Improvement of Delivery of Services
Companies Division
Mauritius

The Problem

Before we even attempt to address the issue of improving the delivery service in the public sector, we must point out that all spheres of the public service must have the appropriate legal, economic and human resources needed to transform the quality and efficiency of the service that is offered to customers.

To be efficient, our office - The Companies Division of Mauritius – rests first and foremost on a sound and attractive legislation which must appeal to local and foreign businesses.

The Companies Division falls under the authority of the Ministry of Finance and Economic Development. It was in 1984 that the first major revision regarding companies’ legislation was enforced in the country. Commonly called the Companies Act of 1984 or more simply the 1984 Act, it was based on the Singapore Companies Act 1967 (which itself used as model the Australian Uniform Companies Act of 1961 – the latter being itself modelled on the United Kingdom Companies Act of 1948.). For a long time - more than 25 years - the Companies Division followed the 1984 Act when it came to incorporating, registering or striking off companies and businesses.

However, with the rapidly changing political, economic and financial trends that the country was facing in the 1990’s, the 1984 Act became outmoded if not totally obsolete. Mauritius abandoned British sovereignty and became a Republic on 12 March 1992. A new political Constitution was set up and at the same time in the financial sector, the need to revise the existing British inspired legislation was felt. The offshore business world was developing at a fast pace and that very year – 1992 – the Offshore Act was passed and the Companies Division became responsible for the incorporation of offshore companies.

Another significant development that took place a few years before the birth of our republic was the establishment of the Stock Exchange (1989). This together with the prospect of Mauritius becoming a major offshore financial centre, called for a review of the legislation that prevailed as regards businesses. The Companies Division was aware of the shortcomings and imbalances of the 1984 Act and understood that a reform of existing legal structures was imperative and that a unified legal regime for all local and international companies was the answer to Mauritius becoming an all important business hub in the future. Finally, in 2001, a new Companies Act was enacted by which all previous acts (including that of 1984) were repealed. From now on, the Companies Division was endowed with a single regulatory framework for all businesses in Mauritius – Domestic and Global Companies. Appropriate legal structures were set up to facilitate and encourage investment and at the same time to protect the interests of local and international investors.

Solution and Key Benefits

 What is the initiative about? (the solution)
With the implementation of the Companies Act 2001 and other subsequent Acts resulting from it, key benefits were derived as regards delivery of service.

Today the Companies Division can rightly boast about its success. The right legal framework applied for a decade now has given rise to some 125 satisfied members of staff and 90 000 customers whose sincerity and loyalty are unquestionable.

Recently, in line with government’s objective to reduce movement of people, the Companies Division has adopted the motto of “moving Data to people”. We have constantly streamlined our processes to provide a more efficient service to our customers

Incorporation of companies no longer requires any prior reservation of names. Additional counters have been set up for the convenience of the public and the services offered are clearly labelled on a notice board. A specific counter has been set up and up to date information of our services are provided. Separate counters have been made available to cater for the submission of documents required under the Acts and the obtention of the Business Registration Card.

The waiting time has been drastically reduced. In the waiting area, a screen has been installed and a seating area provided for the comfort of the public. Services to the public are located and restricted to one floor so there is no need to move around the building. Suggestions from the public as well as complaints -however trivial- are taken into account. Measures have been taken to achieve greater efficiency by the use of information technology. A central database of all companies and businesses registered is kept at the office and is updated daily. The introduction of e-info services has allowed for information on any company to be obtained 24/7 anywhere from the comfort of one’s premises. Forms (both prescribed and approved) in accordance with the Companies Act 2001 and the Business Registration Act 2002 are available not only at the counters but can be easily downloaded from the website. Pamphlets regarding specific topics or the existing laws: for example - incorporating a company/filing financial statements/dissolving a company (etc) are at the disposal of the public free of charge. These user friendly documents are written in simple layman language, and constitute a practical and essential tool for the person who wishes to set up a company or to carry on a business.

Given that customer service is an important indicator of high performance, surveys have been carried out to measure the quality, quantity and equity of service provision. In that context, the Ministry of Civil Service & Administrative Reforms conducted a “Mystery Shopping” exercise where the services of our office were assessed.

Continuous improvement in service delivery has urged officers of the Companies Division to treat the consumers with courtesy and consideration.

Actors and Stakeholders

 Who proposed the solution, who implemented it and who were the stakeholders?
It is undeniable that when it comes to decision making, the top management’s role is essential. Service delivery being an all important aspect of the Companies Division, it is up to the management team to devise solutions for customer satisfaction. The Companies Division constantly ensures that prompt, efficient and effective customer service is provided at all times. Thus the need to work in a team and at the same time to strengthen that team spirit which is so important in an organisation is recognised as one of the core values of the office.

Our customers include not only the general public, professionals operating in the business community, a large variety of professionals such as chartered secretaries, chartered accountants, barristers, attorneys and management companies but also ministries and parastatal bodies.

The Companies Division has put into practice the principles established in the Public Service Delivery Charter. The users of services are through customer surveys and meetings consulted for continuous improvement. A sort of balance is constantly kept between what the customers want and what the Companies Division can realistically provide. Standards which are relevant and meaningful to the customers are maintained. They are published and displayed at the point of delivery and communicated as widely as possible so that the customers know what level of service they are entitled to expect, and can make complaints if they do not receive it.

The concept of courtesy goes much wider than asking the officers of the Companies Division to give a polite smile and saying "Please" and "Thank you" though these are certainly required. It embraces an entire code of behaviour in which the officers put themselves in the shoes of the customers and treat them with as much consideration and respect as they would want to receive themselves. A courteous and respectful greeting requires no financial investment.

Information is one of the most powerful tools, sometimes the only tool that customers expect in order to exercise their right of good service. The information provided by the staff of the Companies Division is accurate, accessible, consistent, understandable and timely. Failure to give a member of the public a simple, satisfactory explanation to an enquiry may result in an incorrectly completed application form which could be costly.

Through communication and regular meetings, all members of the staff are made aware of the importance of good quality service. Such values as openness, transparency, responsiveness, sense of innovation would not have been possible if the staff were not sensitized about their role in the Division.

(a) Strategies

 Describe how and when the initiative was implemented by answering these questions
 a.      What were the strategies used to implement the initiative? In no more than 500 words, provide a summary of the main objectives and strategies of the initiative, how they were established and by whom.
After almost a decade the Companies Division is now reaping the fruits of the successful implementation of the 2001 new Companies Act and the various strategies used to set up this legal framework are proof of its success. Today the Division takes pride in having achieved a service delivery worthy of the new millennium.

With the introduction of e-government, the Companies Division has been the first public sector to transform and modernize its service delivery. Improvement plans focused mainly on the existing levels of service and the proposed service standards to be adopted.

The Companies Division has had to bear the impact of international changes. As it deals with local as well as international customers, it has made enormous efforts to provide them with a world class service that is fast and reliable. The one day incorporation of businesses is one of its major achievements.

Technological changes continue to drive the Companies Division towards the use of the most sophisticated and high-tech equipments. Staff has to be constantly trained to respond to the greater expectations of customers, stakeholders and the ever important relationship with Ministers and their offices.

The strategies adopted are not designed for a specific period. Ongoing process for globalization, advanced technology and even mindset of customers are challenges which call for continuous improvement. Even, up to this date, the counters which have been set up, the speed and efficiency of the staff, the accuracy of advice and information given have all resulted in enhancing service delivery and in bringing customers’ satisfaction in serving them.

(b) Implementation

 b.      What were the key development and implementation steps and the chronology? No more than 500 words
The Companies Division is the only organisation in Mauritius where information regarding companies, businesses and partnerships are kept. Over the years, the Division has resorted to a most judicious sense of organisation in order to overcome the steps leading to the development and implementation of the strategies it has devised.

As already mentioned, in 2001, the Companies Division implemented a new Companies Act which is simple and easy to understand. Strenuous efforts have been made to ensure that all users and potential users are aware of the new law governing companies. Guidelines on implementing the law were prepared and posted on the web.

In 2006, the Business Registration Act came into force. The officers of the Companies Division not only register businesses at its office but even help users to register their businesses by setting up outpost offices. Thus, the Companies Division sent its officers in local authorities such as Municipalities and various District Councils to enable all those having businesses to obtain their business cards locally.

Since 2004, the computerised system of the Companies Division was overhauled to improve service delivery by feeding in fresh ideas for improvements and identifying areas where existing systems are a stumbling block to better service. The service delivery improvement programme has thus been made more rapid. But it is not a one-off exercise. It is an ongoing and dynamic process because as standards are met, they must be gradually raised.

More recently - in August 2007 - a unit of this office has been set up in Rodrigues, at Port Mathurin an island close to Mauritius to enable the people in Rodrigues to register their companies and businesses without incurring additional expenses. The unit provides them with the same services delivered in Mauritius.

(c) Overcoming Obstacles

 c.      What were the main obstacles encountered? How were they overcome? No more than 500 words
The Companies Division focuses on achieving work excellence – especially excellence as regards delivery of services. In so doing, continuous improvement has to be brought about and a few obstacles and challenges had to be overcome.

Change is usually not welcome in the workplace since work habits are usually resistant to changes and innovations. The staff and customers of the Companies Division are no exception.

Funding is and has always been one of the major problems that the office encountered as expenditure for public funds needed to be accounted for. From the acquisition of simplest office equipment to the most sophisticated electronic tool and even to the recruitment of personnel, all expenditures have to go through tedious and sometimes time consuming procedures.

However, due to increasing expectations and pressures of the public who expect expediency and efficiency from the Companies Division, the Government has always made it a priority to release as expediently as possible the financing needed to enhance the delivery of our services.

Another problem encountered relates to the introduction of new legislations. The imparting of knowledge to staff and members of the public has been met with frustration and confusion at times. However, with proper training and clear explanation of the legal framework to the staff whose main duty was to advise and inform the customers, the problem has been in the end minimised. Open communication and appropriate level of feedback and sufficient distribution of resources, time, personnel and finances have helped to improve service delivery. "Customers come first" is not an empty slogan, but a fundamental business principle which is adopted and applied throughout.

(d) Use of Resources

 d.      What resources were used for the initiative and what were its key benefits? In no more than 500 words, specify what were the financial, technical and human resources’ costs associated with this initiative. Describe how resources were mobilized
The improvement of service delivery in the Companies Division is an ongoing process. To date, customer surveys have revealed the efficiency of our service.

Funds made available to the Companies Division for setting up of counters, for the buying of equipment as technological tools facilitate individually crafted service packages, particularly through internet connections. A code of conduct, giving guidance about the way the staff should behave towards the customers has been devised. Service delivery and customer care have been included in public service training. Programmes and formal training are given to all those who deal directly with the public, whether face-to-face, in writing or on the telephone. The officers of the Companies Division have undergone these training courses.

Sustainability and Transferability

  Is the initiative sustainable and transferable?
This office was the Grand Winner of the Excellent Counter Service Award for the year 2003 first of its kind organized by the government.

Following our recognition as a department providing excellent service to customers and other stakeholders, the services of the Office of the Registrar of Companies have been solicited on numerous occasions by various departments to share its knowledge and experience in the field of customer service.

The Civil Status Office was the first organisation to be provided with an overview of the measures that have been implemented to meet the needs of the public. The Police Department organised a forum where our achievements were brought to light. The Ministry of Women’s Rights, Child Development and Family Welfare also organised a similar workshop where the collaboration of the Registrar of Companies was called for.

Surprisingly, our reputation as an excellent service provider has gone further than our territorial limits. In fact, the office of the Registrar of Companies has been rather active in the region over the past years. In August 2003, our department welcomed delegations of fellow officers from Namibia and Botswana who were seeking advice and guidance for the implementation of their new computerized system.

Moreover, the Government of Rwanda has sought the advice of the Registrar of Companies on the setting up of its own registry.

Recently two delegations from the United Arab Emirates and the Government of Ghana undertook an information tour to appraise the various facilities processes afforded by the office. All this clearly demonstrates that our contribution to improve service delivery has been and it is hoped will be a continued source of inspiration to other departments locally and internationally. The Registrar of Companies is regularly invited as guest speaker in many international forums. International institutions regard the Companies Division as a showcase on “Doing Business” and our model has inspired many jurisdictions.

Lessons Learned

 What are the impact of your initiative and the lessons learned?
Generally speaking, the expectations of the Mauritian population in terms of prompt, efficient and effective customer service are continually rising. People are asking for services to be accessible in a timely and convenient manner.

So measures have been implemented so as to provide customers with services that are fair, equitable, correctly and lawfully delivered. New training methods of the staff have been developed to refocus and enhance existing skill in managing relationship with customers.

Training on the various laws that are administered by the Companies Division was carried out by management. This has led to a better understanding of the laws. Through communication and various meetings, staff was made aware of the importance of good quality service. The team spirit was strengthened at the same time, thus providing a prompt and efficient service to the customers’ satisfaction.

The Companies Division has extended its opening hours during weekdays to offer longer hours of service to the public locally and abroad. Clear indications are provided to guide the customers to the proper office during peak periods. Additional cashiers are in place to avoid long queues.

Before the new measures were implemented, it was current practice that reminders were being sent to customers after due date for fees to be levied. With the introduction of e-government a notice is being published on our website and is being sent to customers individually informing them that the fees would be due soon for them to arrange for payment at the earliest convenience.

Significant efforts have been made to improve accessibility. The one-stop shop policy has been created to bring together services to one stop front.
The quality of leadership that prevails within the Companies Division has given rise to a successful service delivery. Leadership is not just for developing policies, for setting up performance systems and reporting, but it rests on its capacity to build relationships, to address problem and to inspire a sense of purpose and direction and to establish and maintain productive working relationships among the staff, the customers, the stakeholders and the ever demanding relationship between Ministers and their offices.

The Companies Division is constantly keeping track of rapid changes in the business world worldwide but it never loses track of the quality of its service delivery. Special emphasis is laid on the importance of delivery of service nowadays. Even Dr The Honourable Navinchandra Ramgoolam, Prime Minister of Mauritius considers it a priority when on the occasion of the Public Service Excellence Award 2009 ceremony, he said:

“The success of any country lies in the strength and credibility
of its institutions. As such, it is vital that the public
service continually renews itself to ensure high quality
public services.”

Contact Information

Institution Name:   Companies Division
Institution Type:   Government Agency  
Contact Person:   Divanandum Packiry.P.Chinien
Title:   Registrar of Companies&Businesses/Dir of Solvenc  
Telephone/ Fax:   208-4117
Institution's / Project's Website:   208-7263
E-mail:   comd@mail.gov.mu  
Address:   One Cathedrl Square Bldg 3rd Floor
Postal Code:  
City:   Port Louis
State/Province:  
Country:   Mauritius

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