1.11 All officers in the Engineering/Architecture/Quantity Surveying fields who are
Recruitment Procedures
Recommendation 2
4.1.12 We recommend that recruitment to the grade of Tradesmans Assistant should
continue to be opened also to candidates from outside the service who have
successfully followed technical courses in the relevant fields at the MITD,
Lyce Polytechnique or College of Gabriel.
SALARY SCHEDULE
Salary Code

PUBLIC INFRASTRUCTURE (Administration)
02 000 100
Rs 101000
Departmental Head
02 055 081
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
08 056 076
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525

48425
~103~
Pay Review 2016
Salary Code
08 050 069
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

08 046 065
Rs 20525 x 475 21950 x 625 23200 x 775 32500 x 925 34350

Office Supervisor
08 049 070
Rs 21950 x 625 23200 x 775 32500 x 925 37125 x 1225 39575

formerly General Services Executive (RRA)
08 043 069
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 37125 x 1225 38350
08 027 062
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 31725
08 027 060
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 30175
08 026 059
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 29400
24 030 054
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 25525
22 021 054
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 25525
Pay Review 2016
~104~
Salary Code
24 036 052
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 23975
24 023 052
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 23975
Driver (Roster)
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200
Driver
21 019 046
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 20525
24 019 048
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21475
24 017 043
Rs 11450 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19200
24 016 043
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 19200
Stores Attendant
24 001 038
Rs 7800 x 200 - 8000 x 205 8820 x 230 10200 x 250 11450 x

260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker
~105~
Pay Review 2016
Salary Code

TECHNICAL UNIT
26 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
Head, Public Infrastructure
formerly Officer-in-Charge, Public Infrastructure
26 059 085
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 62950
22 059 085
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 62950
26 053 055
Rs 24750 x 775 26300

Trainee Architect
Trainee Civil Engineer
Trainee Engineer
22 053 055
Rs 24750 x 775 26300

Trainee Engineer
26 044 072
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125

x 1225 40800 x 1525 42325
26 061 076
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525

48425
26 056 072
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525

42325
Pay Review 2016
~106~
Salary Code
26 048 067
Rs 21475 x 475 21950 x 625 23200 x 775 32500 x 925 36200

Inspector of Works
26 029 062
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 31725
24 030 054
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 25525
26 024 026
Rs 13270 x 260 13790

26 038 066
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 32500 x 925 35275
26 028 030
Rs 14325 x 275 14875

25 041 060
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 30175

Chief Cabinet Maker
Chief Tradesman
Foreman
18 024 063
Rs 13270 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 32500
Supervisor of Cemeteries
24 018 045
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 20050
Burial Ground Attendant (Rodrigues) (Roster)
24 015 040
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 18075
Sanitary Attendant
~107~
Pay Review 2016
Salary Code
25 025 054
Rs 13530 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 25525
Multi-Skilled Tradesman
25 023 052
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 23975
Blacksmith
Cabinet Maker
Carpenter
Electrician
Mason
Painter
Tinsmith
Welder
24 027 051
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200
Field Supervisor
24 036 056
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 27075
25 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200
Barbender
24 022 047
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21000
24 020 046
Rs 12230 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 20525
Waste Water Pipe Cleaner (Roster)
24 019 045
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 20050
Seamstress
Pay Review 2016
~108~
Salary Code
24 018 044
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575
Security Guard
24 017 043
Rs 11450 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19200
24 016 042
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 18825
Sprayer Operator
Stone Breaker
25 016 042
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 18825
Tradesman's Assistant (Blacksmith)
Tradesman's Assistant (Carpenter)
Tradesman's Assistant (Cabinet Maker)
Tradesman's Assistant (Electrician)
Tradesman's Assistant (Welder)
24 015 041
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 18450
Handy Worker
24 015 040
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 18075
Lorry Loader
24 001 038
Rs 7800 x 200 - 8000 x 205 8820 x 230 10200 x 250 11450 x

260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker
~109~
Pay Review 2016
4.2
Housing
4.2.1
The Housing Unit is responsible for the social housing development in Rodrigues.
Its objective is to facilitate access to housing provision for lower socio-economic
segment of the population.
4.2.2
An Engineer/Senior Engineer (Civil) is responsible for the overall management of

the Unit and support is provided by officers in the grade of Assistant Inspector of
Works.
SALARY SCHEDULE
Salary Code

HOUSING UNIT
26 059 085
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 62950
26 029 063
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 32500
Assistant Inspector of Works (Personal to officers in post as at
31.12.15)
26 029 062
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 31725
Assistant Inspector of Works (Future Holder)
Pay Review 2016
~110~
4.3
4.3.1
As a regulatory body, the main functions of the sub-office of the National Transport
Authority are the registration and transfer of ownership for motor vehicles; licensing
of motor vehicles; collection of road tax and licence fees; examination of motor
vehicles as to their road worthiness; licensing of bus conductor; enforcement of road
transport legislation and monitoring the level of public transport; control of paid
parking zones; keeping statistics relating to motor vehicles; students pass and
school bus services.
4.3.2
The Office implements approved policies in line with the National Transport Authority
in Mauritius and ensures enforcement of the relevant provisions of the Road Traffic
Act. It is manned by a Senior Road Transport Inspector, three Road Transport
Inspectors and officers in the General Services grades.
4.3.3
The present structure is serving its purpose and is being maintained.
Hours of Work
4.3.4
Officers in the grades of Road Transport Inspector and Senior Road Transport
Inspector are required to work on roster on a six-day week basis, based on
operational needs of the Authority and this element has been taken into
consideration in working out the salaries of the grades.
SALARY SCHEDULE
Salary Code

18 052 073
Rs 23975 x 775 32500 x 925 37125 x 1225 40800 x 1525

43850
18 044 070
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125

x 1225 39575
08 027 062
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 31725
~111~
Pay Review 2016
Salary Code
08 027 060
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 30175
24 019 048
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21475
Pay Review 2016
~112~
4.4
Mechanical Workshop
4.4.1
The services provided at the Mechanical Workshop are repairs, maintenance and
servicing of government vehicles as well as examination of private vehicles for the
issue of fitness certificates on behalf of the National Transport Authority.
4.4.2
In the absence of a Mechanical Engineer/Senior Mechanical Engineer, it is the

Technical Officer (Mechanical) who is responsible for the examination and
evaluation of vehicles. He also advises on the model and types of cars to be used
by handicapped persons. Representations have been received for the payment of
fees and allowances to the Technical Officer (Mechanical) who is presently
performing these duties. We are, therefore, making appropriate provision to this
effect.
4.4.3
With the filling of the vacant post of Mechanical Engineer/Senior Mechanical

Engineer, the fees and allowances granted to the Technical Officer (Mechanical)
would lapse and the Mechanical Engineer/Senior Mechanical Engineer in post
should be paid the fees and allowances as recommended for Mechanical Engineers
at the Ministry of Public Infrastructure and Land Transport. However, we are
maintaining the payment of the Duty Allowance to the Technical Officer (Mechanical)
when he is required to examine government vehicles involved in accidents after
normal working hours.
Survey Fees
Recommendation 1
4.4.4
We recommend that a survey fee of Rs 650 per examination be paid to the

Technical Officer (Mechanical) for examining vehicles purchased duty free by
public officers and taxi owners involved in accidents and declared total loss
by insurance companies.
Examination Fees
Recommendation 2
4.4.5
We also recommend the payment of an examination fee of Rs 650 per

examination to the Technical Officer (Mechanical) who is required to carry out
examination of vehicles for road worthiness outside normal working hours.
Duty Allowance
4.4.6
A Duty Allowance of Rs 1000 is being provided for the Technical Officer

(Mechanical) who examines, assesses, evaluates and reports on damages
sustained by government vehicles involved in accidents after normal working hours.
We are maintaining the quantum of the Duty Allowance.
~113~
Pay Review 2016
Recommendation 3
4.4.7
We recommend that a Duty Allowance of Rs 1000 monthly should continue to

be paid to the Technical Officer (Mechanical) who is required to examine
government vehicles involved in accidents after normal working hours.
SALARY SCHEDULE
Salary Code

MECHANICAL WORKSHOP
26 059 085
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 62950
26 055 081
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
Plant and Equipment Manager
26 061 076
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525

48425
Mechanical Workshop Superintendent
26 044 072
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125

x 1225 40800 x 1525 42325
Technical Officer (Mechanical)
25 049 063
Rs 21950 x 625 23200 x 775 32500

Workshop Supervisor
22 026 059
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 29400
Automobile Electronics Technician
26 053 055
Rs 24750 x 775 26300

Trainee Mechanical Engineer
Pay Review 2016
~114~
Salary Code
25 041 060
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 30175

Chief Mechanic
Chief Panel Beater
Foreman
08 027 060
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 30175
25 023 052
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 23975
Coach Painter
Diesel Fitter Mechanic
Electrician
Fitter
Panel Beater
Tinsmith
Welder
Upholsterer
24 023 052
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 23975
Vulcaniser
24 027 051
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200
Field Supervisor
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200
Driver
21 019 046
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 20525
~115~
Pay Review 2016
Salary Code
24 019 048
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21475
24 019 045
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 20050
Toolskeeper
24 018 044
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575
Security Guard
25 016 042
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 18825
Tradesman's Assistant (Automobile)
Tradesman's Assistant (Motor Diesel Mechanic)
Tradesman's Assistant (Panel Beater)
Tradesman's Assistant (Welder)
Tradesman's Assistant (Fitter)
24 016 043
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 19200
Stores Attendant
24 001 038
Rs 7800 x 200 - 8000 x 205 8820 x 230 10200 x 250 11450 x

260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker
Pay Review 2016
~116~
4.5
4.5.1
The Water Resources Unit ensures that potable water is supplied to consumers on
a regular basis and promotes rainwater harvesting. The objectives of the Unit are
to provide adequate infrastructure to enhance water production and storage capacity
in Rodrigues to cater for the present and future socio-economic development needs;
ensure that water which is supplied to consumers are of an acceptable quality
standard and at reasonable frequency; and monitor the yields of boreholes, springs,
river intakes, dams, desalination plants and brackish water treatment plants.
4.5.2
At present, the Unit is staffed by officers in the professional and technical cadres.
We are maintaining the present organisational set up.
SALARY SCHEDULE
Salary Code

26 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
Head, Water Resources Unit
formerly Officer-in-Charge, Water Resources Unit
26 059 085
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 62950
Engineer/Senior Engineer (Civil))
26 059 081
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
26 056 072
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525

42325
26 048 067
Rs 21475 x 475 - 21950 x 625 23200 x 775 32500 x 925 36200

Inspector of Works
~117~
Pay Review 2016
Salary Code
26 029 063
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 32500
Assistant Inspector of Works (Personal to officers in post as at
31.12.15)
26 029 062
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 31725
Assistant Inspector of Works (Future Holder)
26 024 026
Rs 13270 x 260 13790

19 036 066
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 32500 x 925 35275
26 042 071
Rs 18825 x 375 19575 x 475 21950 x 625 23200 x 775 32500

x 925 36200 QB 37125 x 1225 40800
25 049 063
Rs 21950 x 625 23200 x 775 32500

Workshop Supervisor
25 041 060
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 30175

Chief Plumber and Pipe Fitter
Chief Pump Mechanic
Foreman
24 030 054
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 25525
Pay Review 2016
~118~
Salary Code
25 023 052
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 23975
Electrician
Mason
Pump Mechanic
24 036 056
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 27075
24 023 052
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 23975
Driver (Roster)
24 027 051
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200
Field Supervisor
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200
Driver
24 020 046
Rs 12230 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 20525
Operator Pumping Station (Rodrigues) (Roster)
Water Supply Attendant (Roster)
24 019 048
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21475
24 018 044
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575
Security Guard
~119~
Pay Review 2016
Salary Code
24 016 042
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 18825
Stone Breaker
24 016 043
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 19200
Stores Attendant
25 016 042
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 18825
Tradesman's Assistant (Electrician)
24 015 041
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 18450
Handy Worker
24 015 040
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 18075
Filterman
Lorry Loader
24 001 038
Rs 7800 x 200 - 8000 x 205 8820 x 230 10200 x 250 11450 x

260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker
Pay Review 2016
~120~
5.
Commission for Social Security & Others
COMMISSION FOR SOCIAL SECURITY, EMPLOYMENT, LABOUR

AND INDUSTRIAL RELATIONS, CONSUMER PROTECTION, TRADE,
COMMERCE AND LICENSING
5.0.1
The Commission encompasses the following portfolios: Social Security,

Employment, Labour and Industrial Relations, Consumer Protection, Trade
Commerce and Licensing.
5.0.2
The main objectives of the Commission are, among others, to deliver on social
security services; facilitate placement opportunities for registered job seekers and
provide labour market information; promote a safe, healthy and harmonious work
environment; safeguard and promote consumers rights and interest; and provide
members of the public with the relevant necessary information regarding trade and
commercial activities.
5.1
Social Security
5.1.1
The Social Security Division is responsible for the administration of social benefits.
5.1.2
Its main objectives are, among others, to provide social aid and assistance to
vulnerable groups; assist and empower the disabled and the elderly; and enhance
the quality of life of the senior citizens.
5.1.3
In the context of this review exercise, Management made representations to

strengthen the present structure of the Social Security cadre as well as requested
for the creation of an appropriate level in the Disability Unit.
5.1.4
After studying all the representations, we are, in this Report, providing for the grades
of Manager, Social Security and Disability Empowerment Officer/Senior Disability
Empowerment Officer.
Manager, Social Security (New Grade)

5.1.5
At present, the Social Security Division is manned by officers in the grades of Social
Security Officer, Higher Social Security Officer, Senior Social Security Officer and
Principal Social Security Officer. The Division is administered by the Departmental
Head. Management has represented that there is a need for a level to assist the
Departmental Head in the day-to-day administration of the Division.
Recommendation 1
5.1.6
We recommend the creation of the grade of Manager, Social Security.

Appointment thereto should be made by selection from Principal Social
Security Officer and Senior Social Security Officer reckoning at least six years
service in a substantive capacity and possessing either a Degree in Social
Work/Sociology or a Diploma in Social Work together with a Degree in
~121~
Pay Review 2016
Administration or Economics from a recognised institution or an equivalent

qualification.
5.1.7
Incumbent would be required, inter alia, to implement policies and programmes

pertaining to social security; plan and monitor quality management of services
provided at the Social Security Division; coordinate and supervise relief measure
and emergencies and other natural calamities; ensure the proper implementation of
the Protection and Elderly Persons Act and the Residential Care Homes Act.

5.1.8
We are making provision for the grades of Principal Social Security Officer and
Senior Social Security Officer possessing a Diploma in Social Work to move in the
master salary scale.
Recommendation 2
5.1.9
We recommend that incumbents in the grades of Senior Social Security

Officer and Principal Social Security Officer possessing a Diploma in Social
Work from a recognised institution or an equivalent qualification should be
allowed to move incrementally in the master salary scale up to salary points
Rs 42325 and Rs 48425 respectively provided that they:
(i)
(ii)

preceding year; and

Disability Empowerment Officer/Senior Disability Empowerment Officer (New Grade)
5.1.10 The Commission is responsible for the social and economic rehabilitation of
physically handicapped persons for their integration in the mainstream society
through education, training, employment, sports, culture and leisure activities. It also
caters for the promotion of the welfare of all disabled persons in Rodrigues.
5.1.11 At present, the Commission caters for around 2112 persons with disability.
Management has represented that, actually, there is no proper structure under the
Commission for Social Security to cater for these people. Therefore, there is a need
to set up an appropriate structure for enforcement of legislations dealing with both
the elder and disabled persons in Rodrigues and to ensure an efficient service
delivery.
Pay Review 2016
~122~
Recommendation 3
5.1.12 We recommend the creation of the grade of Disability Empowerment
Officer/Senior Disability Empowerment Officer. Appointment thereto should
be made by selection from among candidates possessing a Diploma in Social
Work from a recognised institution or an equivalent qualification.
5.1.13 Incumbent would be required, inter alia, to give necessary support and assistance
to Non-Governmental Organisations operating in the field of disability and to coordinate their activities; empower persons with disabilities through various means
such as education, training, employment, advocacy, recreational and sports
activities and the removal of handicapping barriers; and promote the integration of
persons with disabilities in all aspects of society and advocate for their rights in line
with the UN Convention on the Rights of Persons with Disabilities.
Medical Unit
Recommendation 4
5.1.14 We recommend that the Rodrigues Regional Assembly considers the
advisability of employing doctors on contractual basis to serve the Medical
Board and effect domiciliary visits.
SALARY SCHEDULE
Salary Code

SOCIAL SECURITY
02 000 100
Rs 101000
Departmental Head
08 050 069
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

08 043 069
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 37125 x 1225 38350
23 063 081
Rs 32500 x 925 37125 x 1225 40800 x 1525 49950 x 1625

56450
Manager, Social Security (New Grade)
~123~
Pay Review 2016
Salary Code
23 059 075

Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525
46900
23 051 070
Rs 23200 x 775 32500 x 925 37125 x 1225 39575

23 044 067
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 36200

23 034 064
Rs 16075 x 300 15750 x 325 17700 x 375 19575 x 475 21950 x

625 23200 x 775 32500 x 925 33425
Social Security Officer
09 029 063
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 32500
08 027 060
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 30175
08 026 059
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 29400
22 021 054
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 25525
24 023 052
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 23975
Driver (Roster)
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200
Driver
Pay Review 2016
~124~
Salary Code
25 023 052
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 23975
Painter
24 016 043
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 19200
Social Security Attendant
Stores Attendant
24 019 048
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21475
24 015 041
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 18450
Handy Worker
24 015 040
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 18075
Lorry Loader
24 001 038
Rs 7800 x 200 - 8000 x 205 8820 x 230 10200 x 250 11450 x

260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker
DISABILITY EMPOWERMENT UNIT
23 044 075
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 46900
Disability Empowerment Officer/Senior Disability Empowerment Officer
(New Grade)
~125~
Pay Review 2016
5.2
Employment
5.2.1
The main functions of the Employment Division in Rodrigues are, among others,
the registration and placement of job seekers, employment counseling; providing
up-to-date market information; conducting work permit inspections; inspections of
private recruitment agencies; organization of sensitisation services and helping in
the redeployment of laid-off workers and the processing of the recruitment of
workers for overseas vacancies.
5.2.2
The responsibility for the effective and overall management and day-to-day
administration of the Employment Sub Division and the implementation of
approved policies of the Commission rests with the Officer-in-Charge,
Employment. He liaises with the Director, Employment Service, Mauritius on
matters relating to implementation of the Labour Market Information System. He
is supported in his tasks by one Senior Employment Officer, four Employment
Officers and officers of the General Services grades.
5.2.3
The grade of Officer-in-Charge, Employment is being restyled and no change is

being brought in the present organization structure.
SALARY SCHEDULE
Salary Code

EMPLOYMENT
18 058 073
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525

43850
Head, Employment Service
formerly Officer-in-Charge, Employment
18 044 071
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125

x 1225 40800
18 030 064
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 32500 x 925 33425
Employment Officer
Pay Review 2016
~126~
5.3
5.3.1
The following sections form part of the Labour and Industrial Relations: the Labour
and Industrial Relation; Occupational Safety and Health Inspectorate, and the
Registry of Associations.
5.3.2
The Labour and Industrial Relations section is responsible for the enforcement of
minimum terms and conditions of employment; settlement of complaints made at
labour offices; and sensitisation of workers on their rights and obligations. In so
doing, it provides an equitable, sound and conflict free environment in line with
international norms.
5.3.3
The Occupational Safety and Health Inspectorate is responsible for the enforcement
of Occupational Safety and Health legislations; investigation of notificable
occupational accidents and dangerous occurrences; and sensitization of workers,
employers and other stakeholders, on Occupational Safety and Health norms. Its
aim is to promote a safe work environment conforming to international and standard
norms.
5.3.4
The Registry of Associations monitors the operation of Registered Associations,

Trade Unions and Employees Superannuation Funds. It is responsible for the
registration of Associations, Trade Unions and Superannuation Funds and ensure
their compliance with relevant legislations.
5.3.5
The organisation structure of the Labour and Industrial Relations Division comprises
the grades of Officer-in-Charge, Labour and Industrial Relations; Labour and
Industrial Relations Officer, Occupational Safety and Health Officer/Senior
Occupational Safety and Health Officer; Inspector of Associations and officers of the
General Services grades.
5.3.6
Taking into consideration the specificity of Rodrigues, the present arrangement to

avail of the services of the Labour and Industrial Relations; Occupational Safety and
Health Inspectorate and the Registry of Association is appropriate and no change is
envisaged at this stage and the grade of Trainee is being abolished.
Trainee Grades
5.3.7
It has been submitted that the RRA is no more recruiting trainees in the grades of
Inspector of Associations; Labour and Industrial Relations Officer and Occupational
Safety and Health Officer as there is no dearth of qualified candidates on the market.
Recommendation
5.3.8
We recommend that the trainee grades of Inspector of Associations; Labour

and Industrial Relations Officer and Occupational Safety and Health Officer be
abolished.
~127~
Pay Review 2016
Qualification Bar (QB)

5.3.9
A Qualification Bar (QB) has been inserted in the salary scale of the grades of
Labour and Industrial Relations Officer, and Inspector of Associations:
(i)
Officers in the grade of Labour and Industrial Relations Officer who possess
the Diploma in Human Resource Management or equivalent qualification
should be allowed to proceed incrementally beyond the QB; and
(ii)
Officers in the grade of Inspector of Associations who have successfully

completed all the papers of Fundamentals (Skills) formerly Part II of the ACCA
Examinations or an equivalent qualification should be allowed to proceed
incrementally beyond the QB.
SALARY SCHEDULE
Salary Code

LABOUR AND INDUSTRIAL RELATIONS
18 056 076
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525

48425
Officer-in-Charge, Labour and Industrial Relations
18 044 074
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125

x 1225 40800 x 1525 45375
Occupational Safety and Health Officer/Senior Occupational Safety
and Health Officer
18 036 070
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 32500 x 925 35275 QB 36200 x 925 37125 x 1225
39575
08 027 060
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 30175
24 015 041
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 18450
Handy Worker
Pay Review 2016
~128~
5.4
5.4.1
The Consumer Affairs Unit (CAU) formerly the Consumer Protection Unit in
Rodrigues enforces the various consumer protection legislations and increases
awareness in the population about consumers rights and responsibilities.
5.4.2
Its main objectives are to protect consumers right and safeguard their interest
through enforcement of laws; educate and sensitize consumers on their rights and
responsibilities; attend to complaints both from authorities and public; and to settle
disputes between traders and consumers through mutual agreement or in a court
of justice. It regularly updates its existing laws to face new challenges.
5.4.3
The CAU comprises a three-level structure. The Officer-in-Charge, Consumer

Protection is responsible for the effective and efficient operation and administration
of the Consumer Protection Unit of the Rodrigues Regional Assembly in line with
approved policies of Central Government. He is supported in his tasks by one
Senior Consumer Protection Officer, four Consumer Protection Officers and
officers of the General Services grades.
5.4.4
The present organisational structure is appropriate. We are however, restyling all

the grades of the Consumer Protection Officer cadre to reflect the appellation of
similar grades in Mauritius and revising the quantum of allowance payable to
officers of the Consumer Affairs cadre for conducting and coordinating consumer
programmes.
Recommendation 1
5.4.5
We recommend the restyling of the grades in the Consumer Protection

Officer cadre as follows:
From
5.4.6
To
Officer-in-Charge, Consumer
Protection
Officer-in-Charge, Consumer
Affairs
Senior Consumer Protection Officer
Consumer Protection Officer
We further recommend that officers of the Consumer Affairs cadre

possessing specific communication skills and who are called upon to
conduct and coordinate consumer education programmes/campaigns as
well as delivering talks through the media, be paid an allowance of
Rs 265 per session.
~129~
Pay Review 2016
Hours of Work
5.4.7
As per the existing schemes of service of grades in the Consumer Affairs cadre,
officers may, in the performance of their duties be called upon to work outside
normal working hours, including Sundays and public holidays. This element has
been taken into consideration in determining the salary of these grades.
SALARY SCHEDULE
Salary Code

18 063 079
Rs 32500 x 925 37125 x 1225 40800 x 1525 49950 x 1625

53200
Officer-in-Charge, Consumer Affairs
formerly Officer-in-Charge, Consumer Protection
18 056 076
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525

48425
formerly Senior Consumer Protection Officer
18 050 073
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225

40800 x 1525 43850
formerly Consumer Protection Officer
08 027 060
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 30175
24 019 048
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21475
24 001 038
Rs 7800 x 200 - 8000 x 205 8820 x 230 10200 x 250 11450 x

260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker
Pay Review 2016
~130~
5.5
Trade, Commerce and Licensing
5.5.1
The Trade, Commerce and Licensing Unit has, as objects, to provide and facilitate
trade and commercial activities in Rodrigues as well as to ensure that members of
the public are being provided with the necessary information to participate fully in
trade and commercial activities.
5.5.2
Its services include, among others, issuing lease of agreement, organising exposales to promote local products; informing the public of documents needed for the
request of trade licence; issuing trade licence; and collecting fees in connection with
renewal of licences.
5.5.3
The Unit comprises staff belonging to the professional, technical, general services
and workmens group.
5.5.4
As the present structure is meeting the needs of the organization, the existing
arrangements are being maintained.
SALARY SCHEDULE
Salary Code

TRADE, COMMERCE AND LICENSING
02 054 081
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
Analyst (Trade)
19 044 072
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125 x

1225 40800 x 1525 42325
Technical Officer (Legal Metrology)
08 027 060
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 30175
24 001 038
Rs 7800 x 200 - 8000 x 205 8820 x 230 10200 x 250 11450 x

260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker
~131~
Pay Review 2016
Pay Review 2016
~132~
6.
6.0.1.
The Commission for Health and Sports has the responsibility for Medical Services,
Public Health and Sanitation Services, and Sports and comprises the Medical and
Health Division and the Sports Division.
6.0.2.
Its overall mission and objective is to provide high quality and timely health services
along with promoting the development of sports through mass participation in sports
for a healthy and educated population.
6.0.3.
In pursuance of its mission, the Commission aims, among others, to: have a healthy
population and ensure that the latter benefits from high quality care and treatment
as well as technological and medical innovations; promote the development of
physical and moral qualities which is the backbone of sports; and provide adequate
decent and practicable infrastructure for the practice of sports in Rodrigues.
6.1
Medical and Health (Administration)
6.1.1
With a view to having a healthy Rodriguan population with an improved quality of

life, the health services are provided by the main Hospital, Area Health Centres and
Community Health Centres. Given the non-availability of professionals in medical
fields, the medical professionals from the Ministry of Health & Quality of Life are
called upon to serve on a tour of service in Rodrigues and they are assisted by
paramedical and support officers of the Commission.
6.1.2
The Island Chief Executive has requested that this arrangement be maintained until
RRA recruits its own medical personnel.
Health Director
6.1.3
Presently, an allowance of Rs 15000 is paid to the Health Director for shouldering

additional duties. This allowance is taken into account when computing the
disturbance allowance.
Recommendation 1
6.1.4
We recommend the continued payment of an allowance of Rs 15000 to the

Health Director and this allowance should be taken into account when
computing the disturbance allowance. We further recommend that this
allowance should be personal to the present holder of the post.
Allowance to Doctors in Rodrigues

6.1.5
Doctors posted in Rodrigues are paid an allowance of Rs 165 per case for certifying
the cause of death domicile.
~133~
Pay Review 2016
Recommendation 2
6.1.6
We recommend the payment of an allowance of Rs 180 per case to doctors in

Rodrigues for certifying the cause of death domicile.
Allowance to Dental Surgeon/Senior Dental Surgeons in Rodrigues

6.1.7
When attending cases after normal working hours in the absence of Specialists
(Dental Services), Dental Surgeon/Senior Dental Surgeons posted in Rodrigues are
presently paid an allowance of Rs 600 per hour inclusive of travelling time.
Recommendation 3
6.1.8
We recommend that, when attending cases after normal hours in the absence
of a Specialist (Dental Services), Dental Surgeon/Senior Dental Surgeon in
Rodrigues should be compensated at the normal hourly rate at the salary point
reached in the salary scale, inclusive of travelling time, for every additional
hour put in.
Post Mortem/Autopsy Examination

Recommendation 4
6.1.9
We recommend that the allowance paid to doctors in Rodrigues for post

mortem/autopsy examination be revised to Rs 300 per case.
6.1.10 Specialist/Senior Specialists posted on a tour of service in Rodrigues are paid an
inducement allowance of 50% of monthly salary in lieu of the disturbance allowance.
6.1.11 The payment of this inducement allowance is made on a pro-rata basis to those
Specialist/Senior Specialists who are posted for a short duration in Rodrigues and
who are accommodated in fully furnished rent-free quarters/houses. It is not payable
to those Specialist/Senior Specialists who are provided with board and lodging in
hotels for the short duration of their tour.
6.1.12 Given that the present arrangement is giving satisfaction, we are maintaining it.
Recommendation 5
6.1.13 We recommend the:
(i)
payment of an inducement allowance of 50% of monthly salary to certain

categories of professionals in scarce supply posted on a tour of service
in Rodrigues, subject to the approval of the MCSAR.
(ii)
payment of the inducement allowance of 50% of monthly salary on a prorata basis to those Specialists/Senior Specialists posted for a short
duration in Rodrigues and who are accommodated in fully furnished rentfree quarters; and
Pay Review 2016
~134~
(ii)
that the inducement allowance should not be payable to officers who for
one reason or another continue to be provided with board and lodging in
hotels.
Specialised Nurse
Recommendation 6
6.1.14 We recommend that a Nursing Officer who has been assigned the duties of
Specialised Nurse be paid an allowance equivalent to three increments at the
point reached in the master salary scale.
Bank Schemes
6.1.15 In view of the rising demand for health services coupled with a shortage of staff, the
bank schemes will continue to operate at a revised quantum.
Recommendation 7
6.1.16 We recommend the payment of an all-inclusive allowance of:
(i)
Rs 735 per session of four hours for day duty and Rs 840 per session of
four hours for night duty to serving Nursing Officers, Charge Nurses,
Ward Managers, Midwives, Nursing Supervisors and Nursing
Administrators employed on sessional basis under the Bank Nurse.
(ii)
Rs 505 per session of four hours for day duty and Rs 580 per session of
four hours for night duty to Health Care Assistant/Senior Health Care
Assistants (General) formerly Health Care Assistants (General)
employed on sessional basis in Government Health Institutions.
(iii)
Rs 735 per day session of four hours and Rs 840 per night session of
four hours to Midwives, Senior Midwives and Principal Midwives
employed on sessional basis under the Bank Midwife Scheme.
6.1.17 We additionally recommend that the allowances under the Bank Schemes,
should be paid on a pro-rata basis whenever the officer is required to work for
more or for less than the specified number of hours.
Allowance to Nursing Officers attending Prison on a daily basis
6.1.18 Nursing Officers who are required to attend Rodrigues Prison during their days off
to dispense medication to detainees are paid an all-inclusive allowance of Rs 700
daily. The allowance includes the element of risk and travelling as well.
Recommendation 8
6.1.19 We recommend that Nursing Officers who are required to attend the
Rodrigues Prison during their days off to dispense medication to detainees be
paid an all-inclusive allowance of Rs 735 per session of four hours.
~135~
Pay Review 2016
6.1.20 We additionally recommend that the allowances should be paid on a pro-rata

basis whenever the officer is required to work for more or for less than the
specified number of hours.
Retention Allowance
6.1.21 Up to now, the retention plan whereby Nursing Officers who have completed their
bonded periods as well as Charge Nurses, Ward Managers, Nursing Supervisors,
Nursing Administrators and Public Health Nursing Officers are eligible to a monthly
retention allowance equivalent to two increments at the point they have reached in
their salary scales has proved to be effective in reducing the attrition of the nursing
personnel.
6.1.22
We have also observed that the market situation/condition has improved and there
are many qualified people who are available to work in the health sector.
6.1.23 However, we are maintaining the payment of Retention Allowance to eligible officers
in post as at 31 December 2015 up to 31 December 2016.
Recommendation 9
(i)
that Nursing Officers who have successfully completed the bonded

period as well as Charge Nurses, Ward Managers, Nursing Supervisors,
Nursing Administrators and Public Health Nursing Officers should
continue, up to 31 December 2016, to be eligible to a monthly retention
allowance equivalent to two additional increments at the point they have
reached in the master salary scale, subject to satisfactory performance
and upon recommendation of the Responsible/Supervising Officer.
(ii)
an officer who leaves the service prior to the age at which he may retire
without the approval of the appropriate Service Commission (Table II at
Chapter 15 of Volume 1) should refund the totality of the Retention
Allowance paid to him. However, an officer who retires from the service
on reaching the age at which he may retire without the approval of the
appropriate Service Commission or thereafter should refund only that
part of the retention allowance which he would have earned under this
scheme after reaching the age at which he may retire without the
approval of the appropriate Service Commission.
Pay Review 2016
~136~
6.1.25 However, the above provision should not apply to officers retiring as per their
6.1.26 All officers who are eligible for the payment of the Retention Allowance as
this Report should continue to draw the Retention Allowance up to 31
December 2016.
6.1.27 Officers who effectively work on night shift are paid a Night Duty Allowance
equivalent to 25% of the normal rate per hour for the hours between 2300 hours to
0500 hours including up to a maximum of two hours lying-in period as an incentive.
6.1.28 Given that this has proved to be beneficial to the service delivery, the payment of
this allowance will continue.
Recommendation 10
6.1.29 We recommend that officers in the Nursing Group who effectively work on
night shift be paid a Night Duty Allowance equivalent to 25% of the normal rate
per hour for the hours between 2300 hours and 0500 hours including up to a
maximum of two hours lying-in period.
6.1.30 We, however, recommend that the Night Duty Allowance be computed
exceptionally at the rate of 25% on the basis of eight hours in respect of the
present night shift of 13 hours for officers in the Nursing Officer cadre and
officers in the grades of Health Care Assistant/Senior Health Care Assistant
(General) formerly Health Care Assistant (General), Senior Midwife, Midwife
and Trainee Midwife formerly Student Midwife.
6.1.31 As an incentive to curb absenteeism at night, a monthly Night Attendance Bonus is
payable to Trainee Nurses formerly Student Nurses, Nursing Officers, Charge
Nurses, Nursing Supervisors, Midwives, Senior Midwives and Health Care
Assistant/Senior Health Care Assistant (General) formerly Health Care Assistant
(General). Given that this provision has been effective in encouraging officers to
perform night shifts during the month, we are maintaining it.
~137~
Pay Review 2016
Recommendation 11
6.1.32 We recommend the continued payment of a monthly Night Attendance Bonus,
until the next overall Review on Pay and Grading structures and Conditions of
Service in the Public Sector, to officers in the undermentioned grades,
provided they attend duty on all scheduled night shifts during the month, as
shown hereunder:
(Rs)
Grade
Trainee Nurse
Trainee Midwife
290
290
Nursing Officer:
585
730
Charge Nurse:
730
875
Nursing Supervisor
1100
Midwife:
410
585
Senior Midwife:
585
730
Health Care Assistant/Senior

Health Care Assistant (General)
formerly Health Care Assistant
(General):
330
475
Refund of Vacation and Casual Leave

Recommendation 12
6.1.33 The recommendation made at paragraphs 23.211 to 23.213 of Volume 2
Part I would also apply to officers of the Nursing Officer cadre at the RRA.
Pay Review 2016
~138~
Allowances to Charge Nurses and Nursing Officers for performing duties

of ECG Technician
6.1.34 In the absence of ECG Technicians, emergency cases outside normal working hours
are attended by Nursing Officers and Charge Nurses against payment of an
allowance. Generally ECG Technicians work from 0900 hours to 1600 hours. As
this arrangement is proving to be effective, we are maintaining it.
Recommendation 13
6.1.35 We recommend the payment of an allowance of Rs 145 per
night/Sunday/public holiday and Rs 75 for Saturday from 1200 hours to 1800
hours to Charge Nurses and Nursing Officers posted at the Accident and
Emergency Department and who are required to perform the duties of ECG
Technician at night, on Saturdays, Sundays and public holidays.
6.1.36 We also recommend the payment of an allowance of Rs 145 per
night/Sunday/public holiday to Charge Nurses, Nursing Officers and Health
Care Assistant/Senior Health Care Assistants (General) formerly Health Care
Assistants (General) posted to Area Health Centres/Community Health
Centres, who are required to perform the duties of ECG Technician during the
day, on Sundays and public holidays.
Allowance to Nursing Officers in the Operation Theatre
6.1.37 Nursing Officers posted to the operation theatre who are required to stay up to the
completion of the surgeries after normal working hours are paid the Bank Nurse
Allowance.
Recommendation 14
6.1.38 We recommend that the present arrangement be maintained.
Risk Allowance
Recommendation 15
6.1.39 We recommend the payment of a risk allowance equivalent to one and a half
increments at the initial of their salary scale to officers of the Nursing Officer
and Midwifery cadres posted to the pre-natal, labour and post-natal wards.
6.1.40 We further recommend the payment of a risk allowance equivalent to one and
a half increments at the initial of their salary scale to Health Care
Assistant/Senior Health Care Assistants (General) formerly Health Care
Assistants (General) posted to the pre-natal and post-natal wards.
~139~
Pay Review 2016
Medical Laboratory Services

6.1.41 At present, Medical Laboratory Technologist/Senior Medical Laboratory
Technologist are paid allowances for being On-Call to provide for coverage during
nights, weekends and public holidays according to operational requirements of the
Medical Laboratory. The present arrangement being subject to the exigencies of
the Medical Laboratory Services, we are, in this Report, maintaining the allowance
and reviewing the mode of computation of this coverage allowance.
Recommendation 16
6.1.42 We recommend that pending the implementation of a proper shift system,
Medical Laboratory Technologist/Senior Medical Laboratory Technologists in
Rodrigues Hospital who are effectively required to work beyond their normal
working hours in order to provide a 24-hour service and attend to emergencies
during nights, weekends and public holidays be compensated at the normal
hourly rate at the salary point reached in their respective salary scales, for
every hour put in.
On-Call/In-Attendance Allowance (Radiography)
6.1.43 At present, the Radiography Unit in Rodrigues provides an emergency Radiography
(diagnostic) service on an On-Call system during nights, weekends and public
holidays. Officers in the grades of Medical Imaging Technologist or Senior Medical
Imaging Technologist who are called upon to remain On-Call after a normal days
work is paid an On-Call Allowance and an In-Attendance Allowance for attending
work during On-Call. We are maintaining the present arrangement and reviewing
the mode of computation of the allowance.
Recommendation 17
6.1.44 We recommend that, pending the implementation of a proper shift system,
Medical Imaging Technologists and Senior Medical Imaging Technologists
who are effectively required to work beyond their normal working hours in
order to provide a 24-hour service and attend to emergencies during nights,
weekends and public holidays should be compensated at the normal hourly
rate at the salary point reached in their respective salary scales, for every
additional hour put in.
Screening Allowance
6.1.45 At present, the Medical Imaging Staff in Rodrigues are paid an allowance of
Rs 105 per case for performing screening examinations in the absence of a
Radiologist. We are revising this allowance.
Pay Review 2016
~140~
Recommendation 18
6.1.46 We recommend that the allowance paid to officers of the Medical Imaging
Technologist Cadre for performing screening examinations in the absence of
a Radiologist be revised from Rs 105 per case to Rs 115 per case.
Health Records Cadre
Health Records Officer (New Grade)
6.1.47 During the course of consultations in the context of the present Review exercise, the
Management of the Ministry of Health and Quality of Life submitted that Senior
Health Records Officers have for the last 17 years been proceeding for a one year
tour of service to Rodrigues. Due to the restricted number of officers in this grade,
officers have proceeded to a second tour of service as from last year and owing to
family problems, the officers are reluctant to undertake anew this tour of service.
6.1.48 Due to the refusal of officers to be posted to Rodrigues because of family
commitments, the Ministry of Health & Quality of Life is encountering much difficulty
in having officers to proceed there on a voluntary basis.
6.1.49 In view of the above, it has been proposed that since the RRA operates on an
autonomous basis, Mauritian officers should not be required to perform tour of
service in Rodrigues as from 2020. The RRA should be empowered to recruit the
required number of officers in the Health Records cadre. We have also been
informed by the staff side of the RRA that the Management is envisaging to provide
on-line a certificate course to officers of the Health Records Clerk cadre so that these
officers be qualified for appointment to the grade of Health Records Officer.
6.1.50 We have analysed the representation holistically and are agreeable to create a
grade of Health Records Officer.
Recommendation 19
6.1.51 We recommend the creation of the grade of Health Records Officer on the
establishment of the Rodrigues Regional Assembly. Appointment, thereto,
should be by selection from among serving officers of the Health Records
Clerk cadre who possess a Certificate in Health Records Management or
Health Information Management from a recognised institution.
6.1.52 Incumbent would be required, among others, to supervise the health records
department and provide appropriate coverage of health service points; ensure that
health personnel adhere to medical records systems and confidentiality
requirements; prepare duty rosters for health records staff; compile and analyse
health data and submitting reports; ensure safe custody of patient documentation
and related data; effect quality control and clinical coding of all registers kept by the
health records department; and dealing with complaints related to medical records
services.
~141~
Pay Review 2016

6.1.53 Prior to the publication of the 2013 PRB Report, the grades of Health Records Clerk
and Higher Health Records Clerk existed as two distinct grades at the Health
Records Department. However, both grades were subsequently merged and
restyled in the 2013 PRB Report, to Health Records Clerk/Higher Health Records
Clerk, and the scheme of service has been amended, accordingly.
6.1.54 It has been represented that prior to the merger, the Higher Health Records Clerk
was recognised by the Health Records Clerk as a senior officer to ensure some
supervision, monitoring and control of work. With the merging, the former Higher
Health Records Clerk has to cover night duty on a roster system that equally applies
to Health Records Clerk/Higher Health Records Clerk. The fact that supervision is
not being recognised has bred resentment and frustration among the senior officers.
6.1.55 We have analysed the representation and considering that the merged grades is
ineffective and is impeding effective service delivery, we are recommending
corrective measures to address the situation, in line with what is being
recommended in the Ministry of Health & Quality of Life.
Recommendation 20
(i)

establishment of the Rodrigues Regional Assembly be demerged into
two distinct grades of Health Records Clerk and Higher Health Records
Clerk;
(ii)
in future appointment to the grade of Higher Health Records Clerk

should be by promotion on the basis of experience and merit of officers
in the grade of Health Records Clerk reckoning at least five years
service in a substantive capacity in the grade or an aggregate of five
years service in the merged grade of Health Records Clerk/Higher
Health Records Clerk and having successfully undergone six months
on-the-job training in Health Records Work.
(iii)
the schemes of service be re-amended to segregate the duties and level

of responsibilities that would henceforth be devolving upon
incumbents in the grades of Health Records Clerk and Higher Health
Records Clerk, respectively;
(iv)
officers in the grades of Health Records Clerk and Higher Health

Records Clerk formerly Health Records Clerk/Higher Health Records
Clerk in post as at 01.01.2016 who have already moved in the salary
scale of the higher post by virtue of the merger be exceptionally allowed
to draw their converted salary point in the Master Salary Scale.
Pay Review 2016
~142~
Nutrition Section
6.1.57 The Bureau has been apprised that with an increase in population, the demand for
health services along with nutritional care has kept on increasing. Presently, the
only Nutritionist in the Nutrition Section is shouldering higher responsibilities in the
absence of a Principal Nutritionist. Both Management and Staff Association have
submitted that incumbent should be granted an adhoc allowance for the increased
responsibility. The Bureau is of the view that this should be addressed
administratively.
6.1.58 Furthermore, with new challenges in the sector and in line with what obtains in the
Civil Service, we are also restyling the grade of Nutritionist to Nutritionist/Senior
Nutritionist.
Recommendation 21
6.1.59 We recommend that the grade of Nutritionist be restyled Nutritionist/Senior
Nutritionist.
Pharmacy Technician Cadre
6.1.60 The EOAC recommended that management considers the advisability of granting
loan facilities for the purchase of autocycle/motorcycle to officers of the Pharmacy
Technician cadre posted at Queen Elizabeth Hospital in view of the transport
difficulties being encountered by incumbents when their shift ends at 2200 hours.
This recommendation is being maintained.
Health Inspectorate Unit
On Call Allowance/Issue of Cremation Permit
6.1.61 In line with what obtains in the Health Inspectorate Unit at the Ministry of Health &
Quality of Life, we are reproducing the following recommendations.
Recommendation 22
6.1.62 We recommend that officers in the grade of Inspectors (Health and Food
Safety) providing a service for the issue of cremation permit on Saturdays,
Sundays and Public Holidays from noon to 1700 hours be paid the respective
allowances as hereunder:
Grade
Inspector (Health
and Food Safety)
On-Call Allowance on
Public Holidays from
noon to 1700 hours
Rs 240
~143~
Attendance Allowance for

the issue of cremation
permit
inclusive
of
travelling
Rs 450
Pay Review 2016
6.1.63 We also recommend that Inspectors (Health and Food Safety) who are on duty
on Sundays and Public Holidays as from 0900 hours to noon as per an
established working programme should be granted time off during the week.
In-Attendance Allowance for officers posted at the Airport and Port
Recommendation 23
6.1.64 We recommend that Inspectors (Health and Food Safety), Senior Inspectors
(Health and Food Safety) and Principal Inspectors (Health and Food Safety) be
paid an In-Attendance Allowance of Rs 150; Rs 215; and Rs 260 per hour
respectively for work performed outside normal working hours on a regular
basis at the Airport and Port.
Other Recommendations
Recommendation 24
6.1.65 We recommend that the provision made in the Chapter of Ministry of Health &
Quality of Life in Volume 2 Part I of this Report, as reproduced in table
hereunder be equally applicable to officers on the establishment of the RRA.
Paragraph
Recommendation
23.136 - 23.138
42
23.140 23.141
43
Notional Time
23.147
45
Compensation for work on public

holiday falling on Night Shift
23.214
67
X Ray of Dead Bodies
23.286
88
Specific conditions of service for

Health Sector
23.338
99
SALARY SCHEDULE
Salary Code

MEDICAL AND HEALTH (Administration)
02 000 100
Rs 101000
Departmental Head
Pay Review 2016
~144~
Salary Code
09 000 099

Rs 98000
Health Director
09 083 098
Rs 59700 x 1625 62950 x 1850 68500 x 1950 74350 x 2825

80000 x 3000 95000
Specialist/Senior Specialist
09 074 094
Rs 45375 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

74350 x 2825 80000 x 3000 83000
Community Physician
09 071 089
Rs 40800 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
09 070 089
Rs 39575 x 1225 40800 x 1525 49950 x 1625 62950 x 1850

68500 x 1950 70450
09 059 085
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 62950
09 069 085
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Nursing Administrator (Female)
Nursing Administrator (Male)
19 055 085
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 62950
09 063 079
Rs 32500 x 925 37125 x 1225 40800 x 1525 49950 x 1625

53200
~145~
Pay Review 2016
Salary Code
09 058 075

Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525
46900
Ward Manager (Female)
Ward Manager (Male)
09 052 073
Rs 23975 x 775 32500 x 925 37125 x 1225 40800 QB 42325 x

1525 43850
Charge Nurse (Male)
09 050 073
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225

40800 QB 42325 x 1525 43850
09 037 069
Rs 17050 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 32500 x 925 36200 QB 37125 x 1225 38350
Nursing Officer
09 026 028
Rs 13790 x 260 14050 x 275 14325

Trainee Nurse
09 052 073
Rs 23975 x 775 32500 x 925 37125 x 1225 40800 QB 42325 x

1525 43850
Specialised Nurse
09 054 073
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525

43850
Principal Midwife
09 047 069
Rs 21000 x 475 21950 x 625 23200 x 775 32500 x 925 37125

x 1225 38350
Senior Midwife (Shift)
09 045 066
Rs 20050 x 475 21950 x 625 23200 x 775 32500 x 925 35275

Senior Midwife (Personal)
Pay Review 2016
~146~
Salary Code
09 033 064
Rs 15750 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 32500 x 925 33425
Midwife
09 042 069
Rs 18825 x 375 19575 x 475 21950 x 625 23200 x 775 32500

x 925 36200 QB 37125 x 1225 38350
Blood Bank Officer
09 026 028
Rs 13790 x 260 14050 x 275 14325

Trainee Midwife
09 065 078
Rs 34350 x 925 37125 x 1225 40800 x 1525 49950 x 1625

51575
Principal Pharmacy Technician
09 060 075
Rs 30175 x 775 32500 x 925 37125 x 1225 40800 x 1525

46900
Pharmacy Stores Manager
09 052 073
Rs 23975 x 775 32500 x 925 37125 x 1225 40800 QB 42325 x

1525 43850
Senior Pharmacy Technician
09 036 069
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 32500 x 925 36200 QB 37125 x 1225 38350
Pharmacy Technician
09 026 028
Rs 13790 x 260 14050 x 275 14325

Trainee Pharmacy Technician
formerly Student Pharmacy Technician
09 065 081
Rs 34350 x 925 37125 x 1225 40800 x 1525 49950 x 1625

54825 QB 56450
~147~
Pay Review 2016
Salary Code
09 044 076
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125

x 1225 40800 x 1525 48425
Medical Laboratory Technologist/Senior Medical Laboratory
Technologist
09 028 031
Rs 14325 x 275 15150

Trainee Medical Laboratory Technologist
formerly Student Medical Laboratory Technologist
09 048 070
Rs 21475 x 475 21950 x 625 23200 x 775 32500 x 925 37125

x 1225 39575
Health Records Officer (New Grade)
18 061 078
Rs 30950 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 51575
Principal Inspector (Health and Food Safety)
18 054 074
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525

45375
Senior Inspector (Health and Food Safety)
18 044 071
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125

x 1225 40800
Inspector (Health and Food Safety)
18 027 030
Rs 14050 x 275 14875

Trainee Inspector (Health and Food Safety) (Personal)
11 054 081
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
Hospital Administrator
11 056 072
Rs 27075 x 775 32500 x 925 37125 x 1225 40800 x 1525

42325
Hospital Administrative Assistant
Pay Review 2016
~148~
Salary Code
11 033 067
Rs 15750 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 32500 x 925 36200
Head Catering Unit
11 038 063
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 32500
Executive Officer (Health Services) (Non Shift)
Steward
11 030 060
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 30175
Catering Supervisor
09 026 060
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 30175
09 058 076
Rs 28625 x 775 32500 x 925 37125 x 1225 40800 x 1525

45375 QB 46900 x 1525 48425
09 042 071
Rs 18825 x 375 19575 x 475 21950 x 625 23200 x 775 32500

x 925 37125 x 1225 38350 QB 39575 x 1225 40800
Medical Imaging Technologist
09 026 028
Rs 13790 x 260 14050 x 275 14325

Trainee Medical Imaging Technologist
formerly Student Medical Imaging Technologist
09 040 062
Rs 18075 x 375 19575 x 475 21950 x 625 23200 x 775 31725

09 024 058
Rs 13270 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 28625
Medical Imaging Assistant
~149~
Pay Review 2016
Salary Code
22 030 062
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 31725
Bio-Medical Engineering Technician
09 029 062
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 31725
ECG Technician (Female)
ECG Technician (Male)
09 043 062
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 31725

09 026 060
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 30175
Dental Assistant
09 046 067
Rs 20525 x 475 21950 x 625 23200 x 775 32500 x 925 36200

Senior Health Records Clerk
09 044 065
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 34350

09 030 063
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 32500
09 029 063
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 32350
09 027 060
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 30175
Community Health Care Officer
Pay Review 2016
~150~
Salary Code
09 028 064
Rs 14325 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 32500 x 925 33425
Health Care Assistant/Senior Health Care Assistant (General)
24 023 056
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 27075
formerly Health Laboratory Attendant
09 019 056
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 27075
24 030 055
Rs 14875 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 26300
24 023 052
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 23975
Mortuary Attendant (Roster)
24 023 051
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200
Senior Attendant (Hospital Services) (Shift)
24 024 050
Rs 13270 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 22575
Cook (Roster)
24 022 047
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21000
Ambulance Care Attendant (Shift)
Attendant (Hospital Services) (Shift)
~151~
Pay Review 2016
Salary Code
24 018 044
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575
Laundry Attendant (Roster)
24 015 040
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 18075
Sanitary Attendant
OTHERS
08 050 069
Rs 22575 x 625 23200 x 775 32500 x 925 37125 x 1225 38350

08 043 069
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500 x

925 37125 x 1225 38350
08 027 060
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 30175
08 026 059
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 29400
20 038 063
Rs 17375 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 32500
Statistical Officer
formerly Statistical Assistant
22 024 057
Rs 13270 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 27850
Telephonist
Pay Review 2016
~152~
Salary Code
08 022 056
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 27075
Receptionist (Health Services)
22 021 054
Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 25525
25 023 052
Rs13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 23975
Carpenter
Diesel Fitter Mechanic
Electrician
Mason
Plumber and Pipe Filter
Tinsmith
24 023 052
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 23975
Driver (Roster)
24 027 051
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200
Field Supervisor
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200
Driver
21 019 046
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 20525
24 019 045
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 20050
~153~
Pay Review 2016
Salary Code
24 018 044
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575
Security Guard
25 016 042
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 18825
Tradesman's Assistant (Blacksmith)
24 015 040
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 18075
Gateman
Sanitary Attendant
24 001 038
Rs 7800 x 200 - 8000 x 205 8820 x 230 10200 x 250 11450 x

260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker
24 015 041
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 18450
Handy Worker
25 041 060
Rs 18450 x 375 19575 x 475 21950 x 625 23200 x 775 30175

Foreman
SANITARY SECTION
24 027 051
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200
Field Supervisor
24 019 048
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21475
Pay Review 2016
~154~
Salary Code
24 019 045
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 20050
24 018 044
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575
Security Guard
24 015 040
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 18075
Sanitary Attendant
24 001 038
Rs 7800 x 200 - 8000 x 205 8820 x 230 10200 x 250 11450 x

260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker
FAMILY PLANNING, MATERNAL AND CHILD

HEALTH SERVICES
09 071 089
Rs 40800 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
09 037 069
Rs 17050 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 32500 x 925 36200 QB 37125 x 1225 38350
Nursing Officer
10 035 069
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 32500 x 925 37125 x 1225 38350
~155~
Pay Review 2016
6.2
Sports Division
6.2.1
The Sports Division is responsible for the formulation and administration of policies
relating to sports in Rodrigues. Its mission is to encourage mass participation in
sports for a healthy and educated population and also to encourage the sportsmen
to attain world class level and put Rodrigues on the World Sports map.
6.2.2
The main objectives of the Division are, inter alia, to promote the development of
physical and moral qualities as backbone of sports; sell sports as a good product,
thus giving it a good image at national and international level; to provide adequate
decent and safe infrastructure for the practice of sports in Rodrigues; and to act as
a facilitator to sports organisations recognised by the Commission.
6.2.3
In our last Report, the posts of Officer-in-Charge, Sports and Swimming Pool
Attendant (Roster) were created. The Division is presently manned by a Sports
Officer and officers of the coach cadre.
6.2.4
Management has submitted that the present structure is appropriate to enable the
Division to deliver its services efficiently and effectively.
6.2.5
In this context, the Bureau is agreeable to the proposal of Management to maintain

the present organisational structure while revising the salary scales of existing
grades.
Coach Cadre
6.2.6
We recommend that new recruits joining the grade of Coach and who would
be required to conduct coaching session in swimming should draw salary
point of Rs 17050.
Time off Facilities

6.2.7
Sports activities such as the Sport pour Tous Programme, Physique dans Village,
Village on the move and inter village games are mostly held outside normal working
hours during weekdays, during weekends and public holidays. Both Management
and the Union have represented that the Sports Officer at the Commission for Health
and Sports has to work beyond normal working hours to provide a citizen centric
service and is not being compensated for four extra hours of work due to the nature
of their work. We have examined the issue and are making an appropriate
recommendation.
Recommendation
6.2.8
We recommend that arrangements should be made for officers of the Sports

Officer cadre and Coach cadre who are required, on a regular basis, to put in
additional hours of work to cope with the demands of their job be granted
equivalent time off for the extra hours put in. However, where it has not been
possible for management to grant, upon application, time off within a period
Pay Review 2016
~156~
of four months, the officers should be compensated at the normal hourly rate,
subject to their having put in a minimum of 15 extra hours in a month.
SALARY SCHEDULE
Salary Code

SPORTS SERVICES
06 069 085
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Head, Sports
formerly Officer in Charge, Sports
06 054 081
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
Sports Officer
06 052 073
Rs 23975 x 775 32500 x 925 37125 x 1225 40800 x 1525

43850
Senior Coach
06 036 067
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 36200
Coach
22 032 065
Rs 15450 x 300 15750 x 325 17700 x 375 19575 x 475 21950

x 625 23200 x 775 32500 x 925 34350
08 027 060
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 30175
24 023 053
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 24750
24 027 051
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200
Field Supervisor
~157~
Pay Review 2016
Salary Code
24 018 044
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575
Security Guard
24 015 041
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 18450
Handy Worker
24 015 040
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 18075
Filterman
24 001 038
Rs 7800 x 200 - 8000 x 205 8820 x 230 10200 x 250 11450 x

260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker
Pay Review 2016
~158~
7.
Commission for Environment and Others
COMMISSION FOR ENVIRONMENT, TOURISM, FORESTRY,

FISHERIES AND MARINE PARKS
7.1
The Commission is responsible for Environment, Tourism, Forestry, Fisheries, and

Marine Parks. It acts as a facilitator and catalyst through the formulation and
implementation of appropriate policies, programmes and strategies.
7.2
It envisions to make Rodrigues an ecological island, whilst aiming at protecting and

managing the marine and terrestrial environment through active participation of all
stakeholders of the present and future generations; building the tourism sector into
a key engine of growth and makes of Rodrigues one of the best eco-tourism island
destinations in the Indian Ocean; effectively preserving endangered fauna and flora
of the island; enforcing Fisheries Laws and Regulations; and restoring a healthy
ridge to reef ecosystem functioning within the Marine Protected Area and its
watershed.
7.1
Environment
7.1.1
The Environment Divisions vision is to provide a safe environment for a better

quality of life and its mission consists in assisting the Government in protection of
the environment.
7.1.2
The objects of the Environment Division are, inter alia, to: develop awareness
programme and carry out sensitisation campaign; enforce the Environment
Protection Act 2002 and other Rodrigues Regional Assembly Regulations; issue
Environmental clearances; plan for and ensure a proper waste management system;
monitor coastal zone of the island; and pursue embellishment projects for the
uplifting of the physical environment.
7.1.3
The main activities carried out by the Division comprise monitoring of cleaning
works, dumping sites and waste collection; developing environmental education
programme; carrying out sensitization campaign in schools and villages and through
the media; attending complaints from members of the public and cases of
environmental emergencies; carrying out inspection throughout the island to detect
any environmental nuisance and eyesore; providing views on Environmental Impact
Assessment (EIA) applications; processing applications for environmental
clearances for land levelling, for livestock activities and submit recommendations to
the Agricultural Services; identifying, conceiving and implanting embellishment
landscaping projects; and monitoring coastal development activities around the
island.
7.1.4
The structure of the technical cadre consists of the position of Officer in Charge,
Environment and the grades of Environment Officer and Technical Officer
(Environment). Support services are provided by officers of other classes. We
consider the prevailing number of levels to be adequate to enable the Commission
~159~
Pay Review 2016
Commission for Environment & Others
to effectively deliver its services. We are, however, restyling the position of Officer
in Charge, Environment; amending the mode of appointment to the grade of
Environment Officer; restyling the appellation of Enforcement Officer to reflect the
true nature of duties performed whilst upgrading its qualification requirements for
future entrants and introducing the payment of new allowances.
Officer in Charge, Environment
7.1.5
At present there is an Officer in Charge, Environment at the head of the technical

cadre. The Bureau considers that the appellation should be reviewed in line with
what obtains in the other divisions for equivalent positions. We are, therefore,
recommending a more appropriate job title.
Recommendation 1
7.1.6
We recommend that the grade of Officer in Charge, Environment be restyled

Head, Environment.
Environment Officer
7.1.7
In the 2013 PRB Report, in view of providing a career path to serving officers of the
Division, the mode of appointment to the grade of Environment Officer was amended
such that appointment was made by selection from among serving officers of the
Environment Division possessing a degree in either Environmental Science or
Environmental Law or Agriculture or Engineering or any environment related field.
7.1.8
In this Report, pursuant to certain difficulties encountered, we are further amending

the qualification requirements and widening the scope of recruitment by specifying
different fields and the grades of the serving officers concerned so as to avoid
implementation problems.
Recommendation 2
7.1.9
We recommend that the qualification requirements of the grade of

Environment Officer be amended such that, in future, appointment thereto be
made by selection from among serving Technical Officers (Environment) and
Environment Enforcement Officers formerly Enforcement Officers holding a
substantive appointment in their respective grades and possessing a degree
in one of the following subjects:- Agriculture, Botany, Biochemistry, Biology,
Chemistry, Engineering (Chemical or Civil or Environmental), Environment
and Coastal Management, Climate Change Economics, Environmental
Science or Environmental Economics or Environmental Law or Ecology or
Environmental Planning, Geology, Marine Science, Urban Planning,
Sustainable Development or any environment related discipline. In the
absence of qualified serving officers, selection should be made by open
competition from candidates possessing a degree in one of the fields
mentioned earlier.
Pay Review 2016
~160~
Enforcement Officer
7.1.10 The Bureau has observed that the duties carried out by Enforcement Officers are
similar to those of the grade of Environment Enforcement Officer in the Civil Service.
Moreover, incumbents in the latter grade possessing the required qualifications are
eligible to apply for the post of Environment Officer, whilst the Enforcement Officers
in Rodrigues do not have a career path, as the grade is a dead end one. Since
enforcement duties are essential for an efficient and effective delivery of service, we
believe that the grade should be upgraded in terms of qualification requirements and
duties, in line with those prescribed for the equivalent grade in the Civil Service and
a promotional route be provided. We are making recommendations in this
perspective.
Recommendation 3
7.1.11 We recommend that the grade of Enforcement Officer be restyled Environment
Enforcement Officer and appointment thereto should henceforth be made
from among candidates possessing a Higher School Certificate with passes
at Principal Level in any two of the following subjects: Chemistry, Physics and
Biology or equivalent qualifications.
7.1.12 We further recommend that the scheme of service be amended to include the
duties devolving upon the Environment Enforcement Officers in the Civil
Service.
On-Call Allowance
7.1.13 Management has submitted that officers in the professional and technical grades of
the Environment Division are required to be on call after normal working hours to
respond to environmental emergencies and ever-increasing expectations of the
public. In this perspective, request has been made for the payment of an on-call
and an in-attendance allowance.
7.1.14 We have examined the issue and consider that the request is justified, the moreso
such allowances are paid to their Mauritian counterparts. We are, therefore, making
appropriate recommendations to that end.
Recommendation 4
7.1.15 We recommend that officers in the professional and technical grades of the
Environment Division should be paid a monthly on-call allowance for being on
call during the whole month after normal working hours as follows:
Grade
Amount (Rs)
Head, Environment
formerly Officer-in-Charge, Environment
1225
Environment Officer
1000
Technical Officer (Environment)
800

550
~161~
Pay Review 2016
7.1.16 We also recommend that when attending work while on-call, these officers be
paid an in attendance allowance per hour, inclusive of travelling time, as
follows:
Grade
Amount (Rs)
Head, Environment
formerly Officer-in-Charge, Environment
245
Environment Officer
200
160

110
Diving Allowance
7.1.17 Management has submitted that with the setting up of desalination plants, officers
in the grades of Head , Environment formerly Officer in Charge, Environment,
Environment Officer, Technical Officer (Environment) and Environment
Enforcement Officer formerly Enforcement Officer are required to perform diving
duties for carrying out monitoring of the marine biota. In the context of this Report,
request has been made for the payment of a diving allowance. After analysis, we
consider that an appropriate allowance should be paid to the officers concerned and
Recommendation 5
7.1.18 We recommend that the Head, Environment formerly Officer in Charge,
Environment, Environment Officers, Technical Officers (Environment) and
Environment Enforcement Officers formerly Enforcement Officers, should be
paid a diving allowance of Rs 660 per dive, subject to a maximum of Rs 5280
a month.
SALARY SCHEDULE
Salary Code

ENVIRONMENT DIVISION
02 000 100
Rs 101000
Departmental Head
Pay Review 2016
~162~
Salary Code
02 058 081

Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525
49950 x 1625 56450
19 069 085
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Head, Environment
formerly Officer in Charge, Environment
19 055 081
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
Environment Officer
19 044 072
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125

x 1225 40800 x 1525 42325
19 034 065
Rs 16075 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 32500 x 925 34350
24 036 056
Rs 16725 x 325 17700 x 375 19575 QB 20050 x 475 21950 x

625 23200 x 775 27075
26 029 062
Rs 14600 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 31725
08 027 060
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 30175
08 026 059
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 29400
~163~
Pay Review 2016
Salary Code
25 023 052
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23975
Carpenter
Mason
24 027 051
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200
Field Supervisor
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200
Driver
21 019 046
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 20525
24 019 048
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21475
24 018 044
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575
Security Guard
24 015 041
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 18450
Handy Worker
24 015 040
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 18075
Lorry Loader
Sanitary Attendant
24 001 038
Rs 7800 x 200 - 8000 x 205 8820 x 230 10200 x 250 11450 x

260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker
Pay Review 2016
~164~
7.2
Forestry Services
7.2.1
The Forestry Services is responsible for the proper administration and management
of all forest lands, pas geometriques, mountains, rivers, reserves and offshore
islets. It envisions to create a modern forest services under the RRA achieving
excellence in responsibilities and to involve the population directly in the
conservation and preservation of forest biodiversity through Community Forestry
and Village Nurseries.
7.2.2
In pursuance of its mission, the Forestry Services aim, among others, to manage
forest resources and forest land on a sustainable basis; elaborate a long term
strategy for conservation of biodiversity; encourage and adopt appropriate land use
practices and planting of tree species; and promote forest research in collaboration
with other organisations.
7.2.3
Officers of the Forest Conservation and Enforcement Officer cadre provide

assistance to the Head, Forestry, who is responsible for the day-to-day
administration. We consider the five-level structure to be appropriate and same is
being maintained.
7.2.4
However, in light of representations received, we are reviewing the qualification

requirements of the grade of Head, Forestry so as to facilitate the career progression
of able and experienced officers in the technical cadre and creating a professional
grade of Scientific Officer (Forestry and Conservation). We are also making
possession of a diploma in Forestry a requirement for appointment to the grade of
Principal Forest Conservation and Enforcement Officer.
Forest Conservation and Enforcement Officer Cadre

7.2.5
Prior to the 2013 EOAC Report, the grade of Head, Forestry, formerly Officer in
Charge, Forestry, was promotional for the Chief Forest Conservation and
Enforcement Officer formerly Forest Ranger.
7.2.6
The 2013 EOAC Report recommended that appointment to the grade of Head,
Forestry be made by selection from among candidates possessing a degree in
Biotechnology or Botany or Plant Science or any forest related discipline and having
sound knowledge of forest-related laws and regulations as well as good
communication, interpersonal and leadership skills.
7.2.7
Both Management and Staff Associations have represented that this change in
qualification requirements is causing much frustration among the technical staff as
the top position to which they could aspire previously is no longer open to them.
Moreover, the present mode of recruitment lacks the vital element of experience,
which is sine qua non for a position of that level.
~165~
Pay Review 2016
7.2.8
7.2.9
Further to the grievances expressed, the Bureau has carried out an in-depth
examination of the Forest Conservation and Enforcement Officer cadre, and further
to its findings, the following observations are being made:
(i)
the duties and responsibilities devolving upon the cadre are primarily of a
technical nature, where conservation and enforcement duties are prevalent;
(ii)
the requirement of a degree at the level of the Head, Forestry is not a necessity
based on its duties and responsibilities, whereas experience acquired since
grassroot level, coupled with enhanced competencies and new skills are
primordial to move up the rungs in the hierarchy;
(iii)
in view of the emerging challenges in the Forestry Sector triggered by

environmental changes, there is need for officers to upgrade their knowledge
and skills so as to cope with these changes;
(iv)
the number of levels in this cadre is adequate to enable the Rodrigues

Regional Assembly to deliver on its mandate; and
(v)
with rapid changes in the landscape, there is need for a professional grade in
the field of forestry and conservation to carry out a new and higher set of duties.
Against this backdrop, the Bureau is making appropriate recommendations to

address these issues.
Scientific Officer (Forestry and Conservation) (New Grade)

Recommendation 1
7.2.10 We recommend the creation of the grade of Scientific Officer (Forestry and
Conservation). Appointment thereto should be made by selection from among
candidates possessing a Degree in either Forestry or Conservation or Botany
or Ecology from a recognised institution or an equivalent qualification.
7.2.11 Incumbents would be responsible for the implementation of the forestry programme
including nursery operations and forest produce exploitation; and would be required,
inter alia, for: conducting research and experimental work on fauna and/or flora and
their conservation; carry out forest engineering and environmental protection works;
prepare scientific reports; disseminate conservation information; and create
conservation awareness among students and the public at large.
Head Forestry
Recommendation 2
7.2.12 We recommend that the qualification requirements of the grade of Head,
Forestry be reviewed such that appointment thereto should be made by
promotion, on the basis of experience and merit, of officers in the grade of
Chief Forest Conservation and Enforcement Officer who reckon at least two
years service in a substantive capacity in the grade and who possess sound
Pay Review 2016
~166~
knowledge of forest related laws and regulations; and good communication,

interpersonal and leadership skills.
7.2.13 At present, appointment to the grade of Principal Forest Conservation and
Enforcement Officer is made by promotion, on the basis of experience and merit, of
officers in the grade of Senior Forest Conservation and Enforcement Officer
7.2.14 Representations have been made to the effect that appropriate training should be
provided to officers of the Forest Conservation and Enforcement Officer cadre in
view of upgrading their skills and knowledge so as to keep pace with changes in the
landscape.
7.2.15 The Bureau views that there is merit in the case but that it may not be appropriate
to require higher qualifications at entry level. We consider that it would be more
appropriate to require a Diploma in Forestry for appointment to the grade of Principal
Forest Conservation and Enforcement Officer, based on the nature and level of
duties of the latter. We are, in the same vein, providing for Senior Forest
Conservation and Enforcement Officer to be sponsored to follow the said diploma
course. We are making appropriate recommendations to that end.
Recommendation 3
(i)
as from year 2018, appointment to the grade of Principal Forest

Conservation and Enforcement Officer should be made by promotion,
on the basis of experience and merit, of officers in the grade of Senior
Forest Conservation and Enforcement Officer possessing a Diploma in
Forestry and reckoning at least four years service in a substantive
(ii)

institution for the mounting of the diploma course in Forestry and
sponsor officers of the Forest Conservation and Enforcement cadre to
follow the said diploma course;
(iii)
officers in the grades of Forest Conservation and Enforcement Officer

and Senior Forest Conservation and Enforcement Officer possessing a
diploma in Forestry and who have drawn their top salary for a year
two increments, provided that they:
(a)

preceding year; and
(b)
are not under report; and
~167~
Pay Review 2016
(iv)
officers in the grade of Principal Forest Conservation and Enforcement

Officer possessing a Diploma in Forestry should proceed beyond the
Qualification Bar (QB) inserted in their salary scale.
All-Inclusive Allowance to employees staying overnight on islets

7.2.17 At present, employees who are required to work and stay overnight on offshore islets
are paid a daily all-inclusive allowance of Rs 795 inclusive of meal allowance. We
are maintaining the present provision and revising the quantum.
Recommendation 4
7.2.18 We recommend that a daily all-inclusive allowance including meal allowance
of Rs 850 be paid to employees who are required to work and stay overnight
on offshore islets.
Rent Allowance
Recommendation 5
7.2.19 We recommend that eligible officers of the Forestry Services not occupying
government quarters be paid Rent Allowance as follows:
Grade
Amount
(Rs)
645
695
895
985
Head, Forestry
1010
Walking Allowance
7.2.20
In Mauritius, officers in the Forest Conservation and Enforcement Officer cadre are paid
a monthly walking allowance to carry out extensive field duties in Nature Reserves,
Mountain Reserves, River Reserves, Forest Plantations and other areas of the forest
which cannot be acceded to, except on foot. Management of the RRA has requested
to extend the same provision to their counterparts in Rodrigues. We are agreeable to
the proposal and are recommending accordingly.
Recommendation 6
7.2.21 We recommend the payment of a Walking Allowance of Rs 275 monthly to
officers of the Forest Conservation and Enforcement Officer cadre.
Pay Review 2016
~168~
SALARY SCHEDULE
Salary Code

FORESTRY SERVICES
19 055 081
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
Scientific Officer (Forestry and Conservation) (New Grade)
19 062 080
Rs 31725 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 54825
Head, Forestry
19 057 074
Rs 27850 x 775 32500 x 925 37125 x 1225 40800 x 1525

45375
19 050 069
Rs 22575 x 625 23200 x 775 32500 x 925 37125 QB 38350

19 043 063
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500

19 027 060
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 30175
19 044 072
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125

x 1225 40800 x 1525 42325
Technical Officer (Forestry)
08 027 060
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 30175
24 023 052
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 23975
Driver (Roster)
~169~
Pay Review 2016
Salary Code
24 036 052
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 23975
24 027 051
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200
Field Supervisor
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200
Driver
21 019 046
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 20525
13 019 045
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 20050
Boatman
24 019 045
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 20050
Woodcutter
24 018 044
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575
Security Guard
24 015 041
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 18450
Handy Worker
24 015 040
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 18075
Lorry Loader
Pay Review 2016
~170~
Salary Code
24 001 038

Rs 7800 x 200 - 8000 x 205 8820 x 230 10200 x 250 11450 x
260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker
~171~
Pay Review 2016
7.3
7.3.1
Fisheries
The activities of the Fisheries Division are organised under two distinct arms namely
the Fisheries Protection Service (FPS) and the Fisheries Research and Training Unit
(FRTU). The FPS is mainly concerned with enforcement duties whilst the FRTU is
involved in research work and devisions of new techniques.
Fisheries Protection Service

7.3.2
The FPS envisions to certify quality service to the public with special regards to
fishermen and making the lagoon a place to earn a decent living for the people of
the sea. Its overall mission is to ensure effective control and surveillance over the
lagoon fisheries and marine resources and the marine ecosystem and delivering
timely office services to each customer.
7.3.3
In pursuance of its mission, the Division has as objects, inter alia, to: reduce illegal,
unreported and unregulated fishing practices in accordance with Fisheries Laws and
Regulations; reduce response time as regard to intervention on the ground; plan and
ensure a proper management of the Fisheries Protection Service in Rodrigues,
including monitoring of fishers; and maintain timely services to the members of the
public with regard to office procedures.
7.3.4
The main services provided are registration of fishers; issue of licence to

fishmongers; registration of new boat; renewal of large net licence; prosecute cases
before Court; effect patrols on land and at sea to detect and prevent illegal fishing
activities; monitoring of fish prices and fishmongers; and prepare cases for
fishermen disappeared at sea for compensation with the Fishermen Welfare Fund.
Fisheries Research and Training Unit

7.3.5
The Fisheries Research and Training Unit (FRTU) aims for a better management of
sustainable development and exploitation of the fisheries and marine resources and
its mission is to empower fishermen for the proper development of the fisheries
sector; enhancing awareness of fishermen and the public towards the conservation
of marine environment and its resources; provision of relevant information for
helping policy making in decision making; and conduct research work for proper
implementation of fisheries projects.
7.3.6
The main functions of the FRTU are to conduct research work within the fisheries
sector both within the lagoon and off-lagoon and to bring a new approach to
traditional fishing through the development of new fishing techniques, introduction
of aquaculture techniques, management of fisheries resources and its environment,
and sensitise and encourage fishermen to exploit off-lagoon fish stock.
Pay Review 2016
~172~
7.3.7
The FPS comprises officers of the Fisheries Protection Officer cadre, which is a fivelevel structure, headed by the Controller, Fisheries Protection Service. On the other
hand, the FRTU consists of technical and professional grades.
7.3.8
In the context of this Report, both Management and Union have submitted that with
the expansion and growth of the fisheries sector in Rodrigues and in line with
Governments vision for a Blue Economy, there is strong need to strengthen the
existing structure prevailing at the Fisheries Protection Service. In this perspective,
request has been made for the creation of a grade of Deputy Controller, Fisheries
Protection Service, to assist the Controller in the functions of his duties.
7.3.9
Whilst examining the representations, the Bureau has taken into account the
importance of the Ocean Economy in terms of its contribution to economic growth.
We are agreeable to consolidate the structure and are bringing a few changes to the
qualification requirements of the grade of Head, Fisheries in view of making
employees of the Fisheries Division eligible to apply for the post, thereby providing
an enhanced career path to serving officers. In addition, we are reviewing the
qualification requirements of the grade of Principal Fisheries Protection Officer and
introducing the payment of new allowances to officers of the Fisheries Division while
maintaining existing ones.
Fisheries Protection Officer Cadre

7.3.10 At present, the Fisheries Protection Service comprises the five-level Fisheries
Protection Officer cadre, with the Controller, Fisheries Protection Service at the
apex. Both Management and unions have apprised the Bureau that there is a strong
operational need for a level of Deputy Controller, FPS to assist the Controller, FPS.
The Bureau is agreeable to the proposal, whilst considering the evolution and future
developments in the Fisheries Sector of the RRA.
Deputy Controller, Fisheries Protection Service (New Grade)
Recommendation 1
7.3.11 We recommend the creation of the grade of Deputy Controller, Fisheries
Protection Service. Appointment thereto should be made by promotion, on
the basis of experience, of officers in the grade of Assistant Controller,
Fisheries Protection Service who reckon at least two years service in a
substantive capacity in the grade and possess training abilities.
7.3.12 Incumbent would be called upon, inter alia, to: deputise for the Controller, Fisheries
Protection Service as and when required; assist the Controller, Fisheries Protection
Service; monitor cases submitted for prosecution; monitor data collection in
connection with marine conservation programmes; and organise and implement
appropriate training courses for the staff of the Fisheries Protection Service.
~173~
Pay Review 2016

7.3.13 At present, appointment to the grade of Controller, Fisheries Protection Service is
made by promotion, on the basis of experience and merit, of an officer in the grade
of Assistant Controller, Fisheries Protection Service (Rodrigues) reckoning at least
two years service in a substantive capacity in the grade. With the creation of the
grade of Deputy Controller, Fisheries Protection Service, there is need to bring
consequential amendments to the mode of appointment to the grade of Controller,
Fisheries Protection Service. We are recommending along these lines.
Recommendation 2
7.3.14 We recommend that, in future, appointment to the grade of Controller,
Fisheries Protection Service be made by promotion, on the basis of
experience and merit, of officers in the grade of Deputy Controller, Fisheries
Protection Service holding a substantive appointment in the grade and
possessing sound knowledge of Fisheries laws and regulations.
7.3.15 At present, appointment to the grade of Principal Fisheries Protection Officer is
made by promotion, on the basis of experience and merit, of officers in the grade of
Senior Fisheries Protection Officer who reckon at least four years service in a
7.3.16 Taking into consideration the critical role of the Fisheries Division in the protection
and conservation of fisheries and marine resources, coupled with the new
challenges in this sector and in line with what is obtainable in the Civil Service, we
consider that officers should be required to possess higher qualifications. In so
doing, the Division would be equipped with a larger pool of qualified personnel, and
thereby contributing towards an improved service delivery. In view thereof, we are
Recommendation 3
(i)
as from year 2018, appointment to the grade of Principal Fisheries

Protection Officer should be made by promotion, on the basis of
experience and merit, of officers in the grade of Senior Fisheries
Protection Officer possessing a Diploma in Fisheries Science and
reckoning at least four years service in a substantive capacity in the
grade;
(ii)

institution for the mounting of the diploma course in Fisheries Science
and consequently sponsor officers of the Fisheries Protection Officer
cadre to follow the said diploma course;
Pay Review 2016
~174~
(iii)
(iv)
officers in the grades of Fisheries Protection Officer and Senior

Fisheries Protection Officer possessing a Diploma in Fisheries Science
and who have drawn their top salary for a year should be allowed to
move incrementally in the master salary scale by two increments
provided that they:
(a)

preceding year; and
(b)
are not under report; and
officers in the grade of Principal Fisheries Protection Officer

possessing a Diploma in Fisheries Science should proceed beyond the
Qualification Bar (QB) inserted in their salary scale.
Head, Fisheries
7.3.18 The grade of Head, Fisheries was created in the 2013 EOAC Report, whereby the
recommended mode of appointment is by selection from candidates possessing a
degree in Fisheries or Marine Biology or Marine Science and a Masters degree in
the relevant field or an equivalent qualification and who possess managerial skills.
7.3.19 It has been submitted that for a position of that level, incumbent should at least be
acquainted with the duties being carried out at the Fisheries Division and should
therefore reckon a certain number of years of relevant experience. We consider that
there is some justification in the representation made, the moreso incumbent would
be responsible for the overall management of the Fisheries Division and would be
involved in the formulation and implementation of the fisheries policy.
7.3.20 The Bureau thus considers that the grade should be filled from serving officers of
the Fisheries Division possessing the relevant qualifications and experience. We
are making an appropriate recommendation to that end.
Recommendation 4
7.3.21 We recommend that appointment to the grade of Head, Fisheries be made by
selection from among serving officers of the Fisheries Protection Officer
cadre, Scientific Officer (Fisheries) and Technical Officer (Fisheries), who
possess a Degree in Fisheries Science or Marine Biology or Marine Science
from a recognised institution or an equivalent qualification and reckon an
aggregate of at least eight years service in a substantive capacity in their
cadre or grade.
~175~
Pay Review 2016
Sea-Going Allowance
7.3.22 Management has made submissions that in view of the need for the regular
maintenance of Fish Aggregating Devices (FAD) and the importance of experimental
work, scientific/technical staff as well as officers of the Fisheries Protection cadre
are often required to go out at sea for short periods. We are, therefore,
recommending for the payment of an appropriate sea-going allowance to these
officers, in line with what obtains in the Civil Service.
Recommendation 5
7.3.23 We recommend that scientific/technical staff and officers of the Fisheries
Protection cadre who are required to go at sea for placing, maintenance and
monitoring of Fish Aggregating Devices (FADS); for research work; training of
those fishermen working in the Aquaculture Division, Marine Conservation
Centre, Import/Export Quarantine Clearance Unit and Licensing Unit; and for
afloat patrol and surveillance should be paid a Sea-Going Allowance as
follows:(i)
one days pay for working in the open sea for four hours up to 12 hours
on working days;
(ii)
one and a half days pay for working beyond 12 hours, including
Saturdays, up to 24 hours.
(iii) one days pay and one day off for working four to 12 hours on public
holidays and Sundays.
7.3.24 Scientific Officers (Fisheries) are often required to work outside normal working
hours during weekdays, weekends and public holidays to attend to emergency
cases. We are, therefore, recommending for an appropriate compensation to be
paid to these officers.
Recommendation 6
7.3.25 We recommend that Scientific Officers (Fisheries) who effectively work
outside normal working hours in emergency cases, should be paid an InAttendance Allowance of Rs 125 per hour.
Diving Allowance
7.3.26 Officers of the Fisheries Division are required to perform diving duties for carrying
out observation and data collection underwater. In this context, representation has
been made for the payment of a diving allowance, in line with what obtains in the
Civil Service. The Bureau views that diving constitutes an additional competency
that is essential for incumbents to perform more effectively for a better delivery of
service and for which they may be compensated. We are, therefore, recommending
for the payment of an appropriate allowance to these officers.
Pay Review 2016
~176~
Recommendation 7
7.3.27 We recommend that a diving allowance of Rs 660 per dive, subject to a
maximum of Rs 5280 a month be paid to officers of the Fisheries Division.
Allowance to General Workers
7.3.28 At present, General Workers performing certain duties normally befalling Fisheries
Protection Officers, are paid an ad hoc allowance. We are maintaining this provision
until such time there is enough Fisheries Protection Officers to perform the set of
duties.
Recommendation 8
7.3.29 We recommend that an adhoc allowance of Rs 900 monthly be paid to the
General Workers for performing certain duties befalling on Fisheries
Protection Officers.
Allowance to officers posted in Flying Squad
7.3.30 Officers of the Fisheries Protection cadre posted in the Flying Squad are paid a
monthly special duty allowance equivalent to one and a half increments at the initial
of their respective salary scale for effecting surprise visits inland as well as at sea to
track contraveners of the Fisheries Act. We are maintaining the present
arrangement.
Rent Allowance
Recommendation 9
7.3.31 We recommend that eligible officers of the Fisheries Protection Service not
occupying Government quarters be paid rent allowances as follows:
Grades
Amount (Rs)
645
700
895
985
1010
1065
~177~
Pay Review 2016
Sensitisation Fee
7.3.32 At present, officers of the Fisheries Protection Service who hold sessions of 1 to
1 hours of sensitisation programmes after normal working hours in respect of
fishing activity to fishers and the community at large, are paid a monthly fee. We
Recommendation 10
7.3.33 We recommend the continued payment of Rs 250 monthly to officers who
effectively hold sensitisation programmes of a minimum of 1 to 1 hours
duration after their normal working hours.
SALARY SCHEDULE
Salary Code

FISHERIES
19 072 081
Rs 42325 x 1525 49950 x 1625 56450
Head, Fisheries
FISHERIES PROTECTION SERVICE
19 069 078
Rs 38350 x 1225 40800 x 1525 49950 x 1625 51575

19 064 076
Rs 33425 x 925 37125 x 1225 40800 x 1525 48425

Pay Review 2016
~178~
Salary Code
19 057 074

Rs 27850 x 775 32500 x 925 37125 x 1225 40800 x 1525
45375
19 050 069
Rs 22575 x 625 23200 x 775 32500 x 925 37125 QB 38350

19 043 063
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500

x 925 32500
19 027 060
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 30175
FISHERIES RESEARCH AND TRAINING UNIT

19 055 081
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
Scientific Officer (Fisheries)
19 044 072
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125

x 1225 40800 x 1525 42325
06 033 064
Rs 15750 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 32500 x 925 33425
Training Instructor, Fisheries
08 027 060
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 30175
~179~
Pay Review 2016
Salary Code
13 035 056
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 27075
Motorman/Engine Driver
Second-Hand Fishing (Limited)
25 023 052
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 23975
Carpenter (Marine)
Outboard Motor Mechanic
13 019 045
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 20050
Boatman
24 019 048
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21475
24 018 044
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575
Security Guard
24 023 052
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 23975
Driver (Roster)
24 021 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200
Driver
24 001 038
Rs 7800 x 200 - 8000 x 205 8820 x 230 10200 x 250 11450 x

260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker
Pay Review 2016
~180~
7.4
Marine Parks
7.4.1
The Rodrigues Regional Assembly envisions the South East Marine Protected Area
(SEMPA) to be a model of sustainable and collaborative coastal and marine
biodiversity management resulting in a prosperous local economy and good quality
of life. Its overall mission is to ensure proper and effective management of marine
protected areas for the betterment of the marine ecosystem for the welfare of the
fishermen community.
7.4.2
The main objectives of the SEMPA are, among others, the sensitisation and
awareness raising of the community on Marine Protected Area (MPA) issues;
implementation of the Management Plan for sustainable use of lagoon resources
through community participation; promote exchange between MPAs of the region;
and restoration of lagoon for effective management of fisheries and marine
resources.
7.4.3
The department has been reinforced with the creation of the grade of Project
Manager (Fisheries and Marine Parks) and support services are provided by officers
in the general services cadre.
7.4.4
The Bureau is maintaining the present structure which is considered as appropriate.
REVISED SALARY SCHEDULE
Salary Code

MARINE PARKS
19 055 081
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
Project Manager (Fisheries and Marine Parks)
08 02 060
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 30175
24 020 046
Rs 12230 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 20525
Operator Pumping Station (Roster)
24 018 044
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575
Security Guard
~181~
Pay Review 2016
Salary Code
24 001 038

Rs 7800 x 200 - 8000 x 205 8820 x 230 10200 x 250 11450 x
260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker
Pay Review 2016
~182~
7.5
Tourism Division
7.5.1
The Tourism Division envisions to make Rodrigues one of the best eco-tourism
island destinations in the Indian Ocean. Its mission is to build the tourism sector into
a key engine of economic development for the Island.
7.5.2
The main objectives of the Tourism Division are, inter alia, to increase the visibility
and attractiveness of Rodrigues as a tourist destination; develop a specific brand for
the promotion and marketing of Rodrigues as le Ecologique; diversify marketing
activities in collaboration with the Mauritius Tourism Promotion Authority, Office du
Tourisme and other private partners to develop the market segments; provide
support and training to local operators to produce services in line with the RRA
(Tourism Regulation) 2007; and promote the development of diverse tourism
products such as cultural tourism based/eco-tourism activities.
7.5.3
The Division has at its apex the Head, Tourism who is supported by officers at
various levels in the grades of Tourism Promotion Officer, Tourism Planner, Tourism
Enforcement Officer, Leisure Officer and Tourism Information Officer.
7.5.4
The present organisational structure is appropriate for the Tourism Division to deliver
its mandate efficiently and effectively. We are, therefore, maintaining the present
structure.
Leisure Officer
7.5.5
In our last Report, a Qualification Bar (QB) was inserted in the salary scale of the
grade of Leisure Officer. Incumbent should possess a Diploma in the field of
Leisure or Diploma in Management with specialisation in Leisure from a
recognised institution or an equivalent qualification to proceed incrementally
beyond the QB in the salary scale recommended for the grade.
SALARY SCHEDULE
Salary Code

TOURISM DIVISION
10 075 089
Rs 46900 x 1525 49950 x 1625 62950 x 1850 68500 x 1950

70450
Head, Tourism
formerly Officer-in-Charge, Tourism
~183~
Pay Review 2016
Salary Code
10 069 085

Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950
Tourism Promotion Officer
10 054 081
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
Tourism Planner
18 044 071
Rs 19575 x 475 21950 x 625 23200 x 775 32500 x 925 37125

x 1225 40800
23 032 070
Rs 15450 x 300 15750 x 325 17700 x 375 19575 x 475 21950

x 625 23200 x 775 32500 x 925 37125 QB 38350 x 1225
39575
Leisure Officer
10 028 063
Rs 14325 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 32500
Tourism Information Officer
08 027 060
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 30175
24 036 052
Rs 16725 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 23975
24 019 048
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21475
Pay Review 2016
~184~
8.
Commission for Youth & Others
COMMISSION FOR YOUTH, COMMUNITY DEVELOPMENT,

LIBRARY SERVICES, ARCHIVES AND MUSEUM
8.1
The Commission is responsible for the areas of Youth, Community Development,

Library Services, Archives and Museum, and Arts and Culture.
8.2
Its mission is to create an enabling environment through the formulation of

appropriate policies, enforcement of laws and act as a catalyst for the promotion of
a harmonious working environment, promoting social dialogue and workers right
and for the development of sports and empowerment of youth.
8.1
Youth Division
8.1.1
The Youth Division ensures the empowerment, welfare and overall well-being of the
youth in Rodrigues.
8.1.2
Its objectives are, among others, to provide and organise innovative programme of
activities for in and out of school youth of Rodrigues; equip the young people with
the necessary knowledge, skills, values and attitudes to play their roles as
responsible citizens and deepen and widen their levels of participation in decision
making with regards to local and national development; and provide adequate
infrastructure and facilities for the practice of youth and leisure activities.
8.1.3
In the last Report, the post of Officer-in-Charge, Youth Services was created to
assist and advise the Departmental Head on the formulation of policies, programmes
and projects for the development of the youth.
8.1.4
Management has submitted that the present structure is appropriate to enable the
Division to deliver its services efficiently and effectively. We are, therefore,
maintaining the organisational structure.
Youth Officer
Recommendation
8.1.5
A Qualification Bar (QB) was inserted in the salary scale of the grade of Youth Officer
to allow incumbents possessing a Diploma in Social Work from a recognised
institution or an equivalent qualification to proceed incrementally beyond the QB in
the salary scale recommended for the grade. This provision is being maintained.
~185~
Pay Review 2016
SALARY SCHEDULE
Salary Code

YOUTH DIVISION
02 000 100
Rs 101000
Departmental Head
02 058 081
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
23 034 067
Rs 16075 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 32500 x 925 36200
Organising Officer (Youth Counselling Centre)
08 043 069
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500

x 925 37125 x 1225 38350
08 027 060
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 30175
08 026 059
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 29400
24 023 052
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 23975
Driver (Roster)
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200
Driver
Pay Review 2016
~186~
Salary Code
24 015 041
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 18450
Handy Worker
26 048 067
Rs 21475 x 475 21950 x 625 23200 x 775 32500 x 925 36200

Inspector of Works
21 019 046
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 20525
24 019 048
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21475
24 016 043
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 19200
Stores Attendant
24 015 040
Rs 10950 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 18075
Lorry Loader
YOUTH SERVICES
23 065 081
Rs 34350 x 925 37125 x 1225 40800 x 1525 49950 x 1625

56450
Head, Youth Services
formerly Officer-in- Charge, Youth Services
23 057 076
Rs 27850 x 775 32500 x 925 37125 x 1225 40800 x 1525

48425
23 052 073
Rs 23975 x 775 32500 x 925 37125 x 1225 40800 x 1525

43850
Senior Youth Officer (Personal)
~187~
Pay Review 2016
Salary Code
23 052 072

Rs 23975 x 775 32500 x 925 37125 x 1225 40800 x 1525
42325
Senior Youth Officer (Future Holder)
23 035 070
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 32500 x 925 37125 QB 38350 x 1225 39575
Youth Officer
08 027 060
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 30175
24 020 046
Rs 12230 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 20525
Youth Centre Attendant (Roster)
24 019 048
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21475
24 018 044
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575
Security Guard
24 001 038
Rs 7800 x 200 - 8000 x 205 8820 x 230 10200 x 250 11450 x

260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker
Pay Review 2016
~188~
8.2
Community Development
8.2.1
The Community Development Division envisions to encourage social participation,

understanding and development of the community.
8.2.2
Its main objectives are, inter alia, to provide and organise programme and activities
related to cultural, social, economic, educational and recreational in connection with
the community; provide adequate infrastructure, equipment and facilities in
connection with the development of the community; help in the fight for poverty
alleviation; and provide material and financial resources required for the effective
development of the community.
8.2.3
At present, the Division is manned by officers in the grades of Community

Development Officer and Social Welfare Officer.
8.2.4
In the context of this review exercise, Management has represented that there is a
need for a level at the apex to strengthen the present structure to have a better
control of the activities of the Division.
We are making appropriate
Head, Community Development (New Grade)

8.2.5
Presently, there is one Social Welfare Officer who is responsible for the service
delivery in the Community Development Division. In each village, there is a Village
Community Committee which is assigned with the administration of the community
on a voluntary basis. However, members of these committees face managerial
problems due to lack of training in community work. Therefore, there is a need to
improve the management of these villages to have efficient and optimum use of
resources.
Recommendation 1
8.2.6
We recommend the creation of the grade of Head, Community Development.

possessing a Degree in Social Work from a recognised institution or an
8.2.7
Incumbent would be required to, inter alia, assist and advise the Departmental Head
on the formulation of policies, programmes and projects for the development of the
community; plan and coordinate community activities and implement policies,
programmes and projects for the development of the community; and motivate the
community to participate in national, regional and international activities.
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Recommendation 2
8.2.8
A Qualification Bar (QB) was inserted in the salary scales of the grades of
Community Development Officer and Social Welfare Officer to allow incumbents
possessing a Diploma in Social Work from a recognised institution or an equivalent
qualification to proceed incrementally beyond the QB in the salary scale
recommended for the grade. This provision is being maintained.
SALARY SCHEDULE
Salary Code

COMMUNITY DEVELOPMENT
23 054 081
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
Head, Community Development (New Grade)
19 059 081
Rs 29400 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
Psychologist
23 035 070
Rs 16400 x 325 17700 x 375 19575 x 475 21950 x 625 23200 x

775 32500 x 925 37125 QB 38350 x 1225 39575
Pay Review 2016
~190~
8.3
Library Services
8.3.1
The mission of the Rodrigues Library Service is to provide equal access to

information to the public in general thus leveling educational opportunities and
strengthening democratisation process. Its objectives are, inter alia, to ensure that
a comprehensive record of Mauritiana focusing on documents relating to Rodrigues
and a selected record of universal human knowledge is collected and catered for;
collect Mauritiana publications, including Mauritiana electronic information
resources; provide internet facilities with a view to providing quality and timely
reference and information services to the public in general; and enhance the
Rodrigues Library Service role by encouraging creative and intellectual initiatives
through school children.
8.3.2
Library Services are provided by the Officer-in-Charge, Library Services; Librarian

and officers of the Library Clerk cadre.
Allowance to officers of the Library Clerk Cadre

8.3.3
Library Clerks are presently paid a monthly allowance of Rs 330 for organising and
monitoring cultural/artistic activities as well as indoor games in the Centre de
Lecture et dAnimation Culturelle. We are revising the quantum of the allowance.
Recommendation
8.3.4
We recommend that the monthly allowance payable to officers in the grades

of Library Clerk and Senior Library Clerk for performing additional duties be
revised to Rs 345. Payment of the allowance should be limited to the month
during which activities are conducted and subject to the approval of the Head,
Library Services formerly Officer-in-Charge, Library Services.
SALARY SCHEDULE
Salary Code

LIBRARY SERVICES
05 069 085
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

Head, Library Services
formerly Officer-in-Charge, Library Services
05 055 081
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
Librarian (Rodrigues)
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Salary Code
05 043 063
Rs 19200 x 375 19575 x 475 21950 x 625 23200 x 775 32500

Senior Library Clerk (Rodrigues)
05 027 060
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 30175
Library Clerk (Rodrigues)
05 024 026
Rs 13270 x 260 13790

21 019 046
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 20525
24 019 048
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21475
24 001 038
Rs 7800 x 200 - 8000 x 205 8820 x 230 10200 x 250 11450 x

260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker
Pay Review 2016
~192~
8.4
Archives and Museum
8.4.1
The Archives Division is responsible to preserve the collective memory of the nation
and particularly of Rodrigues. It also aims at promoting the awareness of this
collective memory for the purpose of research.
8.4.2
As regards the Museum Division, its objectives are, among others, to set up a
multidisciplinary museum which will include artifacts related to the natural, historical,
cultural aspects of Rodrigues and at the same time to preserve the history of the
island; manage the acquisition, preservation and storage of artifacts relating to
history, geology and culture of Rodrigues; and exhibit collected artifacts that are
listed under the Rodriguan heritage.
8.4.3
The Archives and Museum Division is presently staffed by officers in the grades of
Curator, Archivist and Archives Officer/Senior Archives Officer.
8.4.4
Representations have been received in the context of this review to restyle the grade
of Curator to Curator/Conservator and to create the grade of Conservation Assistant.
Given that the Bureau is in favour of multi-functional grades and believes that the
structure at the Archives and Museum Division needs to be further strengthened, we
are making appropriate recommendations in this Report.
Curator/Conservator
formerly Curator
8.4.5
Conservation of records is an important component within the archives management

programme. Hence, there is need for a professional grade to ensure the
conservation of records. With a view to reducing multiplicity of grades, the grade of
Curator is being restyled and conservation duties will also form part of the duties of
the restyled grade.
Recommendation 1
8.4.6
We recommend that the grade of Curator be restyled Curator/Conservator.

The scheme of service for the grade should be amended to include
conservation duties, among others.
Conservation Assistant (New Grade)

8.4.7
The Bureau considers that there should be a grade to provide support to the
professional grade so as to enable the latter to operate effectively. We are making
appropriate provision to this end.
Recommendation 2
8.4.8
We recommend the creation of the grade of Conservation Assistant.

Appointment to the grade should be made by selection from among
candidates possessing a Cambridge School Certificate with credit in at least
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five subjects including English Language, French, Chemistry or Physics or

Biology.
8.4.9
Incumbent would be required to give assistance in, inter alia, maintenance, repairs,
restoration and conservation of archival records by applying techniques such as
encapsulation, fumigation, microfilming, photocopying, amongst others; keeping the
records in a useable condition for as long as possible; and putting into actions the
norms to prevent deterioration.
SALARY SCHEDULE
Salary Code

ARCHIVES AND MUSEUM
05 055 081
Rs 26300 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
Curator/Conservator
formerly Curator
05 054 081
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
Archivist
05 027 062
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 31725
Archives Officer/Senior Archives Officer
05 027 060
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 30175
Conservation Assistant (New Grade)
Pay Review 2016
~194~
8.5
Arts and Culture
8.5.1
The Arts and Culture Division has, as mission, to foster the promotion and
development of arts and culture. It aims at promoting arts and culture through
cultural exchanges, assistance to artists and preservation of Rodriguan heritage and
history.
8.5.2
Activities at the Division are organised by officers of the Culture Officer and Arts
Officer cadres.
8.5.3
In the context of this review, representations have been received for the merging of
the grades of Arts Officer and Culture Officer; for the creation of a grade of Head,
Arts and Culture; and allowances for work during major celebrations.
8.5.4
Merging of the grades of Arts Officer and Culture Officer cannot be considered as
these two grades come from two separate cadres requiring different set of
qualifications and having duties of different nature. At this stage, the Bureau
considers that there is a greater need to fill the vacant posts of Arts Officer.
However, Management may always consider the advisability to create a supervisory
level as and when required.
Arts Officer
8.5.5
Arts Officers possessing a Diploma would, henceforth, be allowed to move

incrementally in the salary scale as recommended in the ensuing paragraph.
Recommendation 1
8.5.6
We recommend that Arts Officers possessing a Diploma in any one of the

areas of Arts (Music, Dance, Dramatic Arts, Cinema) be allowed to move
they:
(i)
(ii)

preceding year; and
(iii)
Time Off Facilities

8.5.7
It has been reported that officers in the grades of Culture Officer and Arts Officer are
regularly required to put in additional hours after normal working hours to coordinate
and monitor rehearsals, and make administrative arrangement for special events
such as National Day, Rodrigues Day and Festival Kreol, among others. The
Management has proposed the payment of a monthly allowance to the officers
concerned. After examining the request, the Bureau considers that they should be
compensated for each additional hour put in and consequently, we are making
appropriate recommendation to address this.
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Recommendation 2
8.5.8
We recommend that arrangements should be made for Culture Officers and

Arts Officers who are required, on a regular basis, to put in additional hours
of work to cope with the demands of their job be granted equivalent time off
for the extra hours put in. However, where it has not been possible for
management to grant, upon application, time off within a period of four
months, the officers should be compensated at the normal hourly rate, subject
to their having put in a minimum of 15 extra hours in a month.
SALARY SCHEDULE
Salary Code

ARTS AND CULTURE
05 069 085
Rs 38350 x 1225 40800 x 1525 49950 x 1625 62950

05 054 081
Rs 25525 x 775 32500 x 925 37125 x 1225 40800 x 1525

49950 x 1625 56450
Culture Officer
05 034 069
Rs 16075 x 325 17700 x 375 19575 x 475 21950 x 625 23200

x 775 32500 x 925 37125 x 1225 38350
Arts Officer (Rodrigues)
05 028 030
Rs 14325 x 275 14875

Trainee Arts Officer (Rodrigues)
08 027 060
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 30175
08 026 059
Rs 13790 x 260 14050 x 275 15150 x 300 15750 x 325 17700 x

375 19575 x 475 21950 x 625 23200 x 775 29400
Pay Review 2016
~196~
Salary Code
22 021 054

Rs 12490 x 260 14050 x 275 15150 x 300 15750 x 325 17700
x 375 19575 x 475 21950 x 625 23200 x 775 25525
10 022 056
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 27075
Operator Video Unit (Personal)
24 023 052
Rs 13010 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200 x 775 23975
Driver (Roster)
24 019 048
Rs 11970 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21475
24 022 051
Rs 12750 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575 x 475 21950 x 625 23200
Driver
25 016 042
Rs 11200 x 250 11450 x 260 14050 x 275 15150 x 300 15750

x 325 17700 x 375 18825
24 018 044
Rs 11710 x 260 14050 x 275 15150 x 300 15750 x 325 17700

x 375 19575
Security Guard
24 001 038
Rs 7800 x 200 - 8000 x 205 8820 x 230 10200 x 250 11450 x

260 14050 x 275 15150 x 300 15750 x 325 17375
General Worker
05 027 060
Rs 14050 x 275 15150 x 300 15750 x 325 17700 x 375 19575

x 475 21950 x 625 23200 x 775 30175
Library Clerk (Rodrigues)
~197~
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Salary Code

CULTURAL AND LEISURE CENTRES
22 032 065
Rs 15450 x 300 15750 x 325 17700 x 375 19575 x 475 21950

x 625 23200 x 775 32500 x 925 34350
Technician (Light and Sound)
Pay Review 2016
~198~
Workmens Class
Worksmens Class
CENTRAL ADMINISTRATION
Office Caretaker Cadre
1.
The Office Caretaker cadre at the RRA comprises the grades of Office Caretaker and
Senior/Head Office Caretaker. Both Management and the Staff Side have requested
for the alignment of the cadre as in Mauritius.
2.
We have examined the submissions, job descriptions and schemes of service which
have revealed that the duties of the grade of Senior/Head Office Caretaker are similar
to those of Head Office Care Attendant while those of Office Caretaker are more or less
similar to those of Office Care Attendant/Senior Office Care Attendant. However it was
also observed that the entry requirement for the grade of Office Caretaker differs from
those of Office Care Attendant/Senior Office Care Attendant. On the basis of our
findings and coupled with our policy to provide lean and harmonised structures we are,
reviewing the Office Caretaker cadre in Rodrigues.
Recommendation 1
3.
4.
We recommend that:
(i)
the grade of Office Caretaker be restyled Office Care Attendant/

Senior Office Care Attendant. Appointment thereto should, in future, be
made by selection from among serving officers on permanent and
pensionable establishment possessing the Cambridge School Certificate
or an equivalent qualification acceptable to the Public Service
Commission and having the ability to communicate in English and French;
(ii)
the scheme of service of the grade of Office Care Attendant/Senior Office

Care Attendant formerly Office Caretaker be revised and aligned with
those of the grade of Office Care Attendant/Senior Office Care Attendant
on the establishment of the Ministry of Civil Service and Administrative
Reforms in Mauritius.
We also recommend that the grade of Senior/Head Office Caretaker be restyled

Head Office Care Attendant and in future, the post of Head Office Care Attendant
be filled by promotion on the basis of experience and merit of incumbents in the
grade of Office Care Attendant/ Senior Office Care Attendant formerly Office
Caretaker, reckoning at least five years service in the cadre.
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Worksmens Class
COMMISSION FOR PUBLIC INFRASTRUCTURE, HOUSING,

TRANSPORT AND WATER RESOURCES
Erection of Podium, Marquees and Shelters
5.
In the context of this Report, Management has submitted that a monthly fee per
activity be paid to workers involved in the erection of podium after normal working
hours. It has also been represented that the Supervisors of these employees are
reluctant to certify the actual number of hours put in by employees concerned. An
indepth analysis on the issue has revealed that the number of hours put in by different
category of employees differ from one activity to another ranging from two hours to
20 hours.
6.
The Bureau is of the view that Management should put in place a proper control
mechanism in order to avoid such situation and employees who put in additional
number of hours for erection of podium, marquees and shelters should continue to be
paid overtime as per provisions at Chapter 18.5 of Volume 1 of this Report.
Security Guard - Caverne Patate

7.
At present, the Security Guard posted at Caverne Patate is paid a monthly allowance
of Rs 500. We are maintaining the provision.
Recommendation 2
8.
We recommend that the Security Guard posted at Caverne Patate be paid a

monthly non-pensionable allowance of Rs 500.

Health Laboratory Auxiliary formerly Health Laboratory Attendant
9.
The Laboratory Services at the Commission for Health is, among others, manned by
incumbents in the grade of Health Laboratory Attendant. Both Management and the
Union have represented that the volume of work of incumbents in that grade has
increased considerably and with the current establishment size of the grade, there is
need for an immediate supervisory level to plan, organise and coordinate the work of
Health Laboratory Attendants. We have examined the issue and consider that due to
the small establishment size, a new grade at supervisory level may only be
contemplated depending on the evolution of the establishment size of the grade in
future. However, we are in this Report restyling the grade similar to what obtains in
Mauritius to reflect the nature of duties being performed by incumbents. We are,
therefore, making appropriate recommendations.
Pay Review 2016
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Workmens Class
Recommendation 3
10.
We recommend that the grade of Health Laboratory Attendant on the

establishment of the Commission of Health at the Rodrigues Regional Assembly
be restyled Health Laboratory Auxiliary.
Risk Allowance Cook Cadre

11.
Both Management and the Union have submitted that the risk allowance payable to
Cook (on Roster) on the establishment of different Ministries/Departments be extended
to incumbents in the grade of Cook (on Roster) on the establishment of the RRA. The
Bureau has analysed the issue and is agreeable with same.
Recommendation 4
12.
We recommend that Cook (on Roster) on the establishment of the RRA posted
at the Commission for Health & Sports be paid a risk allowance equivalent to one
and a half increments at the initial point of his salary scale.

13.
At present, incumbent in the grade of Insecticide Sprayer Operator is paid an allowance

of Rs 65 per case for spraying insecticide on decaying corpses. As this practice will
continue, we are maintaining the allowance whilst revising the quantum.
Recommendation 5
14.
We recommend the payment of an allowance of Rs 80 per case to the Insecticide

Sprayer Operator for spraying insecticide on decaying corpses.

15.
A non-pensionable monthly allowance of Rs 440 is presently being paid to Senior

Hospital Care Attendants posted in operation theatre for a whole month. We are
revising the quantum of this allowance.
Recommendation 6
16.
We recommend that the monthly non-pensionable allowance payable to Senior

Attendants (Hospital Services) (Shift) posted in operation theatres for a whole
month be revised to Rs 450.
Mortuary Attendant
17.
Incumbent in the grade of Mortuary Attendant of the Rodrigues Regional Assembly is

presently being paid a commuted non-pensionable monthly allowance of Rs 735 in lieu
of the allowance recommended for his counterpart on the Island of Mauritius. We are
maintaining the payment of the allowance and reviewing the quantum.
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Worksmens Class
Recommendation 7
18.
We recommend the payment of a monthly commuted non-pensionable allowance

of Rs 750 to the Mortuary Attendant of the Rodrigues Regional Assembly in lieu
of the allowance recommended for his counterpart in the Island of Mauritius.
Specific Conditions of Service for Health Sector

Recommendation 8
19.
The recommendation made at paragraph 23.338 of Volume 2 Part I should apply

to employees of the RRA also.

20.
The grade of Swimming Pool Attendant (Roster) was created in the 2013 PRB Report
on the establishment of the Rodrigues Regional Assembly. Both Management of the
Rodrigues Regional Assembly and Ministry of Civil Service & Administrative Reforms
have represented that the scheme of service of the grade needs to be aligned with
similar grade at the Ministry of Youth and Sports in Mauritius. We have studied the
request and are making appropriate recommendation.
Recommendation 9
21.
We recommend that the qualifications requirement of the grade of Swimming

Pool Attendant (Roster) be amended such that appointment thereto be made by
selection from among employees on the permanent and pensionable
establishment of the Rodrigues Regional Assembly who: possess a Cambridge
School Certificate with at least a pass in English Language and Mathematics or
Principles of Accounts or passes obtained on one certificate at the General
Certificate of Education Ordinary Level either (i) in five subjects including
English Language and Mathematics or Principles of Accounts with at least Grade
C in any two subjects or (ii) in six subjects including English Language and
Mathematics or Principles of Accounts with at least Grade C in any one subject
or an equivalent qualification acceptable to the Public Service Commission; and
are able to swim at least 25 metres at a stretch.
COMMISSION FOR YOUTH, COMMUNITY DEVELOPMENT,

LIBRARY SERVICES, ARCHIVES AND MUSEUM
MUSEUM OF RODRIGUES
Museum Attendant (Roster)
22.
Both Management and the Unions have represented that there is need for a dedicated
grade of Museum Attendant on the establishment of the RRA to provide appropriate
assistance at the Museum of Rodrigues to which the Bureau is agreeable.
Pay Review 2016
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Workmens Class
Recommendation 10
23.
We recommend the creation of a grade of Museum Attendant (Roster) on the

establishment of the Commission for Youth, Community Development, Library
Services, Arts and Culture, Archives and Museum. Appointment thereto should
be made by selection from among candidates possessing the Cambridge School
Certificate or an equivalent qualification acceptable to the Public Service
Commission.
24.
Incumbent would be, inter alia, required to: open and close premises; prepare display
areas for visitors on time; inspect, clean and maintain the premises including display
cases, reception area, stores, galleries and offices, receive, direct and provide
information to visitors, report problems related to the satisfactory maintenance of
facilities, assist in the survey of visitors, assist visitors especially disabled; and provide
assistance to the Curator in the acquisition of objects and the Conservator in the
treatment and conservation of artifacts.
CULTURE AND LEISURE CENTRE
25.
Management and the Unions have submitted that employees in the grades of Office
Caretakers now restyled Office Care Attendant/Senior Office Care Attendant,
Carpenter and General Worker posted at the Cultural and Leisure Centre be paid an
appropriate allowance, similar to employees posted at Serge Constantin Theatre, for
being required, during and after normal office hours to open and close the curtain,
lift/pull decors to/from the attics during plays, move and/or change decors on stage
while plays are on, mount and dismantle the decors during blackouts, bring down the
giant screen prior to film projection/festivals and place loudspeakers on stage, among
others. The Bureau is agreeable to the request and is making appropriate
recommendation.
Recommendation 11
26.
We recommend the payment of a monthly non pensionable allowance of

Rs 750 to employees in the grade of Office Care Attendant/Senior Office Care
Attendant formerly Office Caretaker, Carpenter and General Worker posted at the
Cultural and Leisure Centre, outlined at paragraph 25 above for performing
duties during or beyond normal office hours in addition to the payment of
overtime for work performed beyond normal working hours.
Other Recommendation
27.
Certain allowances granted to comparable grades in the Worksmens Group-General

in the Civil Service in Mauritius are equally payable to incumbents in corresponding
grades on the establishment of the RRA subject to the approval of the MCSAR.
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Worksmens Class
28.
During consultation with the RRA, strong representations were made to the effect that
officers of the RRA are being unduly penalized through the process of obtaining the
approval of the MCSAR for extension of the payment of these allowances.
29.
After indepth analysis of the issue, the Bureau is providing for the extension of the
payment of certain allowances which are considered to be meritorious.
Recommendation 12
30.
We recommend that the provisions made in the Chapter of Worksmens

Group-General in Volume 2 Part I of this Report, as reproduced in table
hereunder, be equally applicable to employees on the establishment of RRA.
Paragraph
Recommendation
Collection and deposit of keys at

Police Station
39.10
Tea making
39.77
28
Washing of towels/table cloth
39.79
29
Cleaning of lavatories
39.83
31
Security Guard
39.85
32
Pay Review 2016
~204~
Specific Conditions
SPECIFIC CONDITIONS
1.
In view of the specificity of the RRA a few specific conditions, over and above the
general ones are applicable to Rodriguan Officers. We are, in this Report
recommending for the continued application of those conditions governing eligible
officers on the Rodriguan establishment.
Duty Remission
2.
The Clerk, Rodrigues Regional Assembly and the Departmental Heads are eligible for
100% duty remission on cars, and benefit from travelling allowances as well as loan
facilities. These officers are also allowed to purchase a 4X4 double cabin pick-up
vehicle in lieu of a saloon car.
Recommendation 1
3.
We recommend that the Clerk, Rodrigues Regional Assembly and the

Departmental Heads should be eligible for car benefits as per provision at
paragraph 18.2.16 (No. 1); benefit from travelling allowances as provided at
paragraph 18.2.68 (No. 1) and loan facilities as per provisions at paragraphs
18.2.43 and 18.2.64, whichever is appropriate. These officers are also allowed to
purchase a 4x4 double cabin pick-up vehicle in lieu of a saloon car.
Loan on Cars or Motor Cycles

Recommendation 2
4.
We also recommend that Departmental Heads should identify in their respective

Departments the officers who would be entitled for loans for the purchase of cars
or motorcycles/autocycles as per relevant provision at paragraphs 18.2.43,
18.2.55 and 18.2.56 in Volume 1 of this Report, with particular reference to
officers in the Fire Services, Health Section and Agriculture.
The
recommendations from the Heads of Department should be subject to the
approval of the Island Chief Executive. It should also be binding upon the
officers in receipt of such facilities to use their vehicle to attend work.
Outer Island Supplement Allowance

5.
In the context of successive PRB Reports, the Bureau has been receiving
representations from staff associations of Rodrigues for the payment of an Outer Island
Supplement Allowance.
6.
As is the practice in order to enable the formulation of an appropriate recommendation

for the Outer Island Supplement Allowance the Statistics Mauritius was requested to
work out the following details:
(i)
the cost of the Rodriguan basket in Mauritius and Rodrigues;
(ii)
the cost of the Mauritian basket in Mauritius and Rodrigues;
(iii)
the comparative costliness index of one island relative to the other;

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Specific Conditions
(iv)
the cost of the Rodriguan 2013 basket vis--vis the cost of the 2015 basket; and
(v)
the cost of the Mauritian 2013 basket vis--vis the cost of the 2015 basket.
7.
For the purpose of comparing the cost of living in Rodrigues with that in Mauritius, a
basket of common items consumed by both Mauritians and Rodriguans has been
constituted. This basket accounts for 80% of the total household consumption
expenditure of Rodriguans and 61% of that of Mauritians.
8.
The monthly comparative costliness index for Rodrigues relative to the island of
Mauritius for 2015, indicates that the price levels are lower in Rodrigues than in the
island of Mauritius.
9.
The prices were found to increase at a lower rate in Rodrigues +3% than in Mauritius
+5% from January - December 2013 to January - December 2015. The main reason
being that items such as vegetables, fish, doctors fees and ready-made clothing had
known higher increases in Mauritius than in Rodrigues.
10.
The study may be summarised as follows:
11.
(i)
The Rodriguan basket of common items costs around 3.9% more in Mauritius
than in Rodrigues.
(ii)
The Mauritian basket of common items costs around 1.5% more in Rodrigues
than in Mauritius.
(iii)
The cost of Rodriguan basket of common items in Rodrigues is around 20%

less than the cost of the Mauritian basket in Mauritius.
On the basis of the findings of the Statistics Mauritius, the Bureau considers that
there is no case for the payment of an Outer Island Supplement Allowance.
Police Officers domiciled in Rodrigues posted in Mauritius

12.
At present, police officers domiciled in Rodrigues, posted in Mauritius are paid a

disturbance allowance of 25% of the monthly salary and are eligible for free passages.
We are maintaining the present provision.
Recommendation 3
13.
We recommend that a disturbance allowance of 25% of the monthly salary should

continue to be paid to police officers domiciled in Rodrigues posted in Mauritius.
14.
We also recommend that an officer who is domiciled in Rodrigues and is 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
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(ii)
Specific Conditions
one additional free return ticket to Rodrigues to single officers in case the
tour of service is extended for another 12 months.
Special Leave
15.
Officers proceeding officially to Mauritius to participate in international/special events

are normally required to apply to the Island Chief Executive for the grant of special
leave. The Bureau concurs with this arrangement and recommends that this
practice be maintained.
Walking Allowance
16.
At present, certain officers such as officers in the grade of Water Supply Attendant,
who are required to walk in the performance of their duties because their places of work
are not accessible by vehicles, are paid a monthly walking allowance of
Rs 250. We are maintaining the provision for the allowance and revising the quantum.
Recommendation 4
17.
We are revising the walking allowance to Rs 275 monthly.
Walking Allowance to Attend Duty

18.
Rodriguan officers have to walk long distances for attending duty owing to the
topography of the land and to the fact that their home places are inaccessible by buses
or cars. These officers are paid a walking allowance of Rs 150 monthly. We are
maintaining the allowance and revising the quantum.
Recommendation 5
19.
We recommend that the walking allowance payable, wherever applicable, to

Rodriguan officers to attend duty be revised to Rs 275 per month.
Shift, Roster, Staggered Hours

20.
A number of officers in a few grades in the different Commissions work on shift/roster

or staggered hours. This element has been taken into account in arriving at the
recommended salary for the grades.

21.
The Night Duty Allowance equivalent to 25% of the normal rate per hour, is paid to
officers who effectively work on night shift for the hours between 2300 hours and 0500
hours (including up to a maximum of two hours lying-in period).
Recommendation 6
22.
We recommend that the provision regarding Night Duty Allowance be

maintained.
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Pay Review 2016
Specific Conditions
Miscellaneous
Recommendation 7
23.
We recommend that:
(a)
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;
(b)
those officers who cannot be provided with quarters be paid an allowance

of Rs 2400 monthly as an assistance towards payment of rent;
(c)
where the salaries of identical/comparable grades in the Rodrigues

Regional Assembly have been aligned on those of the Civil Service of the
Island of Mauritius, the schemes of service of those grades should,
wherever relevant, be amended along the lines of counterparts in the Civil
Service; and
(d)
that subject to the approval of the Ministry of Civil Service and

Administrative Reforms, revised conditions in respect of grades of the
Island of Mauritius would, in principle, be applicable to similar grades of the
Rodrigues Regional Assembly.
Temporary Appointment/Traineeship
24.
Where there exist officers on temporary appointment or trainees who have been
appointed under the terms of the previous schemes of service, the officers
should be considered for appointment in the respective grades on satisfactory
completion of their temporary period or traineeship, even though they may not
qualify under the revised qualifications.
Responsibility of the Regional Assembly

25.
Without prejudice to the provisions of Chapter VI of the Constitution and

notwithstanding anything to the contrary in any other law, the Regional Assembly shall,
in relation to Rodrigues, be responsible for the formulation and implementation of policy
in respect of the matters set out in the Fourth Schedule.
26.
For the better performance of its functions, the Regional Assembly may do all such acts
and take all such steps, as may be necessary for or which may be conducive to or
incidental to the exercise of its powers and duties.
27.
The EOAC Report 2013 reported that although Section 26 of the Act provides for a lot
of delegation of responsibilities to the Local Administration, the real administrative
autonomy has never materialised because of certain legal impediments. In this regard,
the Committee recommended accordingly. We are maintaining the provision.
28.
We, therefore, again recommend that the matter be looked into by the appropriate
authorities, including the State Law Office, with a view to advising the proper
course of action.
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Specific Conditions
29.
In the meantime, in order to expedite the decision-making process and reduce red tape,
the Committee recommended that the Island Chief Executive and Departmental Heads
should be empowered to take timely decisions in respect of certain administrative,
management and operational matters.
30.
After examining all the submissions received and, taking into account the specificity of
Rodrigues, the Committee has made several recommendations which are set out
below and which are being maintained.
Delegation of Authority
Recommendation 8
31.
We recommend that an Administrative Reforms Committee (ARC) be set up at

the level of the Rodrigues Regional Assembly under the chairmanship of the
Island Chief Executive and comprising the Head, Finance, the Manager, Human
Resources, and the Departmental Heads of the various Commissions to deal with
those matters/issues pertaining to Rodrigues that are normally referred to the
Ministry of Civil Service and Administrative Reforms and its Standing
Committees. Two representatives of Unions may be co-opted on the ARC. All
decisions taken by the ARC should be approved by the Chief Commissioner
before implementation.
32.
We also recommend that the Ministry of Civil Service and Administrative

Reforms considers the advisability of delegating powers to the Island Chief
Executive for the payment of ad-hoc allowances, whenever warranted, in
accordance with established criteria and principles.
Training and Capacity Building

33.
There have been major developments in the field of training and development, with the
setting up of an ICT Centre for Excellence, equipped with state of the art technology
and high-speed internet connectivity. This new platform has opened avenues for
training of Rodriguans through interactive learning, video conferencing, and distance
learning programmes. Arrangements could be made with learning institutions such as
the Open University of Mauritius and the Mauritius Institute of Education for dispensing
appropriate courses to serving officers through Open Distance Learning. This will
expedite the continuous training and development of officers in Rodrigues itself instead
of their having to wait to be trained in Mauritius.
Recommendation 9
34.
Appropriate training and development facilities through Open Distance Learning,

including video conferencing, should be provided to officers in Rodrigues to
enable them to acquire the required qualifications to progress beyond the QB,
wherever appropriate, and to empower them to perform at higher levels.
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Pay Review 2016
Specific Conditions
Recommendation 10
35.
We also recommend that appropriate training programmes be mounted with the

concurrence of relevant institutions and the Civil Service College, Mauritius.
Courses dispensed at the College should also be run in Rodrigues or a quota be
reserved for Rodriguan public officers in respect of courses relevant to
Rodrigues.
36.
We further recommend that CEOs should provide training & development

courses, both in-house and abroad for their staff in collaboration with MCSAR
and other relevant authorities and subject to the concurrence of the MOFED.
Pay Review 2016
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Rapport PRB 2016

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Republic of Mauritius

REVIEW OF PAY AND GRADING STRUCTURES

PAY RESEARCH BUREAU

APPROACH AND METHODOLOGY........................................................................................ 9

ECONOMIC BACKGROUND ................................................................................................. 17

PAY CONSIDERATION AND STRATEGY............................................................................. 19

PUBLIC SECTOR MANAGEMENT REFORMS ..................................................................... 25

REVIEW OF ORGANISATION STRUCTURES ..................................................................... 43

PERFORMANCE MANAGEMENT SYSTEM ......................................................................... 49

PERFORMANCE RELATED INCENTIVE SCHEME ............................................................. 61

TRAINING AND DEVELOPMENT .......................................................................................... 65

REVIEW OF SCHEMES OF SERVICE AND QUALIFICATIONS .......................................... 71

RECRUITMENT AND PROMOTION ...................................................................................... 81

TALENT MANAGEMENT ....................................................................................................... 89

EMPLOYMENT ON CONTRACT AND ALTERNATIVE MODES OF EMPLOYMENT ........ 107

PART-TIME EMPLOYMENT ................................................................................................ 115

RETIREMENT AND RETIREMENT BENEFITS PENSION SCHEME FOR THE PUBLIC

PUBLIC SERVICE PENSION ............................................................................................... 145

E-GOVERNMENT ................................................................................................................. 149

CONDITIONS OF SERVICE AND BENEFITS ..................................................................... 157

END-OF-YEAR BONUS ..................................................................................................................... 158

TRAVELLING AND CAR BENEFITS ................................................................................................. 161

PASSAGE BENEFIT SCHEME .......................................................................................................... 237

LEAVE .............................................................................................................................................. 241

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

TASK WORK IN THE PUBLIC SECTOR ........................................................................................... 285

SPECIAL DUTY AND EXTRA DUTY ALLOWANCE ......................................................................... 287

SALARY ON PROMOTION ................................................................................................................ 289

INCREMENT AND INCREMENTAL CREDIT ..................................................................................... 292

ACTING AND RESPONSIBILITY ALLOWANCES ............................................................................ 299

MEAL ALLOWANCE .......................................................................................................................... 302

OUT OF POCKET ALLOWANCE ....................................................................................................... 304

UNIFORMS ......................................................................................................................................... 305

FAMILY PROTECTION SCHEMES .................................................................................................... 309

RISK, INSURANCE AND COMPENSATION ...................................................................................... 316

FUNERAL GRANT ............................................................................................................................. 316

COMMUNICATION FACILITIES ......................................................................................................... 326

FOREIGN SERVICE ALLOWANCE AND OTHER RELATED ALLOWANCES ................................ 328

STATUTORY BOARDS AND COMMITTEES ...................................................................... 345

RODRIGUES AND THE OUTER ISLANDS ......................................................................... 351

IMPLEMENTATION PROCESS AND POST REVIEW MECHANISM ................................. 357

OTHER PERTINENT ISSUES AND RECOMMENDATIONS............................................... 365

CONCLUSION ...................................................................................................................... 371

MASTER SALARY CONVERSION TABLE

The Pay Research Bureau (PRB), an Independent Institution, is mandated by

receive through the Ministry of Civil Service and Administrative Reforms

examine such representations and make recommendations thereon, as

determine in light of such representations the extent to which it is

In making its recommendations the Committee had to take into consideration

the effective date of implementation of the recommendations contained

Pay Review 2016

ensure that Conditions of Service already recommended in the

payment of salaries was phased in three stages: 01 January 2013,

The publication of the EOAC Report was followed by a series of protests

The general constat/observation was that internal as well as external parity

All these problems prompted public sector employees to make massive

reinstatement of Conditions of Service related to eligibility for car

harmonisation of certain Conditions of Service;

harmonisation of salary in respect of grades on the establishment of the

revision of salaries of part-timers.

representations on salaries consequent to genuine errors or omissions;

adjustment of salary and review of organisation structures (merger of

Pay Review 2016

Transformation of the Public Sector