Salim Mathieu: My Blueprint for Transforming Seychelles into a High Skill, High Income Nation

For years, I have believed that Seychelles can become far more than a beautiful destination. We can be a country that produces knowledge, exports expertise, and nurtures a generation of highly skilled citizens who command global respect. A high skill, high income nation is not defined by its size. It is defined by the depth of its ambition, the quality of its institutions, and the confidence of its people. Living between Seychelles and Europe taught me that the greatest difference between advanced societies and developing ones is not wealth. It is mindset and planning.

Seychelles has reached a turning point. The global economy is shifting toward knowledge, technology, creativity, and specialised talent. The future belongs to countries that invest in people, innovation, and systems. We can no longer rely on low complexity economic activities or hope that tourism alone will sustain our national aspirations. If we want higher incomes, better living standards, and stronger national resilience, we must build an economy powered by skills and driven by opportunity.

My blueprint is not a dream. It is a roadmap based on what I have seen in countries that made this transition before us. It is grounded in realism and shaped by the belief that Seychellois deserve an economy that matches their potential rather than one that restricts it.

The first foundation of a high skill nation is education that trains thinkers, creators, and problem solvers. Our system must evolve from rote learning to innovation based learning. We need stronger partnerships with foreign universities, modern vocational programs, and exchange pathways that expose our youth to advanced environments in Scandinavia, Europe, and Asia. A future engineer in Seychelles should not be limited to classroom theory. A future software developer should not have to leave the country permanently to find opportunities. A future marine scientist should have direct access to international research networks.

Education must connect directly to national priorities. If we want an economy based on high skill income, then we need to develop specialisations that match global needs. Marine technology, renewable energy, blue finance, digital services, artificial intelligence, medical support industries, advanced hospitality management, and ocean science are all areas where Seychelles can grow rapidly if our talent pipeline is properly designed. This requires a national skills plan that is long term, data driven, and aligned with future labour market needs.

The second foundation is institutional competence. High income nations do not rise on talent alone. They rise on systems that convert talent into productivity. Seychelles must strengthen the capability of its public sector, simplify regulatory processes, and modernise state institutions so that they support innovation rather than obstruct it. A high skill nation needs public service employees who operate with professionalism, digital literacy, and strategic clarity. When institutions inspire trust, investors follow. When institutions become efficient, economic activity multiplies.

A major lesson I learned in Europe is that small countries become powerful when they create environments where excellence is normal and mediocrity has no place in leadership. Seychelles must be willing to adopt international benchmarks for governance, transparency, and performance. If we want a high income society, we must also cultivate a culture of accountability that matches our ambition.

The third foundation is diversification. No high income nation relies on a single sector. Seychelles has an opportunity to build a multi layered economy that uses our geography, talent, and reputation to access high value markets. A digital export economy can allow Seychellois to provide global services without leaving home. Creative industries can turn culture into prosperity. Blue economy innovation can transform our ocean into a generator of scientific and technological opportunity rather than a passive space for conservation narratives. Sustainable agriculture and food technology can strengthen local resilience while opening pathways for regional influence.

Each of these sectors requires bold thinking. They require incentives for investors and pathways for Seychellois entrepreneurs. They require links to international partners. Most important of all, they require a state that is willing to champion innovation rather than fear it.

A fourth pillar of this blueprint is our diaspora. Seychellois living abroad represent one of our greatest advantages. They carry knowledge, networks, and global experience that can accelerate national transformation. Yet for decades they have remained disconnected from the country because no structured system was built to engage them. A high skill, high income nation treats its diaspora not as expatriates but as a strategic extension of its national capabilities. The expertise that has been lost can be reactivated. The knowledge that exists overseas can strengthen our institutions at home. The diaspora is not an afterthought. It is a resource.

Modern diplomacy must complement this effort. Seychelles needs a stronger presence in the world, not for ceremonial prestige but for strategic opportunity. Europe, Scandinavia, the Gulf, East Asia, and Africa are all regions where deeper relationships can unlock scholarships, technology transfers, investment, research access, and market entry points. A high income nation cannot operate in isolation. It must be plugged into global networks, and that requires a diplomatic strategy that is purposeful, consistent, and ambitious.

Another core element is economic fairness. High income nations are built on systems where effort is rewarded, opportunities are accessible, and the social contract is respected. Seychelles must create an economy where young people feel that their future depends on their skill and dedication, not on political proximity or narrow networks. Talent must rise. Merit must matter. When citizens believe that performance is the pathway to prosperity, they invest in themselves and push the country forward.

Throughout my time living abroad, I learned that the most successful nations are those that commit to long term planning. They think in decades, not in election cycles. They protect national interests above political interests. They build institutions that survive changes of government. If Seychelles wants to become a high skill, high income nation, we must adopt this mindset. We must create national strategies with continuity, consistency, and discipline.

What I want for Seychelles is not short term growth. I want transformation. I want a country where a child born in Victoria, Baie Sainte Anne, Anse Boileau, or La Digue can imagine a future filled with possibility. I want a nation where our people feel confident engaging with the world as equals. I want Seychelles to be known for its ideas, its innovation, and its talent.

My blueprint rests on one belief. Seychellois are capable. Our people are intelligent, creative, adaptable, and resilient. We have navigated storms that many nations never experienced. The question is not whether we can become a high skill country. The question is whether we are willing to demand more from ourselves and from the systems that shape our lives.

A high skill, high income Seychelles is within reach. But it will not come through hesitation or fear. It will come through ambition, discipline, and the courage to reinvent ourselves. I advocate for this transformation because I know what Seychelles can be. I know what our people can achieve. And I know that the next chapter of our national story must be written with confidence, clarity, and a renewed sense of purpose.

We are small, but we are not limited. Our future will be defined by the scale of our ambition. And I believe it is time we choose to aim higher.