As stated in our first paper, published on Monday 31st of August, Blue Economy represents both opportunities and challenges. This is why we are insisting on the necessity to have a clear Risk Assessment while developing our oceanic strategy. This follow-up paper, based on research done with maritime experts, dwells on the existing challenges in the Eastern African and South-West Indian Ocean sub-regions.

What are the opportunities for development ? Abundant natural resources including reserves of hydrocarbons, vast fertile fishing grounds, ocean transportation lanes, growing foreign investment, and great tourism potential. Properly utilized, the richness of these resources can enable not only Mauritius but the entire sub-region to meet some of our development challenges.

However, there are challenges that need to be addressed too. There is a growing evidence of weak port security, poor policy and operational coordination, and significant losses due to illegal fishing. Additionally there are threats of piracy, drug trafficking, transnational crime, smuggling, piracy, and environmental concerns.

Economic Impact. According to maritime experts, “pirates have better communication tools than the authorities chasing them.” Piracy off the coast of Somalia is often referred to as a “multi-form piracy” which includes assault and armed robbery at sea, on ships and oil facilities, kidnapping of personnel and equipment of marine transport, hijacking and diversion of oil tankers, attacks on onshore facilities and on coastal targets. As a result of piracy, insurance premiums have become expensive for ships coming to our sub-region. Taken together, criminal maritime activities translate into decreased revenues and other negative  economic impacts including lower fish stocks which lead to lower fish catches and higher unemployment in fishing communities.

Regional Cooperation. While it is recognized that maritime crimes are not unique to any one state and that harmful effects are suffered by all, most countries in our sub-regions (except maybe for La Reunion) simply do not have the means to develop shared plans of action to secure their waters. In general, a disconnect exists between the responsibilities that states agree to do in treaties and their willingness or capabilities to implement them.

Diversity and complexity. It is proven that maritime threats affect, and consequently must be addressed by, a broad and diverse group of public and private stakeholders in the maritime realm. The following list represents some of the many classifications of maritime stakeholders: local communities; private industry (both local and international, including the fishing, trade, shipping, extractive, tourism, insurance, and security industries); experts and practitioners (including scientists, consultants, think-tanks, non-governmental organizations, research institutions, and educational institutions)

Achieving maritime objectives. At the outset of our maritime strategy development process, it is critical to determine the desired aims within a given timeline. These should strive to achieve balance between the interests of economic, social, environmental, and security sectors of society, as well as working within the parameters established by available resources. Considering the breadth of stakeholders in the maritime domain, a core group of stakeholders must lead strategy development and then share it with the next group of stakeholders in order to make the process both efficient and expedient. This participatory and practicable approach is comprehensive in that three key resources for a maritime strategy (infrastructure, financial burdens, and human resources) are included.

Risk Assessment of proposed strategy. Risk Assessment examines the strategy for its suitability, sustainability, feasibility, and acceptability, all of which are important aspects of a successful maritime strategy. Once completed, the risk assessment can reinforce the entire strategy – it can contribute to building political will, for instance. Topics that might be addressed by risk assessment include the importance of regional conservation and its role in strategy implementation, competing domestic and international interests, and financial risk of relying on budgetary support from other sectors.

Finally, we should keep in mind that a maritime strategy can not be a static document; it requires flexibility and re-evaluation in this evolving environment. Once a maritime strategy is finalized and adopted, the risk assessment serves as a periodic monitoring and auditing mechanism to ensure its integrity.