21 I N T E G R A T E D R E P O R T 2 0 2 1 C H A I R P E R S O N ’ S M E S S A G E I must point out that our resilience is not the result of a one-off exercise or post-COVID measures. It is the continuity of 34 years of improving our frameworks and processes to meet customer expectations, and placing innovation and continuous improvement at the core of our culture. An effective, independent and diverse Board As we faced a string of difficult decisions brought on by the pandemic, we reflected not just on Cim Finance’s purpose, but also on the role of the Custodians of our purpose: our Board of Directors. We believe that principles of good governance are an imperative in Mauritius, where historically, family businesses have long dominated the economic and social landscape. Cim Finance is one of them. With this in mind, we are determined to not only adhere to the principles set out of the Code of Corporate Governance for Mauritius, but to also go above and beyond in our stewardship role. Ultimately, the Board is responsible for providing strategic guidance; ensuring that the organisation operates responsibly, ethically, transparently and sustainably; maintaining a sound system of control to safeguard all stakeholder interests; and above all, for disseminating a culture of accountability and compliance throughout the organisation. Critical to our ability to carry out our duty is the objectivity with which our Directors make decisions. Indeed, we are proud of the work that has gone into diversifying our Board and leadership team. Half of our Board is composed of independent directors, who, together with our non-executive and executive directors, ensure that all decisions are exercised with objective judgment. Our Committees are all also headed by independent directors to the same end. We also improved gender diversity on the Board, within the management team and at the staff level, which will no doubt lead to well-rounded decisions as we onboard a diversity of knowledge, experience and perspectives. The next financial year will certainly bring another set of challenges, and we cannot claim to be out of the woods yet. We intend to closely monitor the evolving economic environment to get ahead of risks and mitigate the impacts on our business, particularly as we have a Leasing component that is highly dependent on tourism. Moving forward together All countries and businesses of all types and sizes have been tested since the onset of the pandemic. Those which have survived, or even thrived, have been those that kept the interests of all their stakeholders at heart. Cim Finance’s performance this year is a testament to our ability to remain true to our purpose. And as we are set to celebrate 34 years of existence, we wish to draw on three decades of legacy to put our experience to the service of our country and play a meaningful role in its economic and social well-being. As I mentioned in the beginning of my message, increased collaboration between and beyond the sector will be critical to the prosperity of the country. We look forward to collaborating with our peers and with the authorities to deliver on Mauritius’ vision for recovery. Amid the struggles we continue to endure, we should take stock of the silver linings of this pandemic—it has confirmed the power of cooperation and unity in pursuit of a shared future. Before ending my message, I would like to thank my fellow members on the Board for their invaluable support; and on behalf of the Board, I would also like to extend my appreciation to the management and executive team for displaying such strong leadership skills as they guided us through the crisis. I could not be prouder of our employees for their unstinting dedication despite facing both personal and professional challenges. My heartfelt gratitude goes out to every single one of them for their hard work, honesty and trust. Your Chairperson AISHA TIMOL
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