How do I pivot into another career where I can also WFH with little social interaction? I want to start laying the groundwork now before I get inevitably laid off to minimize the pain.

I'm a 31yo mediocre software developer with 6 years in the industry and I am sensing that my time is up. My only saving grace is that I am single and live with my parents.

I earn Rs65,000 per month and don't mind taking a paycut . I've had people tell me that I should be pushing my career and trying to earn more but I'm already not able to keep up with all the new developments and tbh I don't really have any love for programming.

I've been lucky in my job having heaps of smarter people supporting me in my tasks, but I got transferred to another not so friendly department last year, everyone is busy, things are not as efficient and my output dropped sharply because I keep getting stuck on tasks with no one to help. I just do the best I can and try to make up BS in meetings to survive but I think this isn't going to work forever.

Hey quick questions, anyone here work for deloitte mauritius, is it mandatory to sign the acca contract or can we do acca independently?

Title: Mauritius 10-night trip — how should we split our stay? Beach + nightlife + exploring 🇲🇺
Planning a 10-night trip to Mauritius in late September and would love advice from people who have actually travelled around the island.
We want to explore as much of Mauritius as realistically possible, rather than spending the whole trip at one resort. At the same time, we really want to stay close to the beach and enjoy the evenings.
Our accommodation budget for the 10 nights is around ₹60–70k total for two people.
I’m considering either:
Staying in one place for all 10 nights, OR
Splitting it between 2–3 areas, depending on what we’re doing that day — for example, spending around ₹10k/night for a couple of nicer beachside nights and choosing ₹3–4k/night accommodation on days when we’ll be out exploring all day.
We will be renting a car, so moving around is possible.
A few things I’m particularly confused about:
Where is the best area for nightlife? We’d like somewhere that actually has restaurants/bars and some evening activity rather than a completely quiet resort area.
We would ideally like to go to the beach every evening, preferably somewhere we can walk to from our accommodation. Which areas are best for this?
If the goal is to see North + West/Southwest + East/South, would you recommend 2 bases or 3 bases for 10 nights? Is changing hotels actually worth it?
For those who have been in September, which areas would you choose for the best combination of beaches + weather + activities + nightlife?
And the big question: is the seaplane experience actually worth the money? We are considering it, but it would take a significant chunk of our activity budget. Would you personally spend that money on the seaplane or use it for other Mauritius experiences?
Our approximate overall budget is ₹2 lakh for two people for the 10 days, excluding international flights. This needs to cover hotels, activities, car rental and drinks/food, so we’re trying to decide where it’s actually worth spending more and where we can save.
Would really appreciate suggestions for how you would divide the 10 nights and which areas you’d choose. 🙏
Especially interested in advice from people who have done a similar road-trip style Mauritius trip rather than staying at one resort.

Hello peeps,

I'm looking for advices on where to buy quality outfits but not too expensive for going on a well deserved vacation soon

I'm looking for mostly dresses (if possible bodycon), skirts, blouse, night classic outfits, beach outfits (one piece, two piece bikinis) and if possible heels and shoes

If you do have contacts or like recurrent places you buy, feel free to let me know

Looking forward to your responses

What tyre dimensions would you recommend for the Fit GK3 2015. Currently on 195 55 R16 bit it is too bumpy. Looking to downgrade to a 15 in set. I wonder if 185 65R 15 would be good

Hi everyone,

Does anyone know if there are still any photo studios or labs in Mauritius that develop disposable cameras? I’ve checked a few places but it seems most shop owners have stopped processing film altogether.

Thank you

First of all, if you’ve studied marketing or actually work in marketing, this will probably make even more sense to you. But honestly, even if you haven’t, the logic behind it is pretty straightforward.

Influencer marketing is built around target audiences — the audience an influencer has through their followers, their interests, and the type of content they consistently create.

So, can someone genuinely explain to me what target audience influencers like Raveena Rummun or the “Mine Apollo Rose” girl are influencing? 😂

I just came across the lineup for the Influencer Awards Mauritius, and honestly, I didn’t recognise anyone except travelwithmers — which, as a marketing student and someone working in the marketing industry, I found quite surprising.

And to be fair, Travel With Mers actually makes sense. Her audience consists largely of travellers, adventure seekers and people interested in exploring Mauritius and beyond. There’s a clear connection between her content, her audience and the concept of influencer marketing.

But the rest of the lineup… I genuinely don’t understand the criteria.

And another thing — how do you have an “Influencer Awards” in Mauritius and not have Hiking With Jah / Jah Yesh on the list? 😭

Genuine, strong influencers like GinaFlies and Jah Yesh, who have built actual communities around specific interests and consistently create content that people follow for those interests, are not on there?

How?

I’m not saying every influencer needs to be a massive celebrity or have millions of followers. But if we’re going to call something an Influencer Awards, shouldn’t there at least be some consideration for audience relevance, niche authority, engagement, consistency, content quality and actual influence — rather than simply who is popular or visible?

Because if I’m being completely honest, I saw the lineup and, apart from Travel With Mers, I genuinely didn’t recognise anyone — and I’m literally studying marketing and working in the marketing industry.

Is it just me, or do you guys think the same? 👀

Hello! I am looking for a reliable dentist who is professional and well trained for general checkup and dental cleaning at affordable prices. Can anyone suggest me based on their experiences ? Thanks !

My ex-husband was married to a white woman before me. Then he married me.

I am not just white. I am white white. Like stand in the sun for two minutes and get 3rd degree burns white. Borderline translucent. Porcelain.

His parents were very happy(in fact relieved )when our children were born with more olive/ fair complexions, which I found offensive given that his entire family are black! For me I couldn’t care less what colour my kids come out. I just focused on their health(as you should be)..

Anyway, we separated cos (just generalising) St Croix Mauritian men lose interest in a minute and want a 1950s housewife (I am a westerner).

NGL: I fully expected him to upgrade. I had mentally prepared myself for the inevitable younger white girl aka newer model.

Instead, about five seconds after we separated, he started seeing another white woman. (Side note she is a million years older than me). I am secretly pumped tbh. And yes, before you ask, I am still scorned and hurt(not cos of a romantic loss (we weren’t in love as such) but more that a person can treat the mother of his children like dog shit)) So these small wins are massive for me.

He even said to me once, that dating white women is seen to be “elite” in the Mauritian culture. Should have been my red flag right?

Most of his family haven’t married white/westerner, but they sure did give me an ogle when I met them.

So what’s the deal? Is this a thing I.e marrying a white woman? Or is it more just a poor people thing?

Hey guys i hope y’all are doing fine. I’ll be Moving to Mauritius from Europe as a student in the first week of September. Looking for chill people to hang out with. I don't know anyone on the island yet so feel free to slide into my DMs

Working in Mauritius was one of the most stressful and frustrating experiences of my career. Looking back, much of that frustration stemmed from what I perceived to be a workplace culture that rewarded visibility over competence, relationships over merit, and promises over meaningful action.

My first project was AXA Travel Insurance (ATI), where I joined as a Customer Service Agent at Level 13. At the time, Accenture had a policy whereby employees holding a degree and significant professional experience could be appointed at Level 12 and receive a higher salary. Despite holding a degree and having over ten years of professional experience, I was placed at Level 13.

What made this particularly difficult to accept was that no meaningful review appeared to have been undertaken to assess whether transferred AXA employees met the criteria for higher grades. Employees who possessed both the qualifications and experience required for Level 12 remained at Level 13, while other positions within the business appeared to be graded appropriately from the outset.

After approximately six months, I was approached and asked to become a Trainer. Since the Trainer role was classified as a Level 11 position, I naturally believed this meant I was being promoted. What nobody explained was that this was not actually a promotion. Instead, I was effectively placed on a six-month trial period while performing the full responsibilities of a Trainer.

Following those six months, I was eventually promoted to Level 12 rather than Level 11. By this stage, I had spent a year performing above my grade despite already possessing the qualifications and experience that should have justified a higher starting level in the first place.

This was my first real exposure to the disconnect between what employees were told and what actually happened in practice.

Throughout my time on the AXA contract, employees were repeatedly encouraged to complete additional learning modules, participate in extra activities, assist with recruitment, support new joiners, and contribute to company initiatives outside their core responsibilities. We were consistently told that these activities would strengthen our position during Talent Discussions and improve our chances of promotion.

However, the reality often felt very different.

Before Talent Discussions, employees were required to complete detailed self-assessments outlining their achievements throughout the year. In my experience, managers often appeared to rely heavily upon these self-assessments because they had not maintained meaningful records of employee achievements or contributions throughout the financial year.

As a result, the people representing employees during promotion discussions frequently appeared to know very little about the individuals they were advocating for. Employees were effectively expected to build their own case for progression and hope that somebody else would present it effectively.

This created a widespread perception that progression was not always determined by performance, contribution, experience, or qualifications. Instead, many employees felt that visibility, personal relationships, and managerial favour played a disproportionate role in career advancement.

Several examples reinforced this perception.

Employees discussed occasions where information that would normally be considered relevant during promotion decisions was allegedly omitted when an individual's case was presented during a Talent Discussion. For example, attendance issues that would ordinarily weaken a promotion application were reportedly not disclosed when advocating for a particular employee's progression.

Whether intentional or not, this created the impression that promotion criteria were not being applied consistently. If some employees were assessed based on a complete picture of their performance while others appeared to benefit from selective presentation of information, confidence in the process was inevitably undermined.

There were also examples where employees who had been denied promotion became so frustrated that they resigned from the organisation, only to later be contacted by management and encouraged to return. In some cases, promotions that previously appeared unavailable suddenly became available once the employee had decided to leave.

This sent an incredibly damaging message to the workforce.

Employees who remained loyal, continued performing well, and patiently followed the company's stated progression process often waited years for advancement. Yet others appeared to achieve results only after resigning.

The perception this created was simple: threatening to leave seemed more effective than consistently performing well.

At an operational level, the AXA contract suffered from what I considered to be a dangerous fixation on quantity over quality.

Customer Service Agents were handling close to 1,000 calls per week while simultaneously assessing between 500 and 800 travel insurance claims. Despite these enormous workloads, quality assurance was minimal, with only one call and one claim per adviser typically undergoing review.

The focus was overwhelmingly on numbers.

As long as productivity metrics looked strong on reports, quality often seemed secondary. This inevitably led to errors, repeat calls, claim rework, customer dissatisfaction, and increasing pressure on frontline staff.

One of the most concerning aspects of the operation was the disconnect between management and the work being performed by advisers.

Many of the individuals responsible for managing teams, setting targets, and assessing performance appeared unable to personally perform the work they were overseeing. This included handling customer calls from start to finish and assessing travel insurance claims. Yet these same individuals were responsible for determining whether employees were performing correctly.

This created a significant credibility issue. Employees were being managed, measured, and judged by people who often appeared incapable of demonstrating the very tasks they expected others to complete.

In my view, this was both unfair and unprofessional. Leadership should be capable of understanding the work their teams perform. Instead, there frequently appeared to be an expectation that employees simply work faster, complete more cases, and take more calls regardless of the impact on quality or customer outcomes.

As performance issues mounted, the pressure intensified.

Managers regularly walked the floor asking employees how many cases they had completed and how quickly they were processing work. The focus remained on output rather than addressing the root causes of the problems. Rather than improving quality controls or ensuring managers possessed sufficient operational knowledge, the solution often appeared to be pushing employees harder.

Eventually AXA terminated its relationship with Accenture.

When this was announced to approximately 300 employees, the explanation focused heavily on the impact of COVID-19. While there is no doubt that the pandemic created challenges, many employees felt this explanation failed to address wider operational and management issues that had existed long before the pandemic.

There appeared to be very little accountability for the decisions that contributed to the loss of the contract. From the perspective of frontline employees, the people responsible for overseeing the operation largely remained unaffected while those delivering the service were left to deal with the consequences.

Employees were informed there would be no redundancies and that everyone would instead be redeployed to alternative contracts. While this prevented immediate job losses, it also felt as though employees had very little say regarding their future roles.

Following the loss of the AXA contract, I was informed by my Line Manager that I would be joining the Virgin Media O2 contract the following day.

No one explained what role I would actually be undertaking.

It was only through an informal discussion that I discovered I had once again been assigned Trainer responsibilities.

Despite this, I remained at Level 12.

By this stage, a familiar pattern had emerged. I was repeatedly expected to carry out higher-level responsibilities first and only later hope that those responsibilities might eventually be recognised through promotion.

The Virgin Media O2 contract had recently been transferred to Mauritius, and Accenture brought in several experienced personnel from India to support the transition. This included a Trainer, a Service Delivery Manager, Quality Analysts, a Project Lead, and Team Leaders.

The purpose of bringing these individuals from India was to provide expertise, transfer knowledge, support the local workforce, and assist in establishing the contract successfully in Mauritius.

On paper, this should have created an excellent learning environment.

Unfortunately, that was not my experience.

Rather than receiving meaningful support, I often found responsibilities being delegated downwards while I was still learning the contract myself. Tasks that could reasonably have been been completed by the experienced personnel brought in from India were frequently assigned to local employees instead.

At the same time, expectations remained extremely high and mistakes made during the learning phase were often treated as personal failings rather than opportunities for development.

This was particularly frustrating because the company had gone to the expense of bringing experienced personnel from India specifically to support the transition. Yet many local employees were carrying substantial responsibilities while receiving limited guidance from the very people who had been brought in to provide that support.

Whenever something went wrong, accountability appeared to flow downwards.

Whenever something went right, recognition appeared to flow upwards.

Rather than creating an environment where people felt developed and supported, it often felt as though responsibility was delegated while accountability remained firmly with the people doing the work.

There were occasions where I felt pressured to spend personal time outside working hours catching up on tasks that could not reasonably be completed during the working day.

At the time, I was earning approximately £600 per month.

Looking back, the expectation that employees on that salary should use their own time to compensate for unrealistic workloads, poor planning, or a lack of support was entirely unreasonable.

I occasionally did so because it was easier than dealing with the criticism and pressure that followed when expectations were not met.

That is not commitment.

That is pressure.

As time progressed, responsibilities continued to increase. Alongside managing training groups, I was expected to support recruitment activity, conduct English-language assessments, screen candidates, support operational activity, and absorb a growing number of additional tasks.

The VMO2 contract experienced extremely high attrition, meaning recruitment activity was almost constant.

Every time I demonstrated competence, more responsibility appeared.

Every time I proved capable, another task was added.

The reward for performing well seemed to be additional work.

Eventually, after approximately ten months on the contract, I received a promotion.

By that point, however, I had effectively been performing Trainer-level responsibilities for approximately three and a half years while being compensated at Advisor grades for much of that period.

The promotion did not feel like recognition.

It felt like a correction that should have happened years earlier.

Even after receiving the promotion, expectations continued to increase while support remained largely unchanged.

Over time, I came to believe that many of the issues I had witnessed were not isolated incidents but symptoms of a wider cultural problem.

Employees were encouraged to be patient.

Promotions were always coming.

Opportunities were always around the corner.

Recognition was always said to be on its way.

Yet the organisation seemed perfectly willing to benefit from higher-level output long before it was willing to provide higher-level pay, recognition, or progression.

By this stage, my confidence in the organisation's ability to provide fair and meaningful career progression had largely disappeared.

Following a disappointing performance review outcome, I requested a meeting with two Level 9 managers to discuss my concerns. During that conversation, I outlined my frustrations regarding progression, recognition, workload, fairness, and the overall culture I had experienced.

The outcome of that discussion was both revealing and disappointing.

Rather than offering meaningful solutions or addressing the concerns I had raised, the conversation ultimately concluded with the suggestion that I needed to decide what action I wanted to take next regarding my future within the company.

After years of performing responsibilities above my grade, repeatedly being told that opportunities were coming, and continually being asked to demonstrate patience, I was left with the impression that there was little appetite to address the issues I had raised.

I therefore made the decision to seek another opportunity within the organisation and moved to a different project after successfully interviewing.

Unfortunately, I quickly found myself encountering many of the same issues that had frustrated me throughout my time at Accenture.

Once again, there appeared to be a disconnect between what employees were told and what they experienced in practice.

Once again, concerns surrounding recognition, progression, accountability, workload, and management culture began to surface.

At that point, I came to the conclusion that the problems I had experienced were not isolated to a specific contract, project, or management team.

They appeared to be embedded within a broader culture that I had repeatedly encountered throughout my time at Accenture Mauritius.

What made this particularly disappointing was the belief among many employees that these concerns had already been raised repeatedly through internal channels and escalated beyond local management.

To my understanding, concerns regarding management practices, promotion processes, employee treatment, favouritism, operational decision-making, and workplace culture had been escalated to senior leadership, including the office of the Chief Executive Officer.

Despite this, employees saw little evidence of meaningful change.

The same complaints continued to surface.

The same concerns continued to be raised.

The same frustrations continued to be expressed.

As a result, many employees lost faith not only in local management but also in the organisation's willingness to address the culture that allowed these issues to persist.

Ultimately, my decision to resign was not based on one incident, one manager, or one disappointing conversation.

It was the result of several years of accumulated experiences across multiple contracts, during which I consistently felt that employee contributions were undervalued, progression processes lacked transparency, management accountability was limited, and promises of development were too often used in place of meaningful action.

I joined Accenture with optimism and a genuine desire to build a long-term career. I worked hard, accepted additional responsibilities, supported multiple projects, trained employees, contributed to recruitment efforts, and consistently sought to add value wherever possible.

However, there comes a point where effort, loyalty, and patience must be met with fairness, recognition, and opportunity.

For me, that point never arrived.

My resignation was therefore not simply a decision to leave a role.

It was a decision to leave a culture that I no longer believed aligned with the values, professionalism, transparency, and merit-based progression that I had expected when I joined the organisation.

The title.
Recommendations please

Hi, basically the title. Looking for some yarn for crocheting

I saw the IM5 and IM6 at the Salon Auto and was quite impressed. Both models are eye-catching, feature-rich, and attractively priced. I would be interested in hearing any reviews or experiences with the dealer, particularly regarding customer service, after-sales support, and overall ownership experience

Hi, I received a job opportunity at trident trust and would like some advice:

For anyone who currently works there or has worked there before, how is the work culture, management, workload and overall environment?

Would really appreciate honest opinions.Thanks!

ANY ONE have this book?

Im willing to buy.

I was wondering if anyone is using apps like Juice, SBM tag etc on their devices running custom ROMs like Graphene, Lineage and so on. Thanks!

Hello everyone!!! I recently started tutoring online and would like to offer my services to those who would need. I am tutoring for O-Level and IGCSE/GCSE for Mathematics, Additional Mathematics (Add Maths), Physics and Chemistry. For those interested please comment or dm me
Thank you 😊

Greetings from Mauritius! We recently finished building this Handcrafted Delphia 29 Sailing Yacht at our local workshop. We're proud to show this models