How we lead
What are the specific risks and oppor - tunities that affected Trimetys’ ability to create value? A tighter cash-flow situation has had a signif icant adverse impact on our financial position. Our business model has also been challenged by greater complexity and lack of visibility in some sectors, especially hospitality. Anuncer- tain economic outlook makes it more difficult to develop and implement our medium-term business plans. The current context alsobrings an addi- tional layer of complexity to providing strategic value to our businesses. What is important is to ensure the sustainabil- ity of ourmarkets in the short, medium and long termwhile strengthening our resilience in these sectors. TheCOVID-19pandemicnot only creates serious challenges, but also provides new opportunities. We need to be prepared to carefully watch for such opportunities andaboveall, beprepared for an unknown future.
models in a greener, smarter, more connected, fairer andmore caringworld. This crisis is perhaps an opportunity to reconsider the very foundations of our social and economic life. As history has shown, choices made during crises can shape the world for decades to come, says the Chairman and Director of the McKinsey Global Institute, James Manyika. According to him, whatwill remain critical is theneed for collective action to build economies that deliver inclusive economic growth, prosperity, and safety for all.
innovation. Despite the bleak outlook, I am confident about the future.
I would like to conclude by expressing my appreciation to our dedicated and hardworking collaborators for demon- strating solidarity and resilience in the face of current headwinds. I am also honoured to have had the opportunity to work alongside our capable Direc- tors and thank them for the support they extended tomeduringmy journey leading this dynamic group and their confidence in the future.
Ezra Jhuboo Group Chairperson EJ
What are the strategic focal points for Trimetys in the coming years?
We have hit rock bottom and we can only go up fromhere. Crises oftenbring out the best in us. We must therefore continue to strengthen our pillars and our ability tobuildup resilience tobetter deal with the situationand its aftermath while keeping an eye out for further
How resilient was the Group against this backdrop?
On top of the tremendous f inancial pressure on businesses, life in general has been completely disrupted, with serious psychological, emotional and social consequences. The economic fallout on account of COVID-19 has led to significant financial losses but our Group is fortunate to have welcomed the State Investment Corporation (SIC) Limited into our capital structure. With the injection of fresh capital up to the sum of Rs 150m in tranches and the support of our banking partners, we have been able to navigate the crisis without any lay-offs to date. Could you also give us your views on economic recovery in Mauritius in a post-COVID-19 world? When thepandemicwill be over, wewill probably realise howmuch everything has changed fromtheworldwe used to live in. There are certainlymany lessons to be learned for the future. I believe it is absolutely necessary to reinvent ourselves. This could set the foundation for more inclusive business
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