Alain Gordon-Gentil Appointed as New DG of MBC

The appointment of Alain Gordon-Gentil as the Director General of the Mauritius Broadcasting Corporation (MBC) marks what many hope could be the dawn of a new era for the institution. While his nomination has generated optimism among employees and industry professionals, the MBC faces significant challenges that could hinder any potential turnaround.

Persistent structural crises, alarming financial management, and opaque recruitment practices are just some of the issues that need to be addressed.

The success of Gordon-Gentil’s leadership will largely depend on a collective will to implement deep reforms and achieve genuine renewal.

The reaction to Gordon-Gentil’s appointment has been overwhelmingly positive, with many seeing it as a breath of fresh air for the MBC.

However, there are questions about whether this change will be sufficient to overcome the structural crises and dysfunctions that have plagued the organization for the last two decades.

Many worry about the ambitious goal of elevating the MBC to the standards of the BBC, a promise that has been made by various political leaders in the past.

Realistically, such aspirations seem out of reach, given the deep-rooted and systemic issues affecting the MBC’s operations.

According to current and former employees, as well as ex-leaders of the MBC, the organization’s difficulties stem from chronic dysfunctions, particularly in strategic areas.

One of the most frequently cited problems is the recruitment process, a cornerstone of any successful institution.

A senior journalist with 20 years of experience at the MBC recalls the last significant recruitment drive conducted properly: it was in 2003, under the chairmanship of Shirin Aumeeruddy-Cziffra.

“It was a national recruitment process with several rigorous stages, including written exams and interviews. They even asked me to finish my university studies before officially joining the team,” he shared.

This process also mandated a six-month training period before any on-air role.

However, this model began to deteriorate in 2009. The previously transparent and structured recruitment approach has been replaced by opaque practices.

Public announcements have disappeared, leading to informal recommendations and lists submitted directly to the board.

This shift has resulted in a decline in the quality of the workforce, particularly among journalists.

“In 2013, 30 journalists were hired. Eleven years later, 80% of them are still struggling to write a news brief correctly,” lamented an internal source.

These shortcomings have adversely affected the credibility of the MBC, which has faced persistent criticism regarding its impartiality and management.

Some experienced employees suggested that it is no coincidence that events involving the current Prime Minister are only covered by a limited group of journalists.

“To be honest, only those journalists hired in the 2000s are considered reliable for covering events related to the Prime Minister, other ministers, or political and economic current affairs,” they explained.

As Alain Gordon-Gentil steps into his new role, he will have to navigate these complex challenges to steer the MBC towards recovery and growth.

The path ahead will require not just strong leadership but also a commitment to transparency and quality in recruitment and training practices.

If successful, his tenure could indeed herald a new chapter for the Mauritius Broadcasting Corporation.

Trust Issues & Challenges Within the MBC: An Inside Perspective

Internal sources at the Mauritius Broadcasting Corporation (MBC) expressed a deep-rooted skepticism regarding the trustworthiness of journalists hired in recent years.

“No editor or newsroom manager can rely on a journalist recruited in the last few years because they lack the necessary skills,” reveals an insider.

This raised a significant paradox: the very selection process that aims to prioritize competence often casts these journalists as aligned with political power.

“Whenever there’s a change in government, we find ourselves sidelined, as if we were supporters of the previous administration.

The truth is, we are paying the price for our competence,” lamented a senior journalist at the MBC.

This situation has been exacerbated by hiring practices that lean heavily on political connections and word-of-mouth recommendations.

Such methods have eroded journalists’ independence within the newsroom.

“When a recruitment is directly recommended by a minister or someone close to the government, it becomes clear that the new hire will feel indebted to their ‘patron’ or current government,” another Defi Media source explained.

“This type of hiring means the journalist knows beforehand that they’ll have to meet the expectations of their recommender, whether it’s a minister, a member of parliament, or another influential figure,” they added.

Promotion processes within the MBC have similarly failed to meet expectations.

Notably, the corporation has not had a proper editor-in-chief for the last 15 years.

Although attempts have been made to fill this role, they often resulted in resignations.

Previous appointees faced intense political pressure, leading many to opt for resignation over compliance.

The prolonged absence of a qualified editor has further compounded the issue, leaving the newsroom to operate with temporary managers who produce content based on their individual principles and values.

This lack of cohesion severely disrupted editorial continuity.

Another pressing issue affecting the MBC is its financial situation.

Over the past 20 years, extending beyond just the management of the Militant Socialist Movement (MSM), the corporation has struggled with its revenue sources.

Revitalizing the MBC’s image requires a reevaluation of its marketing department, which many regard as having lost its relevance.

“The truth is that many in marketing rely solely on government advertising without exploring diverse revenue streams,” asserted an internal source.

They added that the marketing department has failed to adapt to modern realities: “It operates as if it’s still the 1970s, while market expectations and opportunities have changed dramatically. It has clearly missed the strategic shift necessary for its survival.”

Additionally, the MBC’s reliance on a Rs 150 license fee imposed on the public has proven increasingly vulnerable in recent years.

Many Mauritians now question this mandatory charge, feeling it does not correspond to an adequate level of service or editorial independence.

This growing discontent with the license fees further undermines the MBC’s financial viability, underscoring the urgent need for the organization to diversify its revenue sources and rebuild public trust.

After more than two decades, the recent appointment of Alain Gordon-Gentil to lead the MBC has sparked a renewed sense of hope and confidence in the institution, which has grappled with instability and dysfunction for years.

However, transforming the MBC into a truly effective and respected organization will undoubtedly require substantial structural reforms.

The pivotal question remains: will the MBC’s employees embrace these changes?

For many, stepping outside their comfort zone, entrenched in inertia and the status quo for so long, may prove challenging.

The willingness of the staff to support necessary reforms will be crucial as the institution moves forward.

Source: Defi Media