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Ministry of Agro Industry and Food Security
Ministry of Agro Industry and Food Security>ROSE BELLE SUGAR ESTATE BOARD

ROSE BELLE SUGAR ESTATE BOARD

 

  
 
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ROSE BELLE SUGAR ESTATE BOARD

    

Tender Notice 
Vacancy ​ -
​Human Resource Consultant - 10 August 2017
- Job Advertisement
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Field Officer  

 

  

 

1 Background 
​2 MISSION & VISION STATEMENT                                                                              
​3 COMPANY STRUCTURE                                                                                                
​4 LAND MANAGED BY ROSE BELLE SUGAR ESTATE BOARD                           
​5 DIVERSIFICATION    
​6 HIGH VALUE PROJECTS 
7​ MAN POWER AND OPERATIONS
​8 TRANSPORT MANAGEMENT
9​ I.T SYSTEMS
 
1.     BACKGROUND

 

1.1     HISTORY

 
 
The Government of Mauritius acquired 6,764 Arpents of land on 3rd July 1973, the Rose Belle factory and garage from a Consortium consisting of the Mauritius Agricultural and Industrial Co. Ltd, Eau Bleue Ltd and the Grand Port Land Company Ltd.
 
The land was vested into the Rose Belle Sugar Estate Board (RBSEB) by an Act of Parliament on 14th July 1973.
 
 
With the creation of S.I.T in December 1995, growing and milling activities were separated and the Rose Belle Sugar Milling Co. Ltd (RBSMCL) was incorporated, having its own and separate accounts.
 
In-line with Government’s policy of centralisation of the milling activities in Mauritius, the Rose Belle Sugar Factory ceased its activities on 31st December 2001.
 

1.2     LOCATION

 
 
 

 
The Estate is located in the South-East part of the Island, extending from Le Val to Bananes and from Mare Tabac to Union Park. 
 
The lands of the Estate lie within the super humid zone with a mean annual rainfall ranging from 1200 mm to 3300 mm.
 
Most of its soils are shallow, highly eroded and of low natural fertility.  The land is situated in the super humid zone, where agro climatic conditions are extreme.
 
About 3,200 Arpents of land are under cane cultivation. The remaining are pasture lands, river reserves, roads and drains. The cane cultivated area is divided into two separate sections namely:
 
a)      Rose Belle Section
Rose Belle Section has a flat to slightly undulating landscape. The soil is free and gravely to rocky.
Rainfall is in the range of 2500-3000 mm annually
 
b)     Union Park Section
Union Park Section has a mix of free soil. The landscape is undulating to some very sloppy characterised by the presence of valleys.
Rainfall is in the range of 2500-3000 mm annually.

1.3     FACTORY CLOSURE AND V.R.S

 
 
The Rose Belle Sugar Factory ceased its activities on the 31st December 2001 and also implemented the Voluntary Retirement Scheme (VRS I) with a view to cut down its cost of production of sugar.
 
As such, the Estate has brought restructuration of its business activities with a view to right size its workforce and to focus on the improvement of efficiency, productivity and the outsourcing of its milling activities
 
In December 2007, the Estate implemented a second Voluntary Retirement Scheme (VRS II). 
 
As from year 2008, the canes of the Estate are being crushed by Omnicane Ltd. All canes are transported and delivered directly to the factory at La Baraque, L’Escalier.
 
 
 1.4     PHYSICAL LOCATION
 
 
 

 
The Rose Belle Sugar Estate Board is located in the south of Mauritius, about 38 km from Port Louis, the country’s capital and about 8 km from the International Airport at Plaisance.
 
The address is as follows:
Rose Belle Sugar Estate Board
Royal Road
Rose Belle
Republic of Mauritius
 
Tel  (PABX) : (230) – 627 45 45
Fax : (230) – 627 64 63
Email  : admin@rbseb.mu
 

2.     THE CORPORATE VISION & MISSION STATEMENT

2.1     VISION STATEMENT

To manage the assets of the Rose Belle Sugar Estate Board efficiently and effectively so that there is a wealth generation, welfare and modernisation, thus benefiting our employees, stakeholders and society at large.

2.2     MISSION STATEMENT

Rose Belle Sugar Estate Board will be recognized at national and regional levels by its counterparts as being among the best managed sugar industry organisations. Our propensity to innovate and to take initiatives in the best interest of our customers, staff and other stakeholders will be our distinctive mark.

3.     COMPANY STRUCTURE

3.1     THE BOARD

In accordance with the Section 6 of the Rose Belle Sugar Estate Board Act, the Board is composed of the Chairman and 9 members as follows:
 
Description
Name
Chairman of the Board
Mr. D. Nadan
Members
Mr. V.Gondeea
 
Mr.O.K Dabidin
 
Mr. B. Auckel
 
Mr. F. Doobory
 
Mr. K. Khelawon
 
Mr. J. Poochun
 
Mr. S. Sumputh
 
Mr. H.Suntobocus
 
Mr. M. Veerapen
and in attendance are the following:
 
Officer-in-Charge
Mr H. Ramahotar
Secretary at the Rose Belle Sugar Estate Board
Mr. S.K Bacchoo
 

3.2     SENIOR STAFF

Senior Staff of the Rose Belle Sugar Estate Board Act, the Board are as follows:
Description
Name
​E mail
General Manager
Mr. D. Babajee
g.manager@rbseb.org
Personnel Manager
Mr. S. Doorgakant
p.manager@rbseb.org
H.O. Section
Mr.D. Bussier
I.T Responsible
Mr. S. Durgauhee
s.durgauhee@rbseb.org
Cost & Budget Co-ordinator
Mr. G. Paris
g.paris@rbseb.org
Payroll Co-ordinator
Mr. D. Appadoo
d.appadoo@rbseb.org
Confidential Secretary
 
cs@rbseb.org
​Accountant accountant@rbseb.org
​Assistant Store Keeper r.harwanth@rbseb.org
 

3.3     THE COMMITTEES

The Board has set-up the following sub-committees:
 
-        Finance & Tender Committee
-        Human Resource & Good Governance Committee
-        Business Project & Development Committee
-        Social & Welfare Committee
-        Legal Committee &
-        Land Management Committee.

4.     LAND MANAGED BY ROSE BELLE SUGAR ESTATE BOARD

4.1     LAND UNDER COMPULSORY ACQUISITION

 
Since year 1973 to-date, the Estate has played its economic and social roles fully in line with Government policy. Several major infrastructural developments have taken place in the region on lands belonging to the Estate namely:
 
 
 
Project
Area in Arpents
1
The Jawaharlal Nehru Hospital
22.52
2
La Vigie Airport Highway
97.80
3
Sookdeo Bissondoyal State Secondary School, Rose Belle
2.00
4
Youth Centre and Sport Complex (Football Stadium)
5.00
5
Housing Developments
16.47
6
Traffic Centre
3.50
7
Cremation grounds & social projects
7.04
8
Market Fair
9.50
 
Total
163.83
 
Not only has the Estate collaborated fully with the Government to implement all these projects but it has also responded positively to requests from the various socio-cultural organisations. It has also helped in community services and in this respect, the Estate has leased lands to several socio-cultural organisations.

4.2     LAND NOT UNDER CANE

Presently, the Estate has about 3,200 Arpents of land under cane cultivation. To-date about 3,000 Arpents have been allocated to various projects such as:
 
a)      Government acquisition for schools, hospital, housing and roads;
 
b)     Land leased for projects like rice production, rock quary, milk production, vegetable production (500 Arpents & Hydroponic Village Schemes), Employees Real Estate Investment Task-EREIT and land allocated to employees following VRS 1, VRS II and factory closure.
 
The remaining are pasture land, river, mountain reserves, roads and drains.

5.     DIVERISIFICATION

5.1     ORCHIDS PRODUCTION

 
 

The Estate has an orchid production unit of around 9,000 adult plants. Flowering potted plants are actually leased to hotels, government offices and potted flowers are also sold on the local market.
 
Potted flowering plants are also sold through market fair and press adverts to the public and there is a strong demand.
 
 
 
 

5.2     PALM

 

The Estate had initiated a Pejibaye Palm production project in year 2006 over an area of 2 Arpents. 
 
However, when the first plantations reached production stage, it was noted that the market is very limited and the projected sales could not be achieved.
 
Hence, the project was kept in abeyance.
 
 

5.3     DEER RANCH

 

The Estate has a deer ranch of about 350 Arpents at Le Val.  The deer ranch in its actual mode of operation has never been profitable over the past 10 years.
 
Presently, the Board has initiated a rehabitation programme to make the ranch more remunerative and this will be combined with other activities.
 

5.4     CROP DIVERSIFICATION

Production of field crops like potatoes, onions and flowers are being envisaged on a large scale.

6.     HIGH VALUE PROJECTS

6.1     PROPOSED BUSINESS MODEL

The Estate’s way out is to seek strategic partners for the development of businesses where extensive land area is a pre-requisite.  As the company is low-geared, the land could go in as the equity participation, while potential strategic partners could participate in terms of financial injections and expertise.
 
With this strategy, the Estate could be turned into a “services focussed” company, with as many subsidiaries and/or associated companies involved in cane growing and other businesses of substance with strategic partners, yet to be identified.

6.2     PROJECTS IDENTIFIED IN THE SHORT & MEDIUM TERMS

 
   
 
  
 
 
 
The Estate through its Business Project & Development Committee is currently perusing some pertinent projects which will definitely add to the revenue of the Estate as follows:
 
a)      High value Agricultural projects;
 
b)     Commercial Complexes on High-value land;
 
c)      High quality residential projects while adopting smart-city principles;
 
d)     Sustainable Energy generation through Photovoltaic, Bio-Mass and Windmill projects;
e)      Health City & Educational Global Village.
 

7.     MAN POWER & OPERATION

7.1     MAN POWER

Today, the Estate has a work force consisting of the following:
 
                     DETAILS
Permanent
Contract
Total
Male
Female
Male
Female
Staff – Regular
12
2
-
-
14
Staff – On Contract
 
-
2
-
2
Agricultural workers
237
24
2
-
263
Non-Agricultural workers
44
1
-
-
45
TOTAL
293
27
4
-
324
 
 

 

 

Contractors with seasonal workers are hired during the harvest period

 
 
 

7.2     CULTURAL OPERATIONS


The Estate has already embarked on a re-engineering process of its growing operations to make its operations more competitive and sustainable, among which are:
 
-        Re-design of its cultural operations to make them less costlier;
-        Review fertilisation practices and operations;
-        Block harvesting and varietal adoption;
-        Re-visit cost saver operations.
 
8.     TRANSPORT MANAGEMENT

The Estate has its own internal fleet of vehicles/equipment to perform the various transport and loading operations during crop and intercrop seasons. 
 
These consist mainly of agricultural tractors, mechanical loaders, haulage tractors & trailers, lorries and pick-up vans.
 

 
 

9.     IT SYSTEMS

9.1     I.T PROJECT IMPLEMENTATION

The Estate has fully upgraded its I.T infrastructure since year 2012 consisting of its hardware replacements and software applications.
 
The overall objectives of the upgraded system are therefore:
·      to respond to information needs at all levels of the organisation, namely:
 
-          EXECUTIVE
-          MANAGERIAL
-          OPERATIONAL
 
·      to provide reporting mechanisms for responsibility accounting, whereby the performance of departments may be measured, compared and controlled;
 
·      to be adaptable to the organisation methods and practices;
 
·      to focus on major cost areas of a typical sugar estate, e.g. transport & mechanisation, cultivation and labour;
 
·      to decentralise the data capture at source and provide direct access to the end users while guaranteeing a high level of security and control;
 
·      to provide a high degree of systems integration so as to streamline the work procedures and avoid unnecessary duplication;
 
·      to cater for the reporting needs of various external institutions and organisations that interact with the sugar industry.