Actualités financières
01/06/2026
Across a group as diverse as IBL, artificial intelligence is beginning to move from boardroom discussion into day-to-day operations. Diya Nababsing-Jetshan, Head of Technology and Digital Transformation at IBL Group, says the first gains are likely to come in forecasting, inventory planning, supplychain decisions and routine work. But she is equally clear that adoption will be measured rather than rushed: productivity may be the immediate prize, yet data protection, cybersecurity, governance and human accountability will determine whether the technology creates lasting value.
AI is no longer a distant topic for us. It is already part of the conversations we are having across the Group, including at board level in our different businesses. What has changed is that the questions are becoming much more practical. Businesses are asking where it can help them work better, make better use of information and support growth.
AI creates opportunity across the Group, but not the same way everywhere – e.g. in businesses such as retail, distribution and logistics, where we have years of operational data and high volumes of recurring transactions, the opportunity is already quite tangible. AI and machine-learning tools can help improve areas such as forecasting, inventory planning, supply-chain decisions and the way teams identify patterns or exceptions in large volumes of information.
Elsewhere, the first impact is likely to come through generative AI embedded in the tools people already use every day: Microsoft 365, enterprise resource-planning systems and other core business platforms. That can make everyday work more efficient, whether it is analysing information, preparing first drafts, summarising material or helping teams navigate increasingly complex systems.
IBL is a diversified Group, and the most useful applications will be those that solve real business problems in each sector.
Productivity is the most immediate priority but not in the narrow sense of doing more with fewer people. IBL has grown significantly in recent years, across more sectors and geographies. At the same time, in Mauritius, businesses are facing increasing workforce pressures. So the question is not how we do things faster, but how we help our teams manage a larger and more complex Group in a more effective way, without adding more process, more reporting and more administrative burden.
AI can help free up time from routine tasks and give people better access to information. That, in theory, allows them to focus on work that requires judgement, experience and business understanding.
There are also opportunities to create new value, especially through machine learning. But these will take more time to develop. They depend on data quality, testing, fine-tuning and business ownership before they can be scaled responsibly. We are deliberately not treating AI as a race to deploy tools for their own sake.
AI is now a priority within our Technology & Transformation agenda, helping us accelerate the digital transformation already underway across the Group.
Over the past few years, IBL has invested in more modern, scalable business systems and in stronger data capabilities across parts of the Group. Certain businesses now have good level of maturity in the way they use data to support performance, planning and decision-making. AI gives us the opportunity to build on this foundation.
The important point is that AI does not replace the need for strong technological foundations. In fact, it makes clear governance, robust systems and reliable information even more important . Those factors determine whether AI creates value and allows teams to trust their tools and use them with confidence.
That is why we see AI as part of a broader transformation agenda. It is about making technology more useful in daily operations and helping teams make better-informed decisions.
AI brings many opportunities, but it also raises questions about trust, accountability and risk, and requires a careful and responsible approach. Governance is non-negotiable: it will determine whether AI can create real and lasting value.
At IBL, we are building on foundations that were already in place. Data governance was introduced into our IT framework several years ago, and AI is now being integrated into that same approach. This helps us ensure that AI is used with the right level of control, especially around the information it uses, the risks it may create and the accountability behind each decision or output.
Cybersecurity and data protection are part of this thinking. They have been embedded in the way we operate for several years. As AI tools become more present in daily work, we need to make sure that information remains protected and that AI is used within clear boundaries.
We also keep a strong focus on human oversight. AI can help teams work faster and bring new insights, but it does not replace judgement or accountability. It is important that people do not become passive recipients of AI-generated output. AI can support decisions, but accountability must remain human.
Over the past ten years, technology has gone from being a support function int the background to becoming an increasingly important part of how companies work, grow, serve customers and make decisions.
At IBL, as in any diversified group, there can be no one-size-fits-all digital roadmap. Our businesses operate in different sectors, different regions and with different operational realities. So after the merger that created IBL in its current form, a decade ago, we adopted a decentralised approach, allowing businesses to move forward with technology in a way that made sense for them.
But as the Group grew, it became equally important to establish common principles around technology investment, governance and risk. This led us to put in place a Group IT Framework to provide a shared foundation while preserving the flexibility that Group businesses need to innovate and respond to their markets.
Over the past decade, many legacy systems have been replaced by enterprise-grade cloud-based platforms that are more robust, scalable, regularly updated with new functionalities and better suited to regional growth.
We have also made progress in the way we use information. Teams can access better insights through digital tools, and some businesses have put in place more advanced platforms to help with supply chain planning and inventory management.
Cybersecurity has also become increasingly important. As our businesses become more connected, we continue to strengthen protection, assess risks, raise awareness among teams and monitor increasingly complex global cyber threats.
If AI helps our teams make better decisions, improve efficiency and create value responsibly, then it will have played the right role in IBL’s transformation…
We will need a broad mix of skills, because AI is changing both the technology landscape and the way people work. But it is not just a question of recruitment.
We will continue to need strong technical profiles and specialists – data analysts, engineers, cybersecurity experts and people who understand AI – especially given the speed at which technology is evolving.
But what will matter just as much is the ability of all of the Group’s team members to adapt. AI cannot sit only with technology teams: it is changing the way people work with technology, and its value will depend on managers and business teams being able to understand how to use these tools properly, where they can help, and where they need to be challenged.
The reality is that there is a global race for technology talent. At the same time, the skills required are evolving faster than traditional training systems can prepare for. Organisations must create the right conditions for people to learn, experiment and build confidence.
For IBL, the important thing will be to combine strong technical expertise with strong business understanding. That is where AI can become useful – not as a separate technology topic, but as something that helps our people and businesses work better.
In today’s complex and fast-changing environment, it is difficult to predict exactly what the next three to five years will look like. AI is evolving very quickly, and since COVID, organisations have had to navigate more frequent global disruptions and uncertainty.
For IBL, success will not simply be about adopting more AI tools. It will be about using AI in a way that is useful, secure and trusted, while keeping people at the centre of how we operate and grow.
We have already moved from a broad AI policy to a more structured framework. The next step is to embed this framework across our businesses, at the right pace, while remaining flexible enough to adapt as AI models, use cases and regulations continue to evolve.
This will require AI – and its implications – to be understood across the organisation, from the boardroom to our teams on the ground.
Ultimately, success will depend on our capacity to adapt to new ways of working while ensuring proper governance. If AI helps our teams make better decisions, improve efficiency and create value responsibly, then it will have played the right role in IBL’s transformation.
Businesses need to make AI feel accessible, practical, and relevant to people’s day-to-day work. Technology itself is only one part of the equation. People also need to understand what AI can do, where its limits are, and when human judgement remains essential.
At IBL, we are supporting this through initiatives such as Think AI Thursday, a monthly forum recently launched at our Head Office. The idea is to create a space where colleagues can learn by doing – asking questions, sharing what they are trying and exploring practical ways AI can create value across our organisation.
For us, preparing people for AI is not just about training. It is about building confidence, encouraging responsible use and helping teams connect these tools to real business needs.
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