of covid - 19 and we embark on the process of recovery, it becomes clearer that the very structure of our economy is called upon to change. we must now focus on identifying new economic avenues for our future generations. my call to all hr professionals in mauritius is to keep pace with our economic development as you have the key responsibility of preparing our labour force of tomorrow, not only for the banking and financial sector, but across the economy. on this note, as we all pray for better days, may i wish you and your families happy holidays. i thank you for your attention... 3 / 3 bis central bankers'speeches

business continuity across and beyond the confinement period. while serving customers was a priority, the bank also saw to it that all required sanitary protocols were adhered to in order to protect both the public at large and employees in the banking industry. 1 / 3 bis central bankers'speeches the bank of mauritius too initiated several measures to ensure the safety and health of its employees whilst also ensuring that operations were maintained. with a view to mitigating propagation risks, a work from home strategy was implemented in august 2021. currently, around 30 per cent of staff are working from home and we see to it that the disinfection of the bank ’ s premises is conducted on a weekly basis. thinking and working as a team and making no compromise on our staff ’ s safety has allowed all functions to be operational during the pandemic. the bank ’ s internal covid protocol is being continuously adjusted in the light of latest information on the evolution of the coronavirus. ladies and gentlemen, digitalisation and distributed work arrangements may be the answer to some of the pressing challenges that organisations are facing in the wake of the covid - 19 induced disruption. the pandemic has in effect accelerated the shift towards technology - driven and sustainable processes. it is a fact that no enterprise, no organisation, or country can aspire to sustained growth without a healthy, skilled and motivated workforce. this is justly why i am fully committed to enabling the bank ’ s staff to acquire the necessary skills and provide them with the most appropriate tools and work environment. the objective is to ensure that the bank can continue to seamlessly deliver on its statutory objectives even in worse case scenarios. i know that, just like the banking industry has endeavoured to come to the rescue of the economy, all of you too, as human resource leaders, have played a key role in tackling resourcing and efficiency challenges posed by the pandemic. it is important that due tribute be paid to you for devising solutions to maintain business continuity and to help employees cope both professionally and psychologically with this unprecedented crisis. covid 19 has indeed changed the experience of work for the vast majority of employees. it has forced organisations, both locally and across the globe, to revisit how work is organised and how jobs are designed. another consequence of the pandemic is that the potential for fractures between employee groups has also increased. an example of such fractures is that there now exist groups of people who can work from home and those who