The third cohort of the En Route Vers le Made in Moris (ERVM) programme is entering a decisive phase, as 34 Mauritian companies move closer to the final assessment that will determine their eligibility for the Made in Moris label.
Since its launch in January, the programme has given participating businesses several months to learn, share experiences and work on the areas they wanted to improve. Through training sessions, hands-on workshops, exchanges with fellow entrepreneurs and one-on-one coaching, the companies have been able to take a closer look at how they operate and identify where they can do better. With the closing ceremony coming up in September, they are now entering the final stage: the certification visits.
A More Diverse Cohort, with Tailored Support
Reflecting on the progress made so far, Yann Charlotte, Head of Operations and New Business Development at Made in Moris, says the commitment shown by participants has been one of the programme’s key strengths.
“Since the launch of this third cohort, we have seen a strong commitment from the participating companies and a genuine desire to improve. The En Route Vers Made in Moris programme is not simply a pathway towards certification; above all, it is a support programme that enables companies to step back and assess how they operate, identify areas for improvement, and implement stronger and more sustainable practices.” said Yann.
According to Yann Charlotte, the first certification visits have produced encouraging results. He noted:“We are already seeing positive changes in the way they approach quality, internal structuring and their future development.” The programme is about more than obtaining a label. It is an opportunity for businesses to take a closer look at how they operate, identify weaknesses and put more structured and sustainable practices in place.
This year’s cohort brings together businesses of different sizes and from a variety of sectors, with many of them being smaller enterprises. With each company facing its own set of challenges, some parts of the programme have been adapted to better suit their needs, while still keeping the standards required for Made in Moris certification. The training has covered practical areas such as quality management, business organisation, sustainable development, marketing, human resources, communication and business strategy.
Charlotte Moothooveeren, Onboarding and Process Manager, says the diversity of the cohort has itself become an important part of the learning process. She says: “Each company comes with its own history, challenges and ambitions.”
The businesses have also benefited from individual coaching provided by the National Productivity and Competitiveness Council (NPCC), allowing the participants to work on challenges specific to their organisations.
Time for the Final Assessment
The coming weeks will be mostly focused on the assessment of the participating companies. This decisive stage will measure their compliance with the requirements set out in the Made in Moris label specifications and identify those that will soon join the community of certified companies.
From passion to structure
At family-owned LKS, Sales and Marketing Manager, Nicolas Ng Ah Ngan says the company had operated for years according to its own internal standards. Joining the programme forced the business to examine those practices more closely.
The biggest challenge, he says, was documentation. He explains : “It was not simply a matter of adding a few procedures; we almost had to start from scratch. We had to analyse our working methods, identify areas for improvement, correct our processes and put numerous systems in place. This work required nearly a year of effort.”
Ng Ah Ngan says the weekly interaction with other businesses gave participants an opportunity to exchange experiences and learn from one another. One lesson stood out:”you cannot do everything on your own. As a company grows, a leader can no longer handle everything from A to Z. Every detail matters: product development, marketing, finance, production, logistics and deliveries. To succeed, it is essential to surround yourself with a competent team and know how to delegate.”
For LKS, the next ambition is international expansion. And the company now sees stronger internal structures and clearly defined processes as essential to achieving that goal.
Artificial intelligence has also emerged as an unexpected tool in that journey. Training on AI and social media, Ng Ah Ngan says, showed the company how the technology could be used more strategically for communication, marketing and internal operations.
Turning craftsmanship into a business
For Krea Lokal, the motivation for joining the programme was closely linked to identity. Cheryl Acheemootoo, the founder of Krea Local, joined the programme for one only objective which was to strengthen the company’s position and demonstrate that Mauritian craftsmanship can stand alongside international brands. But turning that ambition into a sustainable business required more than passion.
Like many entrepreneurs, Cheryl Acheemooto found that the early stages of building a business were driven largely by instinct and enthusiasm. The programme helped Krea Lokal bring greater structure to its operations and formalise its vision around its brand, quality standards and values. “It enabled us to put on paper, with precision, what we want to achieve in terms of brand image, quality and values. Today, we have a much clearer vision of the future of our company and a more rigorous structure focused on promoting Mauritian know-how,” Cheryl explained.
Environmental responsibility was another important takeaway for the business.“It demonstrated that environmental commitment goes far beyond isolated actions: it is a strategic pillar that is directly integrated into the DNA of a company.” The experience has reinforced her belief that a business can remain profitable while also protecting the environment and promoting local know-how.
A different kind of leadership
For Eric Eleonore, Chief Executive Officer of Amenities Production Resources, the programme came at an important turning point for a company that has been operating for 18 years.“We had grown, developed several business activities and built a team of around 30 people, but it had become necessary to better structure our organisation in order to continue developing and move to the next level,” Eric said.
One of his biggest personal challenges was learning to delegate more effectively and empower his management team.“My main challenge was learning how to delegate more effectively, empower department heads and give them greater autonomy.” Eric also says the experience changed his perspective on leadership.“What I take away above all is the importance of having a clear vision and knowing how to communicate it to the entire team.” For him, leadership ultimately comes down to setting a clear course while remaining connected to the people within the organisation.“Being at the head of a company is like being the captain: you have to set a direction, make difficult decisions and take responsibility, while remaining human and attentive to your employees,” Eric stated.
Growth with purpose
For Ashwan Mungur, Financal Planning & Strategic Initiatives Manager at FinClub, joining the programme was part of a broader ambition to ensure that the company’s growth is built around responsible governance and a strong corporate culture. “As a Mauritian company, we wanted to go beyond economic performance and ensure that our continued growth is based on solid foundations, responsible governance and a strong corporate culture.”
The sustainable development component was particularly valuable, helping the company consider environmental and social challenges as potential opportunities for value creation while strengthening its approach to risk management and resilience. Ashwan also highlighted another benefit of the programme: the people. Bringing together entrepreneurs from different sectors created opportunities to compare experiences, discuss challenges and exchange ideas that could be applied within their own businesses.
For him, one message from a mentor stood out:“One piece of advice shared by one of the mentors particularly resonated with me: always seek to create value for others and identify opportunities for the entrepreneurs you meet.” That philosophy extends beyond individual businesses and towards the wider entrepreneurial ecosystem. “The success of a company does not depend solely on its own performance, but also on its ability to help its ecosystem grow.”
