ER Group looks ahead with a 10-year vision for growth and impact

In October, ER Group officially presented its 10-year strategic vision to its 175 business leaders. This marks the beginning of a new phase for the Group, following the recent unification of ENL and Rogers under a single structure. With a simplified governance model and a clearer group identity, ER Group is now laying the foundation for long-term growth, both locally and regionally.

 

A new foundation for a unified group
 

Earlier this year, ENL and Rogers formed a single entity, aiming to streamline operations, improve decision-making, and foster stronger collaboration across the group’s businesses. Today, ER Group brings together seven key segments, Agribusiness, Real Estate, Logistics, Hospitality & Travel, Commerce & Manufacturing, Finance, and Technology & Energy, under one shared vision. With the roll out of the group’s new 10-year strategic vision, they are now aligned behind a common strategic direction and are expected to contribute collectively to the group’s long-term goals.

 

A strategic vision, not just a plan
 

The 10-year strategic vision is a guiding framework designed to bring clarity, unity, and purpose across the group. It sets out the group’s ambitions, identifies key strategic priorities, and outlines the areas of focus that will shape decisions over the coming decade.
 

At the core of the strategy is a clear ambition: Shaping tomorrow by leading responsibly, uniting strengths, and expanding horizons.
 

This ambition reflects both a business mindset and a broader role in society. It recognises the need to perform financially while also contributing to national progress, regional integration, and sustainable development. The group sees itself not just as a set of companies, but as a long-term actor in the economic and social fabric of the region.

 

Four pillars to guide the next decade
 

The strategy is built around four core pillars that will shape the group’s priorities over the coming years:

• Business leadership

ER Group will continue to invest in and grow businesses that are scalable, self-financing, and capable of achieving strong positions in their respective markets. These are considered the main drivers of long-term performance.

• Synergies

By strengthening collaboration and building synergies with public and private partners, the group aims to boost efficiency and collective value.

• Regional expansion

While the group aims to strengthen activities in Mauritius, contributing to the country’s economic and social fabric, growth beyond Mauritius remains a strategic goal, but will follow a measured, opportunity-led approach. The focus will be on industries and countries the group already knows, using asset-light models and trusted partnerships to expand sustainably.

• Stewardship
  ER Group places long-term responsibility at the centre of its strategy. This includes contributing to national development, engaging in public dialogue, sharing expertise, and playing an active role in shaping economic, social and environmental progress across the region.
  
   

People and Technology: The core enablers
 

Four enablers have been identified as critical to the successful execution of the strategy, with two — digital capabilities and people — already in focus and highlighted during the presentation. This will help identify where technology can create value, whether through better data, more automation, or smarter use of artificial intelligence. The approach is practical and business-driven. Rather than applying generic digital solutions, the aim is to identify specific areas where technology can improve performance, efficiency, or customer experience.
 

At the same time, the group is placing renewed emphasis on culture, leadership, and inclusion. A successful long-term strategy requires the right mindset across teams. ER Group is therefore investing in leadership development, encouraging collaboration between teams and across business lines, and promoting a culture where agility, responsibility, and collaboration are central to how people work. The group recognises that long-term value is not created by structure alone; it depends on people, relationships, and the ability to adapt.
 
 

Looking ahead with purpose
 

The coming months will be focused on translating this vision into action. Each business will define its contribution. Strategic ambitions will be tested, refined, and aligned. And from there, the Group’s three-year strategic plan for horizon 2029 will provide a roadmap for the first phase of execution.
 

With this strategic vision, ER Group is entering a new chapter, one that builds on its legacy, its people, and its capacity to evolve. The ambition is clear. The structure is in place. The first steps are underway.