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No. 52
BF
32
July / August 2010
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FEATURES Cover Story 39. The
JQ Charles Group Celebrates 65 Years of Business Development
REGULARS Editorial
04. The Business of Development
Business Tech
06. Go Further With Online Marketing 08. Social Media
Money Matters
EXTRAS In The Know
24. 25. 26. 27. 28. 30.
Renewed Partnership CARILEC - Sheds New Light Metrication Starts With You Harris Paints Upgrades SLASPA’s Priority ITC - Business Briefing
10. Insurance - Essential For The Financial Outlook Hurricane Season 66. The Business of Carnival 12. Investing - Common Mistakes To Avoid Bizz Buzz 14. National Budget 2010 Review 68. All That Jazz And More... 20. Private Sector Trade Note 70. St. Lucia Jazz 2010 - A Who’s Who Business Spotlight Affair 32. Going The Extra Mile 72. Taste Of St. Lucia In London 34. The Hummingbird Turns 30 73. Realising A Dream 36. Business Like Clockwork 74. Gen X Winners - Cheques In Hand 76. Digicel Employee Awards 2010 Bizz Briefs 78. Adrian Augier Recognised 88. Events 2010/11 80. Rotary Wine & Cheese 2010 90. Major Moves 82. Chamber Mixer 92. New Company Registrations 84. SHE Caribbean - 10 Years Later 85. T. D. Jakes’ Visit Health & Wellness
86. Defining Diabetes
Business Focus
July / Auguust
3
BUSINESSFOCUS Editorial
Business Focus magazine is published every two months by Advertising & Marketing Services Limited (AMS), Saint Lucia. Publisher / Managing Editor Lokesh Singh Editor: Christy Recaii Graphic Designers: Donald Brower Karin Mathurin Advertising Sales: Cennette Flavien Kevin Haywood Webmaster: Advertising & Marketing Services
The Business of Development
I
am writing to you dear readers straight off the heels of the much talked about, Women’s Empowerment Symposium. Also having attended the T. D. Jakes event what resonated with me, rather than empowerment was the idea of development through motivation. In this case self-development and how this can extend to different aspects of one’s life. Which in itself is a source of being empowered. Since this a business magazine after all, we focus on business development. What exactly is business development? Or more importantly what facilitates business development? In producing this issue I have found it really can be attributed to two things. One is innovation and two is maintenance. Allow me to be a bit studious for a moment. Business development involves evaluation of a business in order to reach its full potential, using marketing strategies, info management and customer service. In the case of commerce, the specialist area of business development comprises a number of techniques and responsibilities aimed at attracting new clients and tapping into existing markets. And therefore adapting to any climate (be it economic, social etc.) becomes vital for continued growth and ultimate longevity. The JQ Charles Group of Companies, a 3rd generation local company under current leader Gordon Charles is this issue’s cover story. The family based business, started by his grandfather Sir JQ Charles, is a quintessential example of business development as they celebrate 65 years. We commend the JQ Charles team for their longevity of this Group. Outside of our feature for this issue, other pieces include focuses on the relationship between the arts and business – a recurring theme. Whether it is The St. Lucia Jazz Festival, a leader in bringing attention to this island, St. Lucia Carnival or being recognised for your artistic contribution, art is gaining more and more recognition for its role in the business sector. The social side of things, another crucial forum for business development whether that be in person at a mixer (or any social event with people in business, come to that), or not in the flesh at all. With the social network revolution, being in the flesh for exchange is a non-requirement. Therefore expanding the options for business development way past the confinements of office space. Of course financing any business development continues to be a challenge in the economic downturn but perhaps it is a chance to refine non-expenditure elements of an operation. At the end of the day you want to feel proud of a task and undertaking so I say give it the best shot, get inspired, stay enthusiastic especially in the face of adversity.
Enjoy the issue! Christy Recaii christy.recaii@amsstlucia.com
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Photography: Video Ventures | Advertising & Marketing Services Stan Bishop | Elizabeth Andrew-Rose | Kristian De Silva The JQ Charles Group of Companies Contributors: Stan Bishop | Fabian Glace | Christy Recaii Dr. Harvey Millar | Brian Louisy | Michelle Loubon Earl Bousquet | Judy Rene | Leslie Collymore ECFH | CMMB | FCIB | ITC | CRNM | SLASPA Digicel | Star Publishing Co. | Harris Paints Dr. Alison Plummer | Dr. Tanya Destang-Beaubrun Editorial, Advertising, Design & Production: Advertising & Marketing Services P.O. Box 2003, Castries, Saint Lucia Tel: (758) 453-1149; Fax: (758) 453-1290 email: ams@candw.lc www.amsstlucia.com, www.stluciafocus.com Business Focus welcomes contributions from professionals or writers in specialized fields or areas of interest. Reproduction of any material contained herein without written approval, constitutes a violation of copyright. Business Focus reserves the right to determine the content of the publication.
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Tel: 1-758-459-7545 / 459-7548 / 485-6208 Fax: 1-758-459-7790
BUSINESS TECH
Go Further With
F
Online Marketing
or today’s business owners the shape of commerce has changed. No longer is the success of our businesses completely reliant on word-of-mouth and persuasive print advertising. Today’s savvy entrepreneurs understand that in order to be truly successful in today’s competitive environment it is absolutely essential to conduct comprehensive Internet marketing. An online presence is critical for reaching your target audience in today’s Internet focused age. Internet marketing - an affordable alternative to pricey print and broadcast marketing - can reach the people you want without breaking the bank. Let’s face it; your audience is already online; now it’s just a matter of delivering them your message. The beauty of Internet marketing is its mass appeal. It would take enormous effort and money to reach certain targeted audiences with specific messages delivered in a particular way. The Internet bridges the gap between all audiences and levels the playing field for those interested
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in marketing their small business. There are many ways to reach your target audience online. There’s search engine marketing, website advertising with banners and other forms of on site ad placement, and now social networking. With so many available to us one must be careful they don’t spread their dollar too thin and too far. All online advertising has the ability to get your ads seen but you need to find the right online resource that would bring customers through the door. It is very tempting to go to the big brands for online advertising (Google, Bing, Yahoo) but local sites may bring you the most customers. In order for online search engines to provide accurate search results they use local websites and directories. So advertising locally will still get you business seen on the Internet. One such online website that gets you noticed locally and internationally is bizick.com. Bizick.com is an online business directory dedicated to businesses in St. Lucia. Bizick allows more innovative ways to discover, find and connect to any business in St.
Lucia with photographs, maps, information and lots more. Bizick’s goal is to put every business in St. Lucia no matter how small, on the map, making it easier for the world to recognise and conduct business with St. Lucia. Online search has taken a new direction with emphasis placed on providing local results rather than generic ones. Maps is the new thing and finding businesses has now taken a new turn with location being the point of reference. When advertising your business online you must consider this, highlight your location when possible and you will convert more page views to walk-ins. Using Internet marketing to further the efforts of your small business can be vastly rewarding. With consistent and poignant delivery of messages through Internet marketing you can experience long-term success and viability. BF Fabian Glace Glace Web www.glaceweb.com
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Complete inventory of hotel, restaurant and food service Supplies, janitorial Supplies and equipment. All products reliably stocked on island.
Visit us online @ www.RJBhotelsupplies.com Tel: 758 450 1110 or Mobile: 785 718 7933
Email: info@rjbhotelsupplies.com
BUSINESS TECH
w a ca ill it t if i sh m urn plu a g th chine ese in?
Social Media A Pipe Dream or a Feasible Task? To answer the above question, one needs to understand a few basic ideas.
There are only two ways of getting Web traffic – either you let your visitors find you, which is rather a passive method, or you actively search for places where your targeted visitors hang around and personally engage them into communication. While the first type is illustrative of SEO and the traditional paid advertising approach, the second is more the Web 2.0 style, and may include blogging, blog commenting, participation in forum discussions, posting and voting for articles, social bookmarking, and so on. Imagine what effect your efforts in social media marketing could bring. For example, communicating your company news to your existing and prospect customers for your brand exposure and following their Business Focus
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feedback is one task, while receiving quality backlinks and traffic to your site are the second and the third tasks. Next, if you look for inexpensive traffic from social media as your primary goal [its quality can hardly be compared to search engines’ paid and organic search traffic], you should understand that your message should have a great viral potential and your landing page should justify visitors’ attention. There are different and often quite opposite opinions on the value of traffic from social media. There are Web experts who consider it to be garbage, but far more people tell about the importance of social media for creating brand awareness, getting customer feedback and attracting traffic. So the logical conclusion is not all products and services can be efficiently promoted on social media sites. Consider the effects you can expect from
the leading social media entities according to Compete’s most recent data (February 2010): Facebook is the largest social media site with over 127 million unique monthly visitors. Both corporations and one-manbands can use Facebook for creating their company and product brand awareness quite effectively, but you cannot expect much traffic and link popularity increase in connection with your Facebook activity. YouTube comes second having more than 90 million unique visitors. YouTube is a good playground for your branding efforts, whether you are a small business or corporation. A well-crafted creative video will become a valuable brick in your link popularity building. But since video files are hosted by YouTube itself, you can attract solid targeted traffic to your site only if your video includes a smart call to action requiring a visit to your site.
Twitter enjoys 20+ million unique visitors. Being a blog in nature, it is best for communicating company news if you are a large corporation, and for establishing your brand reputation if you are a small business, especially if you do consulting work. Don’t expect much traffic from Twitter as a reply to your marketing attempts, and shortened URLs in tweets are useless as SEO links. Digg’s potential with more than 37 million unique visitors is a great place to release provocative information, but not for general marketing efforts. This is why so many marketing gurus have abandoned this battlefield. But if you can provide information in the format appreciated by Digg enthusiasts, you can receive rich traffic from this resource and a valuable link.
27 million unique users of Flickr have made it a great social medium but only if you have some photo and image materials to promote your brand among Flickr visitors. So if you are a web design company or your business can be represented by artwork, you may find Flickr a decent place to have a presence in. LinkedIn business network (14+ million unique users) is good for both individual experts and larger companies to establish and support their brands. Personal and company profiles appear high in search results for a name request and your company news can be released for members of the various “groups”. When considering if your business will benefit from your promotional activities in social media, you should focus on how the nature of a channel itself (news/article/
video/image sharing, personal or business social network) fits your business, and what effects (brand recognition, good SEO links, targeted or just rich traffic) you can expect from your efforts. BF Leslie Collymore Leslie Collymore is the founder of Advanced Intellectual Methods, and is a recognised authority on Web-Solutions, E-marketing and Search Engine Optimization in the region. In addition to being a Director of AIM, Leslie is the Assistant Marketing Manager for the ECFH Group.
MONEY MATTERS
Insurance
Essential for the Hurricane Season
T
he 2010 hurricane season has been predicted as one that will be unusually active with as many as 18 possible tropical storms and 5 hurricanes making landfall. Of course, the Caribbean is vulnerable to this disaster so countries and citizens alike should prepare now and that includes ensuring that one has adequate insurance coverage. EC Global Insurance Company, a subsidiary of the East Caribbean Financial Holding Company (ECFH), has a good range of insurance products that offer the insured solid financial protection against natural disasters such as hurricanes. EC Global’s insurance products cover both residential and commercial properties and its policies are customized to suit the needs of the respective owners. Its Comfort Zone Policy is targeted at homeowners Business Focus
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and under this policy building and its contents are insured. An additional benefit of EC Global’s Comfort Zone Policy, is that if you are a landlord and your rental property is made uninhabitable by a hurricane, you will be paid the rent you would have received but have lost due to the damage. You can also receive the cost of renting comparable accommodation incurred while your own insured home is being repaired. Notably, the motor insurance policies offered by EC Global, namely the Angel Advantage (specifically for women) and Global Supreme policies also cover your vehicle for damage caused by hurricanes and other natural disasters. EC Global’s Fire and Perils Policy for commercial properties covers the building (s) and the machinery, equipment, furniture and stock that are on the premises. An-
other vital policy offered by EC Global is its Business Interruption or Consequential Loss Policy that ensures that business owners can pay expenses incurred while the business is not operational due to a disaster. This policy allows the business to return to its pre-disaster financial state and lessens the burden of not being operational during the disaster period. EC Global has also introduced a relatively new insurance product for the condominium and villa market—the Deluxe Condo & Villa Package Policy. This policy targets the management committees of condominiums and villas and protects them against natural disasters such as hurricanes among other types of risk. BF For further info: www.ecglobalinsurance.com
LIFEBALANCING is a ACT
MONEY MATTERS
Investing –
Common Mistakes To Avoid Have you ever been enticed by an intriguing ‘get rich quick’ investment offer? Or, are you the type of person to fall for the typical internet investment scam promising you millions? If you answered ‘yes’ to either of these questions, you must read this article. First off “There is no such thing as a free lunch”. Successful investing, though not difficult to achieve, requires knowledge, commitment, discipline and patience.
The Miracle of Compounding – see $100 Grow! 1. One of the biggest investing mistakes you can make is to not invest at all or not invest soon enough. Investing puts your money into productive use by making your money work for you, to ensure you are properly positioned to achieve and enjoy financial freedom. The amount available for investing will not be the same for everyone, but the key is to start early and be confident. A dollar today is worth more than a dollar next year as inflation erodes the purchasing power of that dollar as time passes. 2. Investing without a strategy makes it difficult to select appropriate investments that match your goals and also impacts your ability to choose the right level of risk and diversification to meet your objective. To avoid this pitfall: Pinpoint Your Risk Tolerance by completing a risk assessment questionnaire and outline the time horizon for your investment needs. Most importantly, set aside an amount of money for savings and investments each month – at least 10% of monthly income. 3. Another investing mistake is failing to diversify – i.e. putting all your eggs in one basket. Smart Diversification requires spreading your investments across various asset classes, companies, industries, countries etc to positively balance your Business Focus
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Return Year
5%
10%
15%
20%
1
$100
$100
$100
$100
5
$128
$161
$201
$249
10
$163
$259
$405
$619
15
$208
$418
$814
$1541
25
$339
$1083
$3292
$9540
portfolio. Businesses and economies have cycles; therefore, whilst one of your investments may be losing, another may be gaining, thus diversification is key to safeguarding you against total loss. 4. Investing too conservatively by avoiding the stock market altogether and stashing all your money in savings accounts or in investments like bank deposits, money market funds, and treasury securities is a mistake. By doing this you are actually taking on an alternative risk – i.e. the risk of loss of purchasing power - as inflation will be nibbling at your savings. As far as possible, you should avoid keeping assets as cash only.
5. Individual stock picking or investing in stocks instead of companies not only prevents portfolio diversification but also exposes you to the total risk of a security. Good stock picking requires tracking of companies, their industries and overall economic trends. Before investing - determine whether you have the time & expertise. If not, seek alternatives such as joining an investment club or using a trusted financial adviser. 6. Understand your risk tolerance. Isn’t it ironic that people keep money in savings accounts while they ran up their credit card debts? Irrational behavior when dealing with money causes you to
sell winners and hold the losers to avoid loss recognition. “Know Thy Self – Get the Risk Right” to determine how much of an active or aggressive investor you can be and choose investments that suit your financial risk profile. 7. Having unrealistic expectations in pursuit of above-average returns is misplaced in the financial markets and increases your exposure to market risk. Don’t chase numbers. Gain knowledge of market interest rates for the various asset classes before you buy. Focus on reasonable returns on fundamentally sound investable assets. 8. Do not take unnecessary gambles in search of rapid turnover or seek instant success with minimum effort, nor should you fall for ‘The Get Rich Quick Pick’ for every new product. One rule that every new investor must learn is never act on a whim. Savvy investors practice ‘buy & hold’ and make measured adjustments as investing is often a medium to longterm objective. Acting on tips and letting emotions rule will cause you to stray from your ultimate financial objective. 9. Buying high and selling low is a common mistake of investors. The fundamental principle of investing is buy low and sell high. Typically investors who buy high or sell low are either ‘following the band wagon’ or ‘trying to time the market’. A big timing mistake is ‘coming to the party late’ by investing in popular stocks after significant price increases or selling a stock that you think will drop in value. 10. Avoid selling the ‘Winners’ & holding the ‘Losers’. By buying on the upside we most times miss the best performance and growth of the investment. To avoid this: “Rein yourself in” - buy if the stock is expected to keep rising. Wait it out - wait at least one month before making a buy of highly publicized stocks with rising prices. Recognise and accept losses. Sell any stock that falls more than 10%. Do not fall in love with securities that rise in price - seize profits and be prepared to sell. 11. Another common mistake made while salivating over the prospect of substantial returns is the failure to factor in transaction costs. Paying too much for investment services will dramatically affect ‘the bottom line’ – your returns. Ask for
High Risk
Futures Contracts and Collectibles Aggressive Growth Junk Bonds
Stocks
Medium Risk
Mutual Funds
Real Estate High Quality Corporate Stocks & Bonds
Mutual Funds
Low Risk
Life Insurance (Investment Component)
Government Securities Treasury Bills & Notes Bonds Mutual Funds
Insured Savings Bonds Savings Accounts EE & HH
Goals
Finanical Plan Budget
Money Market Funds
Financial Records
Net Worth
Certificates of Deposit
Health
Life
Insurance Disability
Property & Liability
FINANCIAL FOUNDATION Pyramid of Investment Risk, Source: National Institute for Consumer Education, 1998
the fine print and ensure that you are fully informed of your broker’s fee structure; including management fees, transaction fees, commissions etc. Investment returns should be adjusted for all expenses paid to compute the overall performance. Avoid frequent trading as it can be expensive and cause your gains to become immaterial. 12. And finally, please ensure you have a reinvestment strategy. You may decide to sell an asset to cash in on a gain, but before doing such you must consider the reinvestment option for the cash from the sale of the asset and ensure that your cash is reinvested at the same or higher rate of return. If you are frightened by the investment process or simply don’t know what other investments to try, turn to your investment broker or advisor who will be able to help you set up investment goals and invest or reinvest your money to reach
your financial goals. To avoid being a victim of common investment mistakes, guidance is critical in order to make the right investment decisions and select the right assets that match your risk profile, investment goals and objectives. Remember to ‘practice patience’. It can be difficult to manage your investment portfolio in an environment that encourages instant gratification but overreaction can lead to major loss of money and can cost you more than any error. BF CMMB For further info: www.mycmmb.com
MONEY MATTERS
National Budget 2010 Review
PM - Hon. Stephenson King
Chamber President - Chestor Hinkson
Review of the 2010/11 National Budget Overview
In the view of the Chamber the budget truly reveals the tough choices that the nation has to make or, as has been said, the choice will be made for us. We do agree with the statements that we are at a “Cross Road”. Unfortunately the Budget showed our nation’s tendency to procrastinate decision making, especially when the options are tough. Throughout the Budget, in the background somewhere the phrase “Choices! Choices! Choices!” resonates. In all fairness the 2010/11 Budget brings to the fore the tough choices Government has to make among competing priorities. All in all nothing wrong was done as far as policy in the budget, but no real assertive action was taken either.
The following areas are however of interest to the private sector: Market Valuation of Property Tax
Government intends to change the property tax regime to an open market valuation system for assessing residential properties, while increasing the rate for commercial properties from 0.25% to 0.4%. Property Tax revenue has consistently
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under-performed primarily due to lack of effort by the Inland Revenue Department. If property tax is to be collected, at even a 50% compliance level, the IRD has to awake from its slumber and get going. I proffer that if the IRD, with minimal effort could collect 50% of property tax at the current level and there would be no need to increase the rate. H owever, because the IRD is not minded to be more assertive, the few tax paying property owners will be targeted to squeeze blood out of rock at this most difficult time. Government needs to be held accountable for those taxes and the delivery of services to property owners.
Increase in Cellular Tax 10%-15%.
The imposition of a higher rate of tax on cellphone usage may affect its use and hurt the companies involved as the substitution effect will come into play and cheaper alternative means of frequent communication may see a boom. However, with St. Lucia’s love of talking there may very well be little response to this increase in cost.
Withholding Tax of 15% on Interest Paid to Non Residents
Government despite opposition of this measure by the private sector has decided to move ahead and implement which will reduce the attractiveness of St. Lucia as an investment destination to foreign investors. The argument that we will now be on par with other jurisdictions must be juxtaposed against efforts by St. Lucia to differentiate ourselves from other jurisdictions and make ourselves more attractive.
VAT Where Art Thou?
The Chamber is extremely concerned that the delay in introducing VAT is allowing changes in the fiscal landscape to occur. A major concern to the business community should be the overall tax level in St. Lucia and the commensurate services delivered. Government of St. Lucia must always be aware of the downside of placing an oppressive tax burden on the people as the perception of taxes being oppressive and the level of service from the public sector deplorable, can lead to serious
capital, investment flight, discouragement to entrepreneurs and job creator, tax avoidance and evasion.
Labour Code to be Implemented in this Session of Parliament
The private sector needs to remain vigilant, since there were still a few provisions in the Labour Code upon which no compromise could be arrived at. Those issues, if decided in the favour of labour will seriously affect the competitiveness and value of doing business in St. Lucia.
Implementation of the St. Lucia National Export Strategy.
This is one policy initiative which had the full endorsement of the private and relevant public sector. However, successive Governments have all given no more than lip service to the philosophy of developing an economy that is export led. Apparently this has been interpreted to mean led by tourism and banana exports. No specific set of resources have been allocated to this activity. It is left to be seen when the requisite resources; financial, legislative, human and political will ever be provided to result in actual execution.
Redevelopment of International Airport
Hewanorra
This project is surely the largest single public sector investment project in St. Lucia’s history. The sheer size of the investment quoted will mean, if executed, a significant impact on employment, construction and national debt. The need for the airport to be redeveloped to meet the needs of a modern tourism and
transport and communications industry is probably not debatable. Should the hotel and tourism sector be made to foot a larger portion of the tax bill to help the nation meet the debt servicing required, regardless of the financing package? The other important issue is the need for the Management of SLASPA and the Board of SLASPA to faithfully carry out their obligations. It is their responsibility to ensure that any contract awarded for the work is subject to world class due diligence, prudential checks, cost benefit analysis, value for money. The Chamber is confident that the Management of SLASPA and the Board will do what is good and right for the institution and we assure them of our support in this regard.
Redevelopment of Port Castries
The redevelopment of Port Castries is another project that has been spoken of for quite some time now. It would be one that is welcomed by The Chamber if it would bring back some of the beauty and cleanliness and order to the city of Castries. The planned partnership with Royal Caribbean will mean that St. Lucia will be following the same path of many cruise destinations who are partnering with the cruise lines in creating the required port services and infrastructure. Moreover, this redevelopment needs to be done in close conjunction with the need to resolve a myriad of other long standing problems which the city has had to confront for a number of years. The issue of parking, vagrants, crime, pedestrian vendor conflict, the rodent problem, the garbage disposal problem all need to be part of the plan.
Law and Order
The manner in which law and order issues were dealt with in the budget, reveals the difficulty that successive Government have had in dealing with this issue, vehicles, equipment, additional recruitments. While there are indications of a number of initiatives that Government hopes will impact on the law and order situation, this fight has not been put into a holistic framework where actions and activities are specified to achieve specific results with responsibility assigned to specific people.
Conclusion
The budget reflects the difficulty the Country faces and the tough choices that have to be made. The Minister of Finance clearly did not please everyone and appeared to adopt a rather non committal approach. However, he cannot be faulted for not following the standard, World Bank and IMF policy prescriptions of maintaining some stimulus to further encourage recovery, reform of the financial sector, strengthening revenue collection, containment of expenditure while trying to achieve prudential debt levels over time. These externalities include the strength or lack thereof of the global economic recovery. Will the new revenue measure achieve the desired outcomes? Will the donor funds identified be received on a timely basis or at all? These are some of the things that the success of the “2010/11 Budget� initiatives depends on and not many of them are in the hands of the Prime Minister or his Cabinet. BF Brian Louisy Executive Director St. Lucia Chamber of Commerce
MONEY MATTERS
National Budget 2010 Review
The Manufacturing Sector on the Budget The Prime Minister in his budget presentation this year highlighted the improved performance in the manufacturing sector during the 2009 period. The sector recorded positive growth compared to declines in most of the other sectors, as manufacturing’s share of GDP increased from 5.9 % in 2008 to 6.3 % in 2009. This growth was attributed to an expansion in the production of food and beverages, as well as a shift in the US demand for higher value electrical products. Notwithstanding the encouragement presented by this growth, no doubt, the importance of the manufacturing sector extends well beyond simplistic GDP indicators that are too often misused as a basis for guidance in setting national economic priorities. In our economy, manufacturing forms one of three economic sectors that generate material wealth: the other two being agriculture and construction. Moreover, among the material wealth generators, unlike agriculture, manufacturing is not completely limited to natural resourcBusiness Focus
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es, and unlike construction, most manufactured products are transferable across national and international borders. It must also be recognised that the manufacturing sector comprises of not just a few big export players, but several small and micro businesses – a sub sector that creates a fundamental economic base for the economic health of the country. Consequently, it is reasonable to conclude that the economic impact of the manufacturing sector cannot be measured only in terms of GDP or direct employment. It is in this context that the budget presentation as it relates to manufacturing was examined. Success in manufacturing is based on how efficient and effective the operation is. That is, the ability of the entity to produce the right product (a product that meets your target market’s needs), at the lowest possible cost. Any meaningful assistance to the sector would therefore have to involve efforts targeted at these two operatives. A lot of work has been done in the past, on identifying the needs of the sector as it relates to improving its com-
petitiveness through improved efficiency and effectiveness. These needs have been clearly identified in documents produced by several aid-funded consultancies, such as the Private Sector Development Strategy (PSDS) and the National Export Strategy (NES). Some of these needs address the following general areas: The development of a National Quality Infrastructure guided by an effective National Quality Policy, to address the following: • Targeted Standards Development • Accessibility to inspection and testing facilities • Provision of technical assistance and incentives for standards implementa tion and certification to internationally recognised standards for quality man agement and food safety management systems • Metrology • Accessibility to Certification and Accreditation Services • Capacity Building particularly in the following areas: • Appropriate skills development
Dr. Alison Plummer
• Certification of skilled labour • Assistance at the firm level in the areas of ICT, management, innovation ( new product development) Productivity Improvements: • The creation of incentives linked to increased productivity • Review of business legislation/policy /environment, and areas reserved for local businesses • Reducing the time for doing business in Saint Lucia – SLASPA, Customs, etc. • Incentives linked to local purchase and consumption • Access to affordable financing • Support for marketing (market research, business promotion – export/ local) • Entrepreneurship development • Regional transportation improvements (labour and goods) In the budget presented for the 201011 period, it is stated the Government has ‘determined that export development is the key requirement for economic diversification and alleviation of poverty’, and as a result, has committed to implementing the National Export Strategy (NES), the National Industrial Policy, and Private Sector Development Strategy (PSDS) during this financial year. The budget this year demonstrated a continuation with a similar level of support as had been given in years gone by, for areas such as Marketing Promotion, Trade Promotion, Industrial Development, and Private Sector Development. It is worth noting that much of the funding for Industrial and Private Sector Development is anticipated to be supported through
grant funding, and so, there is no assurance however, that these could be easily that this funding would be made available transformed into threats against our during this budget cycle. survival, if the right targeted interventions Indeed, the Government’s expressed that could create positive change at the intention to implement the Micro and firm level, are not made swiftly. BF Small Scale Enterprise Act, Consumer Protection Act, Shop Hour and Sale of Dr. Alison S. Plummer - 2nd Vice President Goods Legislation during this budget St. Lucia Manufacturers’ Association period, as well as the intention to improve the conduct of business and investment in the country, through the establishment of a web-based Investment Facilitation Suppliers of Quality Foods to the Hotel and Restaurant Industry Portal, are all Sole Licensed Food Service Distributor Of Certified Angus Beef in St. Lucia targeted at improving the efficiency and effectiveness in Quality choice USDA beef, business sectors such veal pork and poultry as manufacturing. In addition, during Islandwide efficient delivery this budget cycle, Wide variety of frozen vegetable, the Government pastries, fish and dairy products also committed to developing and Competitive Prices implementing a Public Qualified, Experienced Education Programme Professional management to assist private sector and staff firms to understand the opportunities created Large consistent inventory as a consequence of the CARIFORUM-EU Economic Partnership Agreement recently signed. The Manufacturing Sector looks forward to embracing all Tel: (758) 452-0533 / 0529 / 0530 Cell: (758) 285 4197 Fax: (758) 452 0531 these potential Massade, Gros Islet, P.O. Box 2190, Gros Islet, St. Lucia, W.I. opportunities, noting e-mail:kevincrownfoods@candw.lc www.crownfoodsstlucia.com
CROWNFOODS Ltd
“The choice of discerning chefs”
MONEY MATTERS
National Budget 2010 Review Downtown Castries
Understanding T the Budget
he theme for the budget seemed aptly chosen as ‘the road to recovery: reengineering growth, engendering social cohesion and building resilience to external shocks’. It was clear from the budget addresses, that St. Lucia, like other small, open and highly vulnerable economies in the region, was not spared the major exogenous economic shock from the tribulations of the global financial markets and the subsequent economic recession of the past year. The St. Lucian economy contracted at a significant rate of 5.2% during 2009, with all major economic sectors adversely impacted. Tourism, the backbone of the economy, actually increased 7.1% in 2009 but this was largely driven by short-stay visitors, which recorded an increase of 12.8%, mainly attributable to cruise ship arrivals, whilst stay over arrivals declined 5.8%, reflecting the recessionary and subdued labour market conditions which exist in advanced countries like the US and UK, which are St Lucia’s main sources of tourists. In fact arrivals from these countries shrank 9.7% and 14.1% respectively. The construction sector has become a major contributor to GDP in St. Lucia, however, in 2009, construction recorded a 20% decline, reflective of the weak global credit markets, which resulted in a slowdown in foreign direct investment flows in terms of private sector investments. The public sector spending on construction however rose by close to 50% but was still insufficient to offset the decline in private sector spending. Agriculture on the other hand, recorded mixed performances, with banana production down 6.7%, while production of other crops rose 12.3%. Output from manufacturing also looked encouraging, recording a small 1% gain over the year. These two sectors are vital for the long term development of the St Lucian economy, given that these have the ability to create sustainable jobs, as well as earn foreign exchange for the country, thus reducing dependencies on the external economy. St Lucia’s unemployment situation is however deteriorating, with the jobless rate at around 20% at the end of 2009. A Look At The Numbers The 2010 budget envisages an expenditure plan of about EC$1,210.9 million, 30% of which is allocated to capital expenditure and repre-
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Rodney Bay - Prime Tourism Location
sents a 9% reduction over the approved capital expenditure for 2009; 62% of the total outlay is earmarked to fund recurrent expenditure and the remaining 8% is allotted to debt amortization. When compared to the 2009/2010 fiscal year, total expenditure represents a decrease of less than 1% with the largest chunk allocated to the economic service sectors comprising agriculture, tourism, works and transport and the finance ministry. The government has introduced new revenue measures in the 2010/2011 budget as follows: - withholding tax of 15% on interest paid to non-residents - a 50% increase in the tax on use of cellular phones - a 60% increase in property tax on commercial buildings and a change to the open market - valuation system for assessing residential properties - an increase in stamp duty on share transfers. The EC$1,210.9 million budget is expected to be financed by the following: - recurrent revenue of EC$844.3 million - capital revenue (proceeds of the sale of land) of EC$13.5 million - grants totalling EC$136.4 million, from the European Union and Taiwan - new bond issues of EC$97 million - other loans totalling EC$119.8 million (from World Bank and Caribbean Development Bank) A Look At Last Year’s Fiscal Performance The general contraction in economic activity in St Lucia during the past year filtered into the fiscal accounts, which, as expected, deteriorated. The current account surplus declined from 5.4% of GDP in fiscal 2008/ 09 to 2.5% of GDP in fiscal year 2009/10. This was a result of a slowdown
in current revenue and an increase in expenditure. The larger deficit recorded on the fiscal account resulted in a 2.8% increase in the level of outstanding public sector debt to EC$1,843.6 million, equivalent to just about 71% of the country’s GDP as compared to 66% at the end of 2008. The rise in the debt level was largely as a result of a 4.8% expansion in the level of external debt which accounted for 55% of the total outstanding debt stock at end 2009. Fiscal Management Stabilize public debt/GDP ratio. This will demand concerted effort and fiscal prudence to prevent the country’s debt from increasing further. St Lucia’s debt to GDP is currently among the lowest in the ECCU but has trended upwards in the last couple years thus it is becoming extremely important to implement some sort of fiscal contingency plan for unforeseen external developments, which can severely hurt the fiscal accounts. Diversification An effective diversification strategy is vital, even if it only entails only diversification of the tourism base. If we try to market our tourism not only to the US, but to Europe, Asia etc, we will effectively reduce the impact to us from any economic downturn in any one region. Growth And Competitiveness Competitiveness is a challenge and will require acceleration of structural reform initiatives to raise the economy’s growth potential. Suggestions include securing
long term fiscal savings, improving labour market flexibility and reducing the cost of capital. Risks To The Outlook For St. Lucia: The government has forecasted that the St. Lucian economy will expand at a rate of 2.9% this year; however, there are significant downside risks. Vulnerabilities remain given St Lucia’s dependence on imported oil, the dismantling of trade preferences in bananas, and the threat of natural disasters. The tourism product is increasingly exposed to global events, especially outlook in US and Europe. Another key risk is that of the deterioration in the fiscal accounts. Any diversion from the fiscal plan for the year will likely cause fiscal accounts to further worsen and will also further limit the government’s fiscal flexibility if any additional exogenous shocks were to hit. A medium to long term strategy must therefore be put in place to ensure fiscal sustainability. The success of the 2010/2011 budget is contingent on some factors over which we have very little control but most importantly there is heavy dependence on achievement of the revenue targets outlined. It will therefore be extremely important that there be a broad-based consensual approach to the development of social and economic programs and that we ensure measures are in place to manage what we can control exceedingly well to build a robust economy to withstand the pressures of the current global realities. BF CMMB
MONEY MATTERS
Private Sector
Trade Note
CARICOM’s Mercosur Trade Performance
The Impact on St. Lucia’s Trading Trends MERCOSUR is an acronym for the Common Market of the South. This is basically a regional agreement which facilitates free trade and economic cooperation amongst Argentina, Brazil, Paraguay and Uruguay. In 2008, firms in MERCOSUR generated US$278.3bn in merchandise export revenues and spent US$248.5bn on merchandise imports. Hence, MERCOSUR cannot be ignored as it accounted for 2% of global expenditure on imports in 2008. This region is also quite dynamic with merchandise imports growing by 28% per annum between 2004 and 2008; almost double the global import growth rate during this period. In 2008, Brazil and Argentina were the major trading economies in MERCOSUR both recording merchandise trade surpluses Business Focus
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(see figure 1). Paraguay and Uruguay jointly accounted for only about 7% of the import spending in MERCOSUR 2008, and both recorded trade deficits. The top exports from MERCOSUR in 2008 included soya beans (US$17.3bn), petroleum oils (US$15bn), soya bean oil cake (US$12bn), iron ores/concentrates (US$11bn), soya
unladen weight exceeding 15,000kg (US$5.2bn), automobiles with engines between 1500 and 3000 cc (US$5.2bn), maize (US$4.9bn), coffee not roasted or decaf (US$4.1bn), raw sugar cane (US$3.8bn) and frozen cuts and offal of fowls‐gallus domesticus (US$3.8bn). These areas include some sensitive areas for
bean oil crude (US$7.2bn), frozen bovine cuts boneless (US$5.5bn), aircraft of
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MONEY MATTERS
The top imports in 2008 included crude petroleum oils, light petroleum distillates, automobiles with engines of 1500‐3000 cc, potassium chloride, natural gas in gaseous state, aviation spirit, telephones for cellular networks, telephone parts, medicaments, coal, copper cathodes, motor vehicle parts, wheat/meslin and appliance parts. The most dynamic imports included light petroleum distillates, natural gas in gaseous state, aviation spirit, optical devices, urea, antisera and other blood factions, sulphur, superphosphates, automobiles with engines exceeding 3000 cc, drive axles for motor vehicles, polypropelyene, liquefied natural gas, video games, animal feed, aluminum waste/scrap and yarn of artificial fibres. Some of these areas offer trade potential for CARICOM. In 2008, MERCOSUR imported mainly from: 1. USA (US$33bn), China 2. (US$30bn), Brazil (US$22bn), Argentina 3. (US$17bn), Germany (US$15bn), Japan 4. (US$8.7bn), Nigeria (US$6.7bn), Rep of 5. Korea (US$6.3bn) 6. France (US$6.3bn) 7. Italy (US$6bn) The most dynamic import sources between 2004 and 2008 included Bolivia, The Ivory Coast, Lithuania, Bermuda, Bangladesh, Cyprus, Lebanon, Togo, Guatemala, Bahrain, Suriname, Iceland and Jordan. In 2008, MERCOSUR focused merchandise exports to: 1. USA (US$33bn) 2. China (US$23bn) 3. Argentina (US$19bn) 4. Brazil (US$15bn), 5. Netherlands (US$13.6bn) 6. Germany US$11bn) 7. Chile (US$10bn)
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8. Spain (US$7.2bn) 9. Venezuela (US$7.1bn) 10. Japan (US$6.7bn) These countries jointly accounted for
52% of the region’s total export revenue in 2008. The most dynamic export markets between 2004 and 2008 included China, St. Lucia, Kuwait, Cameroon, Benin, Congo, Moldovia, Kazakhstan, Latvia, Luxembourg, Guinea and Tajikistan. CARICOM and MERCOSUR have established deep bilateral trade ties for goods. In 2008, CARICOM generated export sales of US$655mn from MERCOSUR, with MERCOSUR exporting US$4.9bn to CARICOM. Hence, MERCOSUR is an important import source for the region, as they accounted for 13% of CARICOM’s total import spending in 2008. However, CARICOM was a negligible exporter to MERCOSUR in 2008. The region ran a significant and growing trade deficit with MERCOSUR up to 2008. CARICOM’s exports to MERCOSUR expanded by 35% annually between 2001 and 2008, with MERCOSUR’s exports to the region expanding by 40% annually. Between 2001 and 2008, the top CARICOM importer from MERCOSUR was St. Lucia, with Trinidad/Tobago and Jamaica the other major importers in 2008. These three countries accounted for 96% of the import spending from MERCOSUR in 2008. St. Lucia has also been the most dynamic importer from MERCOSUR, expanding imports by 54% annually. All CARICOM countries registered increases in imports from MERCOSUR, with Belize being the only
exception, with a decline of 2.4% annually over the 2001 to 2008 period. Brazil has consistently been the top exporter from MERCOSUR to CARICOM between 2001 and 2008, accounting for almost 98% of
the total exports to CARICOM in 2008. The top CARICOM exporter to MERCOSUR in 2008 was Trinidad and Tobago exporting US$551 mn, which represented 84% of the region’s export revenue from that region. Other top CARICOM exporting nations to MERCOSUR in 2008 were Barbados (US$36mn), Suriname (US$29mn) and the Bahamas (US$28mn). The most dynamic exporters to MERCOSUR from CARICOM between 2004 and 2008 were Trinidad/Tobago (80% growth in export sales annually), Suriname (150%), Jamaica (222%), Haiti (62%) and St. Kitts/Nevis. St. Lucia has basically given up on the MERCOSUR market as in 2008 export sales was US$24,000 in comparison to the US$9.2mn in 2004. CARICOM exporters have been finding sales markets in MERCOSUR mainly in Brazil and Argentina who jointly accounted for 99% of total exports in 2008. CARICOM exporters have been penetrating the Argentinean market to a great extent, with average export sales growth of 66% annually between 2001 and 2008. Similarly, there has also been some dynamism in the Brazilian market, with export sales growth of 50% annually between 2001 and 2008. CARICOM exporters have had less success in penetrating the Uruguay market with export sales growing by 18% annually between 201 and 2008 in that market. Unfortunately, CARICOM exporters have lost their foothold in the Paraguay market with export sales plummeting from US$52mn in 2001 to US$99,000 in 2008.
MAIN CARICOM EXPORTS TO MERCOSUR CARICOM exports a narrow range of products to the MERCOSUR region. In 2008 only 25 tariff lines registered exports sales above US$100,000 with 10 tariff lines recording sales in excess of US$1mn. The main products exported to MERCOSUR are listed (see table 1). These include mainly manufacturing products and a few agro processing items. MERCOSUR is not currently a major destination for exports with the region only generating 2.1% of total sales in that region. In 2008, LNG was the top export to MERCOSUR from CARICOM, with anhydrous ammonia and light petroleum distillates other top exports. It is also clear with exports such as gear boxes and electrical machines, that re‐exports are also an important export mode. Between 2001 and 2008, the most dynamic exports from CARICOM to MERCOSUR included anhydrous ammonia (69.5%), light petroleum distillates, hot rolled bars/ rods, Aluminium oxide (29.6%), waste/scrap of Aluminium, expansible polystyrene (26%) and urea (50%). Products that experienced notable declines in exports to MERCOSUR included nutmeg (a decline from US$1.3mn in 2001 to US$68,000 in 2008), liquefied butanes and plastic rubber footwear. MAJOR MERCOSUR EXPORTS TO CARICOM MERCOSUR has a much more diverse range of exports to CARICOM than is the reverse case. In comparison to the 10 tariff lines that CARICOM earned over US$1mn in 2008, MERCOSUR has 85 tariff lines that they register over US$1mn in export sales to CARICOM. The top 15 exports are detailed below (see table 2). Between 2001 and 2008, the most dynamic exports from MERCOSUR to CARICOM included crude petroleum oils
(54%), iron ores/concentrates (39%), undenatured ethyl alcohol (50%), raw cane sugar (96%), fowls frozen (36%), bovine frozen cuts boneless (43%), cereal preps for infant use (135%), unmanufactured
region lost out on some US$25bn in sales in 2008 by not taking this market seriously enough. Illustratively, it is estimated that the region lost out on potential export sales in MERCOSUR of US$4.7bn in light
tobacco (22%), wooden furniture (23%), ground‐nuts shelled (15%) and stoppers/lids/caps/ closures of plastic (43%). In closing, there are major considerations in fostering a more mutually beneficial
petroleum distillates, US$19.4mn in sales of essential Oils and US$51.7mn in potential export sales of expansible polysterene. BF
trade framework with MERCOSUR. MERCOSUR’s strong export potential in a number of competing sectors such as beef, poultry, coffee, sugar, energy products and rice has to be underscored. These industries have to pay close attention to discussions with MERCOSUR as there is potential for greater competition. There is a huge potential trade possibility with MERCOSUR. The ITC estimates that the
Produced by the OTN Information Unit, 2009 DIRECT ALL COMMENTS OR QUERIES Mr. lincoln price Private Sector Liason lincoln.price@crnm.org
IN THE KNOW
RENEWED PARTNERSHIP:
FIRSTCARIBBEAN INTERNATIONAL BANK & THE UNIVERSITY OF THE WEST INDIES
Standing from left: Ms. Sonia Johnson – Business Development Officer, Cave Hill Campus and Peter Steenveld – Chief Marketing Officer FirstCaribbean International Bank Sitting from left: Principal of the Cave Hill Campus – Sir Hilary Beckles and Michael Mansoor – Chairman of FirstCaribbean International Bank
Y
oung entrepreneurs at the University of the West Indies (UWI) Cave Hill Campus will benefit from a new programme supported by FirstCaribbean International Bank. The Bank has pledged grant funding of US$45,000 to provide seed capital on a competitive basis to graduates of the UWI Cave Hill’s Student Entrepreneurial Empowerment Development (SEED) programme to help them start businesses. The SEED programme is designed to encourage and develop entrepreneurship, self-reliance and innovation. The support has been pledged by FirstCaribbean under a new Memorandum of Understanding (MOU) initialled this afternoon by Chairman of FirstCaribbean International Bank Mr. Michael Mansoor and Pro-Vice-Chancellor and Principal of the Cave Hill Campus Professor Sir Hilary Beckles, at FirstCaribbean’s headquarters at Warrens, St. Michael, Barbados. This is the third consecutive MOU between the University and the Bank, covering a three year period. The MOU will serve Business Focus
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as a framework within which the two institutions will collaborate in support of regional development and for the mutual benefit of both institutions and will benefit students and researchers on all UWI campuses. The Memorandum provides for the Bank’s disbursement of US$375,000 to the UWI in equal tranches of US$125,000 in each of the three years 2010 to 2012 and the partnership commitment covers the following broad areas: •The Advancement of Knowledge and Understanding of Issues Affecting Business, Trade and Financial Services in the Caribbean Context •The Support and Development of UWI Students Around The Region •Enhancement of Research in Banking and Finance at UWI •Mutual Use of Services and Joint Pursuit of Mutually Beneficial Business and Corporate Image Enhancement Opportunities Student support and development will account for more than half of the grant,
with US$112,500 allocated to continue to cover 15 annual scholarships over the three year period. Each scholarship is valued at US$2,500 to UWI undergraduate and/or graduate students. Another new feature of the agreement is a pledge of US$41,250 towards the establishment of a pilot graduate placement programme at the Cave Hill Campus to facilitate students’ transitioning to the world of work. The MOU will provide continued support to UWI researchers on the three campuses to enable them to conduct research on issues of importance to the banking and financial services sector through a new grant of US$86,250. The UWI Case Study Development Project has also received a further grant of US$75,000 over the three years and the Bank has indicated its intention to continue as official sponsor of the annual Frank Worrell Memorial Lecture. BF For further info: www.firstcaribbeanbank.com
Trevor Lousiy – Managing Director, CARILEC presenting at Forum
K
eeping abreast with the changing market trends is a key factor that the Caribbean Electric Utility Services Corp. (CARILEC) says it is taking seriously. So poised is the umbrella utility organisation that it recently held a two-day seminar to address regulations issues as it brought together representatives from some of the Caribbean’s major utility companies. “The seminar is targeting those utilities that have not experienced regulation procedures to have them understand how regulation would impact their internal operations,” CARILEC’s Training Manager, Laurena Primus told BF on day two of the seminar. Such areas, she said, include the utilities’ financial operations, financial reporting standards, customer service standards, and investment. Two utilities that have regulatory procedures in place served as models at the two-day seminar. “We had two utilities – one from the Cayman Islands, which is fully-regulated and the other from Dominica, which is partly-regulated – that have gone through the regulation process, represented here,”
Attendees at forum
Primus said. “So they are sharing their experience with the other utilities represented here at the seminar, namely those from Barbados, Anguilla, Turks and Caicos, and St. Lucia.” Primus conceded that most utilities that form CARILEC were absent since some view regulation as something that may not affect them immediately. She, nevertheless, believes that equipping industry personnel with the necessary information is key. “We’re targeting financial managers, customer service managers, and legal officers of the utilities. This is in order that they get an internal appreciation of how their work functions will change and how the entire internal operations at the utilities will change in a regulated environment,” the CARILEC training manager said. The seminar came less than a month after CARILEC hosted a major two-day regional forum and workshop on regulatory reform in the electricity sector, also held in St. Lucia. At that workshop and forum, Primus said there was a reason for the two separately-held events.
Duane Rowe – Renewable Energy Advisor, CARILEC presenting at Seminar
“The workshop and forum event in April was held at a policy level, where the CEOs and government and the people who would be responsible for influencing policy, were present. At the May 6 to 7 event, held under the theme “Utility Business Model: The Financial Imperative in a Regulated Environment,” we have interests who will be directly affected by those regulations,” Primus told BF. Primus believes that the positive spinoffs from the process augur well for the future of the electricity industry. Customer service is one key area, which stands to benefit. Regulation, she said, comes into play when competition is the nature of the game. “With the possibility of other independent power producers coming into a market which was once sort of a monopoly, a new, liberalized market is created,” Primus explained. “Thus, one needs to get the market organized so that everybody understands that there are procedures and processes.” BF Stan Bishop
IN THE KNOW
Sheds New Lights
IN THE KNOW
Metrication Starts With You!
I
nstead of seeing the metrication process as a burden, view the transition as an opportunity to improve all aspects of your organisation or business. Here are 9 steps to help you help your organisation: 1. Become a metrication leader in your organisation. Speak to everyone from the manager to the custodian to ask about measurements they use and which of these are most important to their work. 2. Learn and emulate. Find successful metrication policies from industries/ businesses that are similar to your own from all around the world. 3. Begin to develop your metrication policy. Specifically plan to state which prefixes will not be used in your business e.g. centi, deci, deca, and hector are not used in most businesses. Choose metric system units that will give you whole
numbers without fractions where ever possible. Choose a larger and smaller unit range using the thousands prefixes from the SI prefixes. (Reference the chart ) 4. Source examples that are appropriate for your business. E.g. In the paper industry examples might include paper dimensions in millimeters (A4 = 210x297); in the health industry examples might include baby birth mass in grams, and walking speeds in metres per minute (a brisk walk = 100m/ min). These references are important as they give a “feel” for the size of things that allow them to know “instinctively” when something is wrong. 5. Run a marketing educational campaign. Include posters on notice boards, placing tips and quizzes for metrication process in your internal news letters, articles showing successes and savings made by using simpler metric system measurements.
6. Be prepared. Be sure that at least 85% of staff members are involved and ready for the next step. 7. Make time. Allow time for the important training process. 8. Invite speakers and or consultants. Plan to organise special days for each phase of your metrication process. (T-Day for Temperatures; V-Day for Volumes; K-Day for Kilograms and L-Day for Lengths). Plan a settling period to seek out and destroy old measuring practices. 9.Celebrate! Plan special celebrations to announce your metrication achievements. Give awards to those who have actively contributed to the metrication process. BF Judy Rene Coordinator St. Lucia Metrication Secretariat For further info: metcentre@candw.lc
Metric Units Smaller Unit
Larger Unit
1000 grams
1kilogram
1000 kilograms
1 tonne
1000 millimetres
1 metre
1000 metres
1 kilometre
1000 millilitres
1 litre
1000 litres
1 cubic metre
1 metre x 1 metre 1 metre x 1 metre x 1 metre Business Focus
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1 square metre 1 cubic metre
IN THE KNOW From L to R: Peter Constable - Retail Services Manager, Marguerite Desir - Senior Vice President HR & Customer Service Head of Business Operations St. Lucia & Dominica, Mordea Labadee - Finance Manager, Nadia Asgill-Simei - Human Resource Manager, Victor Price - Production Manager
HARRIS
Paints Upgrades HARRIS PAINTS ST LUCIA LTD. NOW ISO 9001:2008 QUALITY MANAGEMENT SYSTEM RECERTIFIED
T
he year 2010 marked another milestone for Harris Paint’s quality management goals as they were successful in the recertification audit for ISO 9001:2008, since their initial certification from 2003. This success was not possible without the commitment and input from the Management and employees of Harris Paints (St Lucia) Ltd, who continuously
strive for quality improvements in their products and services. Harris Paints (St Lucia) Ltd. is one of the few companies in St Lucia that is certified ISO 9001:2008 International Quality Management System. As a member of this International Quality Management System, ISO 9001:2008, Harris Paints (St Lucia) Ltd. continues to maintain a standard to operate and trade globally, giving the company a stronger, universally accepted competitive edge. In addition, Harris Paints International Ltd. has distribution
and retail networks in 14 other countries across the region and is licensee of Akzo Nobel, the largest paint company in the world. Senior Vice President and General Manager for St. Lucia and Dominica companies, Mrs. Marguerite Desir, Management and staff wish to thank all Harris Paints (St Lucia) customers for their continued patronage over the years as Harris Paints (St Lucia) continuously seek new ways of improving its products and services to you. BF
Victor Price - (ISO) Management Representative for Harris Paints St. Lucia Ltd.
“Stick with it, strive for excellence and have fun doing it” is the motto that drives Victor Price, the driving force behind the recertification of Harris Paints St. Lucia Ltd. The Production and Technical Manager with the charge of the International Organisation for Standardization (ISO) Management Representative for Harris Paints St. Lucia started with Harris Paints as Assistant Production Manager and Laboratory Technician 15 years ago and is proud of the company’s achievements over the years. He feels privileged to work with a company which is customerfocused and continually strives to improve its process, production and most importantly, quality. Price is a certified ISO Internal Auditor and is on the final leg of earning a Diploma/MBA in Business Management with University of Leicester and is pursuing the ISO Lead Auditor’s Certification from GAMA Learning Institute from May 2010.
IN THE KNOW
SLASPA Executives Meet the Press
SLASPA’s Priority Safe & Secure Ports
S
ecurity is unquestionably a top priority for the Saint Lucia Air and Sea Ports Authority (SLASPA), the organisation with responsibility for the efficient management of St. Lucia’s Ports of entry. Over the years, SLASPA has invested over US $6,000,000.00 in upgrading and enhancing port security which includes technological advancements such as CCTV (Closed Circuit Television Cameras), training of Port Police and the improvement of facilities, the most recent being the newly opened Port Police Barracks in Vieux Fort costing almost XCD 600,000.00. SLASPA has a proud record of an organisation, which is sensitive to the needs of its staff, which it recognises as its most important assets. In this regard, SLASPA is indeed concerned about the welfare of its Port Police Department, which is an important part of the organisation’s staff complement. Fortunately, no sick reports have been received as of Friday, May 14, 2010, however, SLASPA will continue to have open dialogue with its Business Focus
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Port Police Facility opened in October 2009
Port Police through the Port Police Welfare Association. SLASPA would like to reassure its customers that the Airports and Seaports remain open for business and security is a top priority, which will never be compromised. As the custodian of the island’s Airports and Seaports, SLASPA understands that its ports are the gateway to commerce and thus the importance of ensuring that such facilities remain open
for business. Every effort will be made to ensure that commercial activity is not interrupted while remaining committed to protecting St. Lucia’s Ports and providing all port users with a safe and secure environment. BF
For further info: www.slaspa.com
New Rodney Bay Medical Center NOW OPEN The Rodney Bay Medical Centre has moved to its new premises next to JQ Mall, ( in the PROVIDENCE COMMERCIAL CENTRE ) with expanded services and hours.
Rodney Bay Medical Centre encompassing: Integral Health Care Medical Clinic: • Family Practice • Walk–in Clinic • Complete Medical Physicals • Executive Medicals • Acute & Chronic Care • Medicals for Insurance & Driver’s License • Well Woman Care • Pap Smears (including the new Thin-prep test) • Breast Exams • Contraceptive Advice • Antenatal Care, Breast Feeding Management • Well & Sick Baby & Child Care • Immunizations, Flu vaccines • Adolescent Health Care • Satya Integrative Medical Services • Food Allergy Testing
A New Approach to Family Health Care
INTEGRAL HEALTH CARE MEDICAL CLINIC
Providing Medical Care for The Entire Family
Specialist Consultants including: • General Surgery • Dermatology • Pediatrics • Opthalmology Radiology Unit offering: • X–Rays • Ultrasounds Lab Services: • Consultant Pathologist & Laboratory Testing • expanded services and operational hours New Services: • Physiotherapist / Occupational Therapy • Counsellor / Psycho-Social Therapist • Nutritionist • Health Coach • Podiatrist Organica Health Food Shop - Tel: 450-0678 Whole Foods & Supplements R. J Clarke Ltd - Full Service Pharmacy
Rodney Bay Medical Center Rodney Bay, Gros Islet, P. O. Box RB 2305 • Tel: (758) 452 8621/ 45-DOKTA Fax: (758) 452 0785
IN THE KNOW
Service Sector:
Business Process Outsourcing (BPO) Expanding Trade in ICT-enabled Services
Until recently, cross-border trade in services attracted limited attention in GATS, in part because its practical and economic significance was limited. However, technological advances have accelerated possibilities for services trade across borders and has led to more cross-border trade in many services. A number of services whose provision once required physical proximity between the consumer and the supplier can now be traded via the Internet or other networks. This includes, for example, e-banking, on-line computer and IT services, many forms of professional and consultancy services, and on-line sales of hotel reservations, airfare and even goods. In addition, many companies can now sub-contract or “outsource” activities they once performed in-house. Business outsourcing (BPO), the topic of this issue*, has created many opportunities, not least for developing countries, and has also opened doors to trade for small and medium size enterprises. Outsourced activities may often be fairly low-skill oriented, but increasingly knowledge intensive activities are also outsourced, such as research and development and financial advisory services.
BPO: Increasing Successful back-office exports
Business Process Outsourcing (BPO), a notion that includes a variety of business support functions, is sometimes referred to as back office services. Such services can be outsourced to domestic as well as foreign firms. They can now be provided remotely from locations far from the head office or other final consumer by electronic means. When outsourced to foreign firms, the GATS would apply. Many Business Focus
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developing countries have succeeded in gaining BPO contracts in recent years. BPO services may include customer support or sales and marketing support (e.g. by means of call centres) for insurance, airline and many other industries. It also can include accounts, bookkeeping, or payroll management, bill collection, and records transcription, to name a few examples. They often require language aptitudes and a degree of skills and training, but not necessarily at sophisticated levels, and can offer advantages such as lower costs and 24 hour-a-day service to the outsourcing companies..
GATS Commitments
Some WTO Members have commitments on BPO-related services. It is important to keep in mind that the Schedules, many dating from 1994, do not always reflect the reality on the ground. Many companies in the industrialized world are outsourcing back-office functions, even if no bound commitments exist in the GATS. A group of WTO Members have made requests of others during the Doha trade negotiations to seek improved commitments on the cross border trade in BPO and other services that are more commonly outsourced today.
Definition and Classification
BPO is not a sector in its own right in the GATS classification (W/120). This is in part because the BPO activities can be performed on behalf of many different services and industries and in some cases would fall under commitments in the sector concerned. Also, commercial trends (streamlining and downsizing companies) and new technologies have opened possibilities for international trade in these services that were not common at the time the GATS and UN classifications were first elaborated in 1991. Keeping this in mind,
the most amenable part of the GATS sectoral classification is “Other business services”. This is a broad sector encompassing many different activities, from advertising to convention management to packaging and photographic services.
Cross border trade
Outsourced BPO services often use the Internet, Internet-enabled technologies (such as VOIP networks for call centres), private corporate networks, satellite links or a combination of these to send and receive the services. While GATS cross border supply (mode 1) is most relevant, consumption abroad (mode 2) may also be involved in a BPO services transaction. This is because it may be difficult to distinguish between supply by modes 1 and 2. As a result, both modes should be consulted for such services. In fact, in the Doha negotiations, Members are seeking similar or at least consistent levels of commitments on both modes. Trade in an outsourced activity probably does involve transactions that involve both mode 1 and mode 2. Put simply, the firm that outsources the activity to a foreign country
may be “consuming abroad” while the Home market regulations foreign firm that performs the outsourcing Common features of services with a high contract would then deliver the service probability for outsourcing include: across borders to the client. • no face-to-face servicing requirement; • high information content; • the work can be delivered or Cross border trade performed electronically; Outsourced BPO services often use the • access to affordable, high quality Internet, Internet-enabled technologies telecom and ICT services; (such as VOIP networks for call centres), • wage advantages with similar private corporate networks, satellite links occupations in the client country; or a combination of these to send and • low set-up barriers for the creation of receive the services. While GATS cross new firms or affiliates and obtaining border supply (mode 1) is most relevant, any necessary licenses; and consumption abroad (mode 2) may also • streamlined procedures for obtaining be involved in a BPO services transaction. investment approval, approval and This is because it may be difficult to licenses, where applicable. distinguish between supply by modes 1 These features imply that to successfully and 2. As a result, both modes should be consulted for such services. In fact, in the participate in exports of BPO, services providers often need to Doha negotiations, Members are seeking similar or at least consistent levels of take into account their own government’s commitments on both modes. Trade in an regulatory policies to determine if the outsourced activity probably does involve basic ingredients are in place. transactions that involve both mode 1 and mode 2. Put simply, the firm that Export market regulations outsources the activity to a foreign country GATS rules concern the regulatory may be “consuming abroad” while the conditions or requirements you may face foreign firm that performs the outsourcing in the country where your client is located. contract would then deliver the service As a relatively new trend, BPO often faces across borders to the client. few formal regulations. Nevertheless, it can be affected by measures in related Commercial presence and outsourcing industries. For example, cross border BPO The rapid growth of opportunities in services that use VOIP or private networks BPO outsourcing have also inspired foreign may run up against restrictions on use of companies including both developed these telecom services or requirements and developing countries to establish a that the transmission may be terminated base of operations in client countries. only on monopoly networks. This can raise This way, they can also take advantage the cost of performing cross border BPO of contracts awarded domestically. and reduce its feasibility. Alternatively, When they do so, the activities would be to set up a commercial presence to trade covered by GATS commitments on supply BPO, companies will need to deal commercial presence (mode 3). In some with regulations and costs associated cases, companies establish a commercial with establishment, investment and presence abroad to supply BPO services in incorporation in the e foreign market, as countries where foreign outsourcing has well as local labour laws. become popular. Once established, they will usually export these services from the What will you find in GATS schedules? foreign base. For example, an Indian firm Due to cross border trade having only rewith expertise in managing call centres has cently become more feasible, restrictions set up an operation in Mexico to supply are not common. Therefore, mode 1 comSpanish-language call centre services to mitments tend to reflect a country’s openthe U.S. market. In such a case, a mode 3 ness (or caution) toward open markets, commitment of Mexico would relate to the than they do a specific legal framework in ability to establish the firm, but mode 1 & place for cross border supply. This is why 2 commitments of the United States would many schedules indicate either no limigovern whether the firm is entitled, under tations, by listing “None” or “Unbound”, GATS, to supply the service from Mexico to meaning no commitment. Sometimes enthe U.S. client. tries may state “Unbound*”, meaning not
possible due to lack of technical feasibility, even though new technologies have now made the supply possible. Where cross border supply is “Unbound” or “Unbound*”, there is no GATS guarantee on cross border delivery of the service, although in reality market access might be possible.
Restrictions on government procurement
In recent years, perceptions in some countries about jobs lost to foreign outsourcing have led to laws prohibiting the outsourcing of public contracts, or government procurement of services to foreign firms abroad. Such laws may also prevent domestic companies from subcontractin portions of their government contracts to firms abroad. However, a foreign company with a subsidiary in the country concerned may still qualify to bid on government contracts.
Scheduling elements to bear in mind
BPO is an example of a sector where transactions may require attention to how both cross border supply and consumption abroad (modes 1 & 2) are scheduled. To avoid confusion, the ideal would be that the entries for both modes are the same or consistent with one another. For example, it is difficult to be certain of your legal rights, under GATS, to take advantage of a commitment with no limitations on cross border supply, if the entry for mode 2 (the ability of your client to contract the services abroad) indicates no commitment, i.e. “unbound”.
Outdated classifications
Another scheduling issue can arise when the terms or technologies described in the CPC definition are out of date, making it unclear whether it is relevant to the services you are offering. For example, the GATS classification “1.F.t. Other business services: other” lists its CPC definition as 8790. CPC 8790 includes “telephone answering services”. It might be possible to argue, for lack of a better alternative, that call centre services are covered here. However, the 1991 CPC definition tends to imply services like those of a “receptionist”, making it difficult to assume with certainty that the commitment might cover call centres that handle services such as reservations or claims processing.
BF
BUSINESS SPOTLIGHT
Kathy Monplaisir - Managing Director
I
Going theExtra Mile
n operation since February 2002, as KRM Tours & Travel, this agency was one of the first tenants to occupy a storefront in the JQ Charles Rodney Bay Mall (since 1998 when the company operated under a former name). Kathy Monplaisir, Managing Director this full service agency, who has a 25-year professional background in the travel industry is the driving force behind KRM Tours & Travel which offers corporate and leisure packages and specializes primarily in outgoing travelers. As far as Kathy’s credentials in the field go, over the 25 years, she has worked at the St. Lucia Tourist Board, Hewanorra Airport, Eastern Airlines, she was a Supervisor at American Airlines, and she managed
Business Focus
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32
a Travel agency in the Rodney Bay Marina for six years before she opened her own agency. Kathy points out travel trends have changed over the years. For instance before, there used to be a busy period from November to April but now with the constantly increasing airfares and the Carnival season having changed to July, the busy period has moved to the summertime and December to January. Another very positive change is that St. Lucians have gotten into cruising and the purchase of all-inclusive packages, particularly for families, a trend that has become the bread and butter of the operation. One specific aspect to KRM Tours & Travel that Kathy told BF is that the agency
is personable to the clients and for this reason the operation has remained quite small. “I know most if not all my clients on a first name basis and they all know where to reach me if the need arises.” The managing director said. As far as competition goes, Kathy says her approach to conducting business is to focus on being the best that she can be, rather than focusing on outdoing her competitors. “A customer returning to KRM Tours and Tavel to do business with us is what gives me the professional satisfaction. This says that we have done something right.” She told BF. BF
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BUSINESS SPOTLIGHT
turns
30 Years
J
oan Alexander-Stowe, more intimately known as Joyce in the hospitality industry is the proprietress/owner of the Humming Bird Beach Resort, which is located in the scenic and historical town of Soufriere. After acquiring an education in Soufriere, Joyce commenced her journey in hospitality at age of 20 while working with the Anse Chastanet Hotel as a waitress. After two years with that hotel, Joyce and her business partner Paul Simmonds, a renowned English Chef decided to take the bold step by starting their own business with a small batik studio and restaurant. The hand crafted batik pieces, which today still remains an integral revenue centre and attraction of the resorts operation. In 1979 a property was purchased near the beach, which was named The Hummingbird. It was given that special name because there was a beautiful garden with lots of humming birds on the property. The small resort as we know it today, comprising of 11 rooms, a cottage, Business Focus
July / August
34
Joan Alexander-Stowe - Proprietress
bar, 80 seat restaurant and a batik studio commenced from very humble beginnings during the 1970’s. Starting with the batik, it expanded to include a small restaurant which was named the “Hummingbird House”. The growth in business warranted a further expansion and in 1979 funds were negotiated to purchase a beach front private home which was easily converted into a restaurant and bar. Business flourished during the late 1970’s to 1980’s setting the stage for creating an identity within the industry. In 1983 her partner’s interest was bought out and plans were commenced for providing accommodation units. Finances were obtained from a local bank for the construction of 10 units which became operational in February 1989, when the business was renamed “The Hummingbird Beach Resort” as it was located in a garden that was renowned as the home of the Humming Birds. Further expansion plans are earmarked for the hotel having
purchased a five acre property directly opposite the hotel on which to construct an additional 20 rooms and other facilities. The SLHTA has recognised Joyce for her dedication and contribution to the industry by awarding her the title of Hotelier of the year 1997. Assisted by a compliment of 30 dedicated and staff, the resort has received many awards that are proudly displayed at the entrance to the resorts restaurant. As a gourmet restaurant, specializing in French Creole cuisine, numerous medals have been won for culinary work, mastered by her last son David Stowe who currently heads the kitchen having returned home after obtaining his qualifications in Culinary Arts. Mrs. Joan Alexander-Stowe proudest moment was in October 2009 when she was awarded the MBE and flew to England, accompanied by her husband Lyndon Stowe to receive the prestigious award from Her Majesty the Queen of England. BF
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BUSINESS SPOTLIGHT
Lennita Gabriel – Office Manager
BUSINESS LIKE
CLOCKWORK
G
etting the job done has always been one of the mantras most serious business owners have tried to inculcate in their business. But juxtaposed with that mantra is another key element to remaining on top of the game – efficiency. And that’s just where Timeline Courier Services thinks it has the edge. In an interview with BF, it was clear that the company has a serious motive on its agenda: doing excellent business but within the least possible time. “Timeline Courier Services is a business that was formed to help large and small to medium businesses maximize the use of their revenue and cash flow,” Jann Mitchel of Timeline told BF. “We do islandwide pick-up and delivery whereby instead of a customer hiring a messenger or office assistant at your place of business, you can outsource the job to us.”
Business Focus
July / Auguust
36
The service is available islandwide and encompasses the following: payment of bills such as NIC, insurance, utility bills for both residential and business places. Another service provided by the company is debt collection. The new company was formed in November 2009 but things really picked up in January of this year, Mitchel told BF. She believes that her company is appropriate for customers who value reliability and results. “This one-stop shop service would be appropriate for that customer who just wants to get the job done and at a much more reasonable price,” Mitchel said. “A service that is more convenient and timely is what everyone wants that’s why customer service is an important factor to us.” So here’s how it works in the simplest form. For those of you who just despise
those long queues waiting to pay a bill or two, Timeline Courier Services will get that bill paid on your behalf for a small fee. The service can be a one-time deal or a longterm one. There is also a service available where sick and/or elderly persons’ prescriptions can be picked up for them. Tedious lines to pay bills were the motivating factor that influenced her to come up with the idea for the new company. So far, the company has been building its customer base but Mitchel says she sees the future being a positive one for her new initiative. She says she is fully determined to see Timeline, with its current staff base of three, become a household name in getting the job done right – and fast. BF Stan Bishop
6 Business Focus
July / August
38
65
Years of Business Development
Continuing
The Legacy Business Focus: Family has been a strong part of the business in terms of leadership and management. Explain this in terms of structure. Gordon Charles: Prior to 2001 company leadership was specifically a family matter. This was in fact a key to our success during that period. Founded by Sir JQ Charles in the 40’s, the company was fortunate to have his children join him in managing and building the business immediately after returning home from higher education. This sense of ownership and commitment was what allowed the business to grow aggressively to become a leading local enterprise. As a family member you were provided a University education and you were afforded the opportunity to come back into the family business. But not everyone has the same desire or capacity to commit to management of the business. As you entered into the 3rd generation there became evident nuances in a family business that don’t follow a traditional business structure regarding its management and shareholder/ employee relationships. Today’s business environment required a change in structure to be competitive and attract the best professional management talent. It was quite a challenge to handle the transition of the business from a family owned and operated one to a family owned business run by a capable non-family management team. Each position should have the best person for the job. If family members have the capacity to form part of this management then they should have the opportunity as well.
Business Focus
July / August
40
Gordon Charles CEO of The JQ Charles Group of Companies Focuses on 65 Years of Local Business Development
BF: The company has a strong sense of history, starting as a small Castries-based grocery retail operation, which expanded over six decades, how does that aspect factor into how the JQ Charles Group has evolved? GC: While the company grew aggressively it did so organically. The family values which founded the business in terms of business ethics, social and moral consciousness, are part of the core values of who we are as a business. The good will from those core values is what helps sustains us in the business community today. We continue to be seen as a company whose word is our bond. BF: Founded in 1944 by your grandfather Sir Joseph Quentin Charles, JQ Charles Ltd. and its associated companies became an entrepreneurial conglomerate, share what role family development has played and continues to play in the content structure of the business. GC: Sir JQ Charles had tremendous vision. He always said ‘Don’t put all your eggs in one basket’. He made the business diverse so we were not dependent on one specific area of the economy. In the ‘40s to ‘60s he would travel to the US and UK, see development and say ‘I can do this in St. Lucia’ . He would then adapt to our market to what he saw as he travelled, and implement it to suit. For example when we first started manufacturing mattresses in the 60’s, before the availability of polyurethane foam and other modern products, we did so by substituting coconut fibre from the estate for some of the internal components, surrounded by the appropriate imported padding. The 2nd generation of family leadership followed suit with both expansion of the range of businesses we participated in and the focus on strengthening the core aspects of our retail operations in food, automobiles and general merchandise. Today the shareholders are still active in shaping the vision of where the Group’s interests and activities are directed. BF: What are some of the pioneering investments the company is a part of? For
GC: It is important not to limit your opportunities to your internal capacity. Where you can source that capacity required in a business, and bring on a partner who has certain strengths that you don’t have…. that’s what joint venturing should be about – marrying two entities where they bring different things to the partnership to add value. CFL is a good example of a successful JV for both parties, where 2 + 2 = 5 rather than 4. Because the model has worked, we will certainly consider it wherever it makes business sense for us to go in that direction in the future. BF: Expand on the JQ Charles Group participating in an overseas venture with Audi. GC: At the end of 2008 we took on the Audi franchise as part of our portfolio for JQ Motors Ltd. and we got the rights to distribute not only in St. Lucia but throughout the OECS and Anguilla. We are building a new building, which will hold the Audi showroom at Choc Estate, and this will act as the Regional Audi Centre. However we still need to have a presence in each of those countries. So we have started this by launching Audi Grenada. And this is the model we will likely use to introduce the Audi brand to the approved territories. BF: How do the operations and structure of the JQ Charles Group support leadership development? GC: We have restructured each operation within the Group as a separate legal entity which has its own management team. This has created a stronger sense of opportunity within the Group for persons to succeed into positions of leadership within a company or across companies. We also support leadership development by providing opportunities for our leaders and staff to get training at the company’s expense. BF: Consider 65 years of the company’s existence; long service employees have become an integral part of the structure, what are your thoughts on professional loyalty? GC: This goes hand in hand with a corporate environment which engenders a sense of belonging. In today’s international market it is the norm to move from one job to the next very quickly. However we
Q&A instance – Sir JQ Charles was a founding member of 1st National Bank (formally the Penny Bank). GC: As well as his involvement in the start up of the bank, he was also instrumental in early operation of the Copra Manufacturers’ Association, Coconut Growers’ Association and the St. Lucia Banana Growers’ Association. As a company we were involved as early participants in many industries such as manufacturing of concrete products, soft drink bottling, mattresses and furniture, polyurethane foam, laundry detergent, cooking butter, egg production and confectionary to name a few. BF: How is the company involved in tourism development, the major income earner of this country? GC: The core strengths of our leadership have always been in retail and manufacturing. We consider our Group a major supporter of the tourism industry through the supply of support services, but are not yet directly involved in the industry as a primary player. BF: The JQ Charles Group is involved in a joint venture that is CFL (Consolidated Foods Ltd.). What does this type of investment bring to your business environment?
feel that if you create an environment of stability, where your employees feel needed, valued and involved in decisionmaking, then your company is on the right path to developing staff loyalty. Also, out of developing staff loyalty comes the opportunity to develop customer loyalty. BF: Customer Service is a major part of your operations. What drives this aspect of business? GC: In today’s environment it is increasingly competitive as any other company can provide the services and products you can. So the question is ‘what differentiates you?’. The answer has to be customer service. It has to be that you are adding value by making the customer’s interaction pleasant. Therefore we are focusing on customer service from two perspectives. One is the development of staff to think in a customer-service mindset though ongoing training. The second area Business Focus
July / August
42
is the development and implementation of innovation and technology relative to the specific industry, which allows us to ensure that the service and product being provided is delivered in an efficient and effective manner. BF: The JQ Charles Group is involved in various corporate social responsibility ventures, why is giving back important to this company? GC: It’s our community that supports us through the purchase of our products and services and therefore it’s our way of giving back to the community and an effective way of saying ‘Thank you’. We structure an annual budget for donations and we ensure that money is well spent in giving back to the community. Our target markets for social assistance are the youth, who we cater to through education and sports, and the other are the less privileged within our community.
BF: This company has strong ties to the St. Lucia Chamber of Commerce. Review this linkage to the Chamber as you are a current board member. GC: Historically a member of the JQ Charles Group has always sat on the board of the Chamber over the last 30 years, to participate and positively influence the decision making of the Chamber. We have large investments in the local business community and we want to be part of the decision making in that sector. It would be irresponsible of us not to contribute. BF: Historically, the company tended to shy away from the publicity. In this era where marketing is crucial to business, what is the current JQ Charles Group approach to corporate branding? GC: The image of the company has always been very downplayed as it was always about growing our reputation by providing a service. JQ Charles Ltd.
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evolving into the JQ Charles Group of Companies is changing that. From a marketing perspective each entity will promote their business concern independently to ensure that the product or service they provide gains the recognition today’s competitive market requires. The Group’s corporate focus, which is toward social responsibility and community support, will remain a Group initiative, to ensure what we do socially is recognised at the Group level. BF: As an establishment in the forefront of trade, what are the challenges in the current business environment? GC: Let me share some statistics from one of the industries we compete in:
National New Car Sales (All Dealers) Financial Year October 2007 - Aril 2008 October 2008 - April 2009 October 2009 - April 2010 2010 shows 1/3 the sales of that in the similar period of 2007. This shows that certain industries have been affected by the world economic recession. Some industries such as food retail have been less dramatically affected, showing sales increases over the same period although planned targets may not have been reached. But not as many people are purchasing big ticket items like cars or building new homes in comparison to earlier periods. What this environment requires is that businesses work on their efficiencies to reduce operating costs, and become more creative and aggressive in the sales and marketing of their products to ensure their survival
BF: What is the strategic vision behind the longevity of a company, particularly the withdrawal from Castries and the sale of commercial real estate in the city? GC: Urban expansion out of Castries became an obvious element of our market as we saw the city bursting at its seams at the turn of the century. We had already decided to invest in the development of suburban properties we owned to bring business closer to where the residential growth was happening. As we began to view ourselves more as developers and landlords of commercial properties we recognised the need to retreat from the mature competitive market of dry goods retail. It was becoming increasingly difficult to justify competing directly with your own tenants. We moved away from Castries because we saw the market growth toward the north. Having substantial commercial property at Choc Estate, we are focusing on the long-term development of that strategic commercial corridor, which is now evidenced by impressive establishments such as Mega J and Caribbean Cinemas, with more to come soon. BF: Finally, what is the strategy for continuing the company and building on what has already been established through future development? GC: Initially the companies that are currently in existence will continue to focus on creating efficiency and profitability.
Total New Car Sales 1288 615 455 Building on that, we will examine the industries those core businesses compete in to identify other services and products that support further strengthening of our operations. This allows us to spring board these and other initiatives regionally through selective strategic partnering. Our strategic focus beyond this locally is the development of our real estate. We have prime land at Choc Estate, which is in close proximity to Castries and we view this as the natural expansion of the city. We are in the process of planning a structured development to provide a comprehensive, self reliant community out at Choc Estate over the coming years strategic partnering will once again likely be the vehicle to drive such major expansion. BF
Q&A Business Focus
July / August
44
Christy Recaii
65 Years of Business Development
Building an Empire
1908. Over one century ago is the year it all started; the year Joseph Quentin Charles was born in Soufriere. But his story extends far beyond that time and place. Attaining an education was an instrumental first step for Sir JQ Charles, and the scholarship he won to St. Mary’s College secured him that opportunity in 1920. The second step – the acquisition of practical business experience; his stint with M&C bolstered him in that regard. The foundation was therefore set for the erection of an empire. And so the structure started to go up, engineered on a broad framework because JQ Charles refused to be confined to one industry or even this island. His entrepreneurship took flight when he targeted markets outside the island through the export of agricultural produce. Initially, Choc Estate was the hub where animals were reared for produce, and where bananas and other crops were grown. Soap, oil, and quarry aggregate were also manufactured there. But eventually there was a move from reliance on primary products. The first supermarket was established in Castries but many locations followed throughout the island. The empire continued to grow on the basis of the secondary industry and the retail and wholesale of a diverse range of products. Real estate became a major extension. But the elements, over the period of 65 years, have posed some difficulties in the building process. For the JQ Charles Group of Companies this indicated a need for a re-evaluation, not a cessation of work. A corporate office now coordinates all activities. JQ Motors Ltd, JQ Rodney Bay Mall Ltd, JQ Total Garden, JQ Cement Products Ltd, JQ Supermarket Ltd and JQ Realty Inc. all continue to exist with modifications which have made these companies more suited for survival and success in this current economy. The transformation of Choc Estate into a live/work/play town by Choc Valley Development Ltd is a major undertaking for the company. Today the company still embraces the framework which was put up from the onset; the scope remains broad. The JQ Charles Group of Companies continues to aggressively pursue opportunities despite location and despite industry. The building process has not ceased but will continue to progress.
Sir Joseph Quentin Charles
Former JQ Charles Property in Castries
Business Focus
July / August
46
The
Group Senior Leadership Team
Mrs. Joanne Cooper
Chief Financial Officer JQ Charles Group of Companies
General Manager - Properties Division JQ Charles Group of Companies July / August
Chief Executive Officer JQ Charles Group of Companies
Mr. Jason Clairmonte
Mr. Ian Charles
Mr. Barrington Dolcie
Ms. Sherba Beausoleil
General Manager JQ Motors Ltd.
Mr. Lancelot Arnold
Business Focus
Mr. Gordon Charles
General Manager - Business Development JQ Charles Group of Companies 48
General Manager JQ Cement Products Ltd. / JQ Total Garden Inc.
Group Financial Controller JQ Charles Group of Companies
Mrs. Lisa Charles General Manager JQ Realty Inc.
Ms. Kim Eugene
H. R. Manager JQ Charles Group of Companies
65 Years of Business Development From L to R: Mr. Anderson Auguste – Service Supervisor, Mr. Jason Clairmonte- General Manager, Mrs. Lydia Jn Baptiste – Financial Controller, Mr. Mike Scott – After Sales Manager, Mr. Herbert Eugene – Chevrolet & Mitsubishi Sales Manager, Mr. Trevor Hunte – Audi Sales Manager and Mr. Albert Duncan – Parts Supervisor
I
n the automotive industry, the one thing you can count on is constant competition, the need for innovation, and the overriding requirement to provide the highest level of quality customer service one can. JQ Motors Ltd. has made the decision to approach and focus on its business with these goals and realities in mind. Founded in the 1970’s as the Automotive Division of JQ Charles Ltd., the company has been a major player in the automotive industry for 40 years, first with British Leyland, then Mitsubishi, and then adding both General Motors and Audi franchises in the last few years. The company has attempted to keep pace with the tastes and expectations of the modern St. Lucian customer and continues to find its niche in the market. Revisions of the exterior premises continue to occur even at this time, but the company’s most serious strides have taken place in the internal Business Focus
July / August
50
Driving On
improvements in staffing, training and process implementation. JQ Motors Ltd. has taken the initiative that its customers are the most important aspect of its business. Its staff are the first tier of its customers, propagating the philosophy that fulfilled and engaged employees will lead to increased customer loyalty. This is the element of innovation that is tied to the actual business processes in the company, the result of which is the imperative to maintain steady and continued improvement in all of our business dealings. The company also continues to increase and enhance its product offerings, starting with the vehicle brand additions, the company has also taken on the ACDelco parts and accessories franchise, as well as Total Oils lubricant and fluids. These new product offerings coincide with a wholesaling initiative designed to make the company capable of not just providing services and products to just the end user,
but also functionally capable of offering and competing in the ‘B2B’ segment of the automotive industry in bulk provisions of products through wholesaling in parts supply, fleet servicing and maintenance, and the corresponding delivery services. The latest initiatives include the provision of financing designed to offer enhanced package options in the purchasing of vehicles, while also upgrading the buying experience and making it more seamless and integrated with the after sales element of owning a vehicle. The abiding desire of the company is to offer a wide range of products and services to the St. Lucian customer such that we approach a ‘one-stop shopping experience’ for the consumer. JQ Motors will continue in its aim to provide a unique, multidimensional product and service pallet for the discerning St. Lucian automotive customer and our success will be the ultimate measure of our progress.
Service advisor with another satisfied customer.
We're proud of our continuing commitment to the growth of our nation. Consolidated Foods Ltd., operators of Super J IGA Supermarkets and Mega J, is helping to build our communities through youth development, sports sponsorships, investment in the local economy and by investing in a large extended family of more than 1,000 employees through education, training and shareholding opportunities. We've enhanced the wholesale and retail landscape to meet your needs. Our success is truly yours. Consolidated Foods Ltd. - Local and proud. Congratulations to the Management and staff of JQ Charles Ltd. on 65 years of operations in St. Lucia Consolidated Foods Ltd. Choc Estate, PO Box GM580. Castries, St. Lucia Tel: 457 2000 | Fax: 457 2100
65 Years of Business Development
Mega J Building situated in Choc Estate
Mrs. Lisa Charles – GM - Realty
Real Estate Division
F
rom its inception almost 62 years ago by its founder Sir JQ Charles, the company JQ Charles Ltd, embraced a strategic objective of acquiring and developing properties in St. Lucia for a variety of uses inclusive of both commercial and residential. Today, the JQ Charles Group of Companies holds dear to that strategy by owning and managing a vast array of real estate properties throughout St. Lucia as part of its fixed asset portfolio. This huge asset base comprises both developed and undeveloped real estate properties.
Developed Properties
Vieux Fort Commencing in the south of the island, JQ Charles Ltd. owns and leases a newly refurbished commercial building on Clarke Street. Previously accommodating its supermarket interests in the south, the building measuring approximately 3300 sq. ft. is the new home for the retail operations of S&S Trading Company Ltd. Business Focus
July / August
52
Newly refurbished commercial building on Commercial Street, Vieux fort now being leased by S&S
Soufriere Real estate holdings in Soufriere include one of the oldest and most picturesque architectural buildings situated adjacent to the town square. This multilevel building is presently occupied by Ultramart Supermarket and Image Tree. Marchand The property holdings of the JQ Charles Group of Companies includes a 4000 sq.
JQ Charles Head office Situated in Choc Estate
ft. two storey commercial building in the community of Marchand that is presently leased to UltraMart Supermarket. Choc Estate The developed component of Choc Estate in Castries comprises approximately 10 acres of land ideally situated outside the capital city of Castries on route to the rapidly developing Rodney Bay area in the north of the island. This modern
65 Years of Business Development
From L to R: Mr. Patrick Polius – Security Manager, Mr. Lance Arnold – GM - Properties and Mr. Kennedy Desir – Maintenance Manager
Super J situated in La Clery Building
JQ Motors Building situated in Choc Estate
Property in Soufriere
Proposed AUDI Regional Centre
commercial complex accommodates the head office of the JQ Charles Group of Companies as well as the corporate office, showroom and Service Center for JQ Motors Ltd, agents for Mitsubishi, Audi and Chevrolet vehicles. The compound also accommodates the head office, cold storage facilities and warehouses for St. Lucia’s leading supermarket operator, Consolidated Foods Limited who manages the Super J supermarket chain. Other commercial tenants include LIME, Singer and G4S
Security. Recent developments within this compound have seen the introduction of Saint Lucia’s first ‘Big Box’ shopping centre, Mega-J which is jointly owned by JQ Charles Ltd. and Consolidated Foods Ltd. With the ever important desire to develop and expand, JQ Charles Ltd. is presently undertaking the development of approximately three acres of land within the compound to facilitate the construction of an ultramodern commercial building that will accommodate the retail operations of Audi St. Lucia on the ground floor whilst
providing approximately 6,000 sq. ft of office space for lease on the upper two floors. Adjacent to this compound is the further manifestation of JQ’s commitment to the development and betterment of St. Lucia as 12 acres of land was developed into a modern commercial park which facilitated the construction of St. Lucia’s first multi screen cinema. Other property owners include OPP, Tapion Hospital and Peter and Company Ltd.
65 Years of Business Development
Shopper’s Paradise W
ill continue to provide fine quality shops and services in the heart of the Rodney Bay Community. This facility which accommodates over 52 retail outlets inclusive of a supermarket, bank, post office, hair salon, internationally branded fast food outlets and various clothing and gift stores is testimony to the JQ Charles Group of Companies investment in St. Lucia. Constructed some 12 years ago, this facility was a strategic catalyst towards the development of retail shopping in the northern tip of the island. Given its present stage within the building life cycle coupled with the rapid expansion and development in the surrounding areas in recent times, the JQ Charles Rodney Bay Mall is scheduled for a major refurbishment. This refurbishment will ensure that the Mall is well placed to continue to delight shoppers well into the future. Business Focus
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From Acco L to R: M unts r & Ad s. Daria E mini r strat nest – M ive A a ssist ll Manag ant er an d
Mrs.
Virg
inia
Tate –
65 Years of Business Development
From L to R: Mr. Edward Layne – Operations Manager, Ms. Keitha Louis – Accounts Assistant and Mr. Ian Charles – General Manager
Exterior Focus
A
s the name suggests, our primary objective at JQ Total Garden Ltd. is to provide an all-encompassing service that caters to the landscaping and/or gardening needs of our valued customers. From its inception, formerly referred to as the Horticultural Department of JQ Charles Ltd, our desire was to grant the wish of many customers to purchase plants within the chain of JQ’s Supermarkets. As the popularity of these in-store plants grew, along with the size of the nursery that is still currently situated at Choc Estate behind Caribbean Cinemas, we catered to yet another calling for a store at the JQ Charles Rodney Bay Mall. At that time we added garden-related products and some consultation to the portfolio, while also targeting larger clients and projects to expand our customer base. With greater opportunity and profitability in mind, however, our operations were later consolidated at the nursery location at Choc Estate, where our signature “garden shed” retail store now coexists with our greenhouses. Business Focus
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The experience gained with projects such as The Landings, Mega J and the Choc Roundabout has since propelled JQ Total Garden closer to its goal. Plans are underway for the further expansion of our facility to over six acres of flat land strategically located along the Castries/ Gros Islet Highway. This new facility will boast the greatest variety of products backed up by state of the art production systems and the usual superior customer service. JQ Total Garden is poised to become the industry leader in providing all garden and landscaping needs, capable of catering to large scale commercial projects such as hotel developments, or individual household plant purchases. JQ Cement Products Ltd. is the manufacturing arm of the Group which produces concrete products for the construction industry. Previously known as Choc Estate Block Plant, the company has upgraded equipment, automated part of the block making process and improved operational management all within the last two years. We currently employ 23
staff members who are responsible for the various stages of converting the raw materials to high quality concrete blocks, through to their sale and delivery to our customers. JQ Cement Products Ltd. supplies cement-based blocks of various sizes and types for construction purposes. Our products are regularly strength tested and the nominal stress values all exceed industry standards. In our efforts to constantly improve customer service we have introduced the use of curing kilns, which reduce the time, required for delivery of the blocks, as well as improve the strength of the finished product. Working with strategically located wholesale distributors, our products are now available island-wide to minimize the customers’ efforts at purchasing quality blocks without having to visit our factory. Our commitment to constant improvement in quality continues in 2010 as we continue to strive to satisfy every customer’s needs.
&
Jr. Designs Construction Services Ltd.
we build
your dreams
Services Provided * Construction Management * Architectural Drawings * Construction Surveying * Cost Estimates * Building Construction P. O. Box b4106, Massade, Gros-Islet, St. Lucia Tel: (758) 450 - 9393 * 285 - 2773 * 716 - 7616 Fax: (758) 450 - 9699 Email: jrgoodridge@hotmail.com * Website: www.jrgoodridge.net
65 Years of Business Development
At Your
Service
From L to R: Ms. Kim Eugene – Group HR Manager, Ms. Sherba Beausoleil – Group Financial Controller, Ms. Mingy Lucien – Group Compliance Officer and Ms. Esther St. Claire – Business Development Officer - JQ Charles Corporate Services Team Members
C
ustomer service is clearly identified within our corporate philosophy as one of the key determinants of successfully differentiating us from the competition. Our global approach to customer service is the recognition of both our internal and external clients. We understand that without the dedication of quality service to both parties we would cease to be the company we are today, much less the company we aim to become. We strive to create an environment where both parties are given the utmost level of service and satisfaction. Programs such as customer service training and ‘Take a Walk in my shoes’ allows us to focus on the monitoring of internal service, while clearly defined policies and initiatives such as ‘customer appreciation day’ allow us to develop the service to external customers. One of our strategic objectives is the initiative to develop and implement technology where possible towards the support of efficient and effective customer service in every area within our various operations.
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Distributed by Brydens & Partners Ltd.
65 Years of Business Development
Our Human Resource Responsibility
To Our Team Members Long Service Team Members’ Lunch
H
uman Resources at the JQ Charles Group of Companies is more ‘the reality than the rhetoric.’ In here we ‘live’ the slogan that ‘employees are your most valuable assets’. Our approach to HR is strategic, in that we are creating a strong linkage between our bottom line and our human capital. The predication under which the above has been identified and juxtaposed stems from the realisation that without our Human Resource, we cease to realise the vision and objectives of the very company for which we strive to grow success. We are cultivating an environment where employees are empowered and enriched in their respective positions and Business Focus
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at the same time propelled to work for this company. A number of initiatives have been implemented to infuse this principle into our culture, some of which are the ongoing recognition of team members during the year for their excellent performance as well as years of service to the company and social activities to foster teamwork and togetherness. Among other initiatives are our learning and development programmes which form part of our plan to continuously develop our members, both on a professional and personal level made evident by a corporate policy of financial assistance for educational programs. In 2009, coinciding with the start of our
celebration of the 65th anniversary of JQ Charles Ltd, management recognised the invaluable loyalty rendered from its longest serving team members at the Sandals Grande Hotel. A total number of 27 members were recognised for 10 or more years of continuous service, most of who fell within the category of 15 to 25 years. One of our longest serving team member is Mr. Herbert Eugene with over 46 years of loyal and continued service to JQ Charles Ltd. Mr. Eugene is now one of our Sales Managers at JQ Motors Ltd, currently managing the Mitsubishi and Chevrolet Brands.
MOTOR AND HOME POLICIES INSTANT QUOTATIONS, AND IMMEDIATE COVER A FAST AND EFFICIENT CLAIMS SERVICE OVER 30 YEARS EXPERIENCE
REST ASSURED, BE INSURED P. O. BOX 290, LABORIE STREET, CASTRIES, ST. LUCIA
●
E-mail: cgi.ltd@candw.lc
TEL: (758) 452-2410/3393 FAX: (758) 452-3649
Eroline Foods
Eroline Foo
d
s
Convenience shopping with a difference
Convenience shopping with a difference
Eroline Foods was founded in 1988 and began business activities as a small retailatoutlet of speciality Stock your cupboards with the in finest local and international brands unbeatable prices.in frozen foods. Eroline foodsFrom went daily through a major transformation 1999, when and Mrs Lamontagne a franchise with the then Julien’s staples to local food items,in souvenir giftsMr and alcohol, we have all undertook your food and beverage needs. Supermarket. Our biggest initiative in our 21 years of operation was joining with this national chain. Eroline Foods became an associate Open Everyday Major credit and travellers accepted. of Consolidated Foods, when Julien’s and JQ supermarkets mergedcards in 2005 to become the cheques largest food retailing store on the island
Soufriere, St. Lucia Tel: 1758 459 -7125 / 459-5299 Fax: 1758 459 -7882 Email: info@erolinesupermarket.com
65 Years of Business Development
Cycling cheque presentation to The St. Lucia Cycling Association for JQ Charles Group Independence Cycling Classic
2009 OECS Cycling Championships
Corporate Social Responsibility
Social Club members school cleanup campaign
A
s a responsible member of the corporate community the JQ Charles Group of Companies has naturally been interested in creating opportunities to play a greater role in the very community which has supported it throughout the years. One of the core areas we have felt deserved our attention and more energy in general, is the development and advancement of our people. Consequently one of our main areas of focus is to provide the much needed support for the youth of St. Lucia. Why Try JQ Charles sponsors and supports an educational initiative which teaches life
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Social Club members school cleanup campaign
skills to at risk students. Named Why Try, the programme is a collaboration of the Ministry of Education and the Peace Corps. Why Try is in response to concerning trends in secondary schools including student absenteeism, drop outs, conflict, violence and the use of illegal drugs and alcohol. The programme was initially implemented at the Vieux Fort Secondary School in 2006 by a Peace Corps volunteer and achieved tremendous success among targeted students. Results included improved conflict resolution skills, reduction in violence and higher grades. The Ministry of Education therefore decided to expand the program to other schools around the island. With sponsorship from the JQ
Charles Group of Companies in the amount of US$10,000, Why Try is now being piloted in 4 District 2 schools – the Sir Ira Simmons Secondary School, The St. Mary’s College, The Castries Comprehensive Secondary School and the Vide Boutielle Secondary School. The launching of this program coincides with the JQ Charles Group of Companies’ 65th Anniversary. C.E.O, Mr. Gordon Charles, views their sponsorship of the programme as a reaffirmation of the company’s commitment to nation building. “The JQ Charles has always focused on the development of youth as its goal for any meaningful sponsorship on the island. In our 65th year of operation, we are proud
65 Years of Business Development
Social Club members donating a lawn mower to teachers and pupils from The Lady Gordon Opportunity Centre
Social Club members school cleanup campaign
& The Community Hand in Hand
Mr. J Allen President of Why Try Inc. with over 80 School Counsellors around the island at Why Try workshop
to be involved in activities that tie into the development of our country.” JQ’s Social & Sports Club In 2009 the JQ Social & Sports Club was formed with one of its main objective being to engage in community outreach programs. The Club’s six executive members are made up of managers and staff from across the various companies. School Assistance The JQ Charles Group sometimes uses its Social & Sports Club as a tool for providing assistance where needed. One such example is the Lady Gordon Opportunity
Counsellors at Why ry workshop
Center, which caters primarily to children with hearing impairments and learning disabilities. They have collaborated with the school on a number of different projects all aimed at enhancing the school environment for the kids as well as other fun activities.
Cycling For the past two years we have collaborated with the St Lucia Cycling Association in successfully hosting the 2009 OECS Cycling Championship in St. Lucia, and this year with the JQ Charles Group Independence Cycling Classic held in the city of Castries.
Tennis Maintaining our commitment to sponsoring programmes and activities primarily geared towards the youth of the country, the company has for the past two years been the titled sponsor of Marcelle Tennis Academy’s Junior Tennis Tournament.
Holy Family Children’s Home In November of 2008 the company recognising the pivotal role that the Holy Family Children’s Home plays in society decided to issue a monthly stipend to assist with the day to day operations of the home.
65 Years of Business Development
Extracts from Choc Valley Master Plan
Ground Breaking Future Development
Choc Valley Development Ltd. The portfolio of undeveloped properties owned by the JQ Charles Group of Companies comprises over 300 acres of land situated in the Choc Valley. Commensurate with the mandate established from the inception of the company plans are presently being prepared for the development of approximately 190 acres. The intense master planning for this development contemplates a new live/work/play town designed on new urban principles to include mixed use; walking and interconnected; coherent urban form; and sustainable utilizing green building principles. With Successful land development like the Sunny Acres decades ago and more Business Focus
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recently Choc Commercial Park where companies such as Caribbean Cinemas now own land. The company formed a new company completely focused on the executing on one of St. Lucia’s largest real estate development on the island by a private institution. Choc Warehouse Park Building on the success of the Commercial Park, the JQ Charles Group of Companies has embarked on the development of approximately 10 acres of land situated on the fringe of the Choc Valley into a modern warehouse park. This development is slated for completion by October 2010 and to date is fully sold out.
Choc Ridge Development The JQ Charles Group of Companies has earmarked approximately 30 acres of land situated on the ridge of the Choc valley and bounding with the Emerald development for the construction of a multi residential gated community targeted at the local population. This community will comprise single lot villas, townhouses and apartments whilst sporting communal recreational areas such as biking/jogging trails, swimming pool and multi use outdoor courts. Phase 1 of this development slated to commence early in 2011 will comprise 14 duplex units. BF
65 Years of Business Development
Phase 1 - Choc Ridge Development
The Business FINANCIAL OUTLOOK
Carnival as a Metaphor for Leadership Practice in the Caribbean
I
was having breakfast in the restaurant of my favourite hotel when my attendant decided to engage me in a discussion. He asked what I thought about the state of leadership in the country. Quite an interesting question I thought – but not that simple to answer. I told him that I had to give that some thought… Well there are countless books and blogs dedicated to answering that question, so there is little that I can add to this already mature debate. Typical answers suggest a leader must: be trustworthy, be a good listener, be a good communicator, be a visionary, be a good delegator, motivator, planner, be focused, have a sense of purpose, learning disposition, have an understanding disposition, must set personal goals. The list goes on. I’d like to add that leadership must have the ability to shape an organisation’s culture in support of its mission. Western Mis-education? It is my belief that leadership practice possesses both form and content. The attributes listed above are primarily about content. Form on the other hand refers to the style and culture of leadership. Unfortunately, the bulk of leadership literature is prescriptive on content, not form. What is unfortunate is that organisational leaders are typically hired/ appointed based on content knowledge and experience with insufficient regard for leadership style and culture. I submit that Caribbean business leaders who subscribe to “western leadership models” may be severely handicapped in that those Business Focus
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models are not sufficiently reflective of, or aligned to, our cultural makeup. Western leadership models do not readily give agency to Caribbean leadership practice since many of the texts are written from a cultural perspective different from our own. As such, organisational culture becomes fraught with challenges. It is not uncommon for leaders to mistakenly see the challenges attributable to culture as an unwillingness of staff to cooperate when instead it would make sense for them to interrogate their model of leadership practice. New Approaches To Leading Our current business environment marred by global challenges, increasing competition, shrinking markets, shrinking incomes, and the like, has precipitated the need to be creative, engaged, and even celebratory in the face of despair. I am reminded of enslaved Africans’ willingness to celebrate life even in the face of great hardship. They found ways to laugh and have fun, because it sustained them. Leading organisations in such an environment can be quite a daunting task. Caribbean leaders in search of excellence and success need to explore new models and approaches to leadership. In that search, it is extremely important to have the culture dimension right. One way of getting the culture dimension right is to examine art forms steeped in culture and ritual as metaphors, models, or a source of ideas. In that light, I submit that carnival, a festival prevalent throughout the entire Caribbean, has the potential to be a great
model for creating synergy between organisational culture and the culture of Caribbean employees. I will explore the potential of carnival as a cultural model for leadership practice. “Carnival Leadership” as I will refer to the practice is therefore the use of carnival as a model to inform the cultural aesthetic of Caribbean leadership. What I am about to propose is inspired in part by a 1997 conversation with a Bahamian friend and HR consultant, Roosevelt Finlayson. He along with some colleagues has had an interest in using festivals as a motivational model and has coined the term “Festival in the Workplace”. Without a doubt, carnival is one of our most significant and celebrated forms of cultural expression. Today it exudes a confluence of African, Asian, and European cultural aesthetics – reflecting the multi-ethnic makeup of Caribbean people. As such, I believe carnival offers us the greatest potential for transforming the cultural dimension of Caribbean leadership practice. Attributes of Carnival A close examination of carnival will show that many of its attributes provide strong pillars for developing a culturally relevant model of leadership practice. Some of these attributes include: excitement, passion, creativity, improvisation, ritual, pageantry, rhythm and tempo, masking, satire, mimicry, spontaneity, critique, relaxation of rules and the dissolution of classes. By using carnival as a metaphor for leadership practice, and incorporating its attributes, Caribbean leaders can create
of Carnival a culturally synergistic model of practice. Under carnival leadership, leaders will create opportunities for passion, creativity, and excitement to thrive. Employees become passionate when they work on things that really matter and on things they love allowing everyone to experience passion and excitement through effective work assignments. In a carnival band all members of a section experience the excitement of being part of that section. Hence encourage a team culture that empowers employees to actively engage in the look, feel, touch, and output of their “sections”. Carnival without creativity is simply unimaginable. Organisational leadership that stifles creativity leads to dysfunction. As such, leadership must encourage creativity without the fear of penalty for failed ideas. It is fair to say that carnival bandleaders always try to outdo last year’s performance – hence a culture of continuous improvement through creativity and innovation would be a hallmark of “carnival leadership”. On the contrary, many of our organisational leaders continue to hold on to “old” ideas in perpetuity. They subscribe to the adage “if it isn’t broke don’t fix it” – a sure recipe for stagnation. Carnival leadership however would require leaders to have an annual cycle of innovation. The use of improvisation and spontaneity creates excitement in a company. Many subscribe to the adage, “if you fail to plan, then you plan to fail”. While that is true on some levels, the luxury of planning is not always
present, and even the best-designed plans are subjected to tensions created by the constant changes in business environments. As such leadership practice must accommodate both planning (composition) and spontaneity (improvisation). During its evolution, carnival witnessed increasing involvement of the “upper echelons of society”. Eventually, social classes became indistinguishable in carnival band – bourgeois and malewe (peasant) all jumping and masquerading together. Carnival leadership would require less obvious role distinctions in organisational activity. Imagine meetings where staff members, not supervisors or managers, were given the responsibility to chair and/or facilitate meetings? Over time, organisational relationships would become more collaborative, and capacity within the organization would deepen. Carnival bands are known to have a King and Queen of the band. In addition to the CEO as the administrative head of the organisation, the concept of the King and Queen of the band can be used to honour a male and female employee who embodies the culture, ethos, and vision of the company. They would be selected by their peers and be given a ceremonial role within the organisation. They could represent the company at particular national events as well as special company events. A team of employees could be engaged in designing the ceremonial dress for the couple. This could be powerfully motivating.
I have attempted to provide a sense of how Caribbean leadership practice can be informed by carnival as a cultural model. Transforming organisational culture is no easy task. A mental shift is necessary, not only among leaders, but among staff as well. In my view, the cultural underpinnings of traditional western leadership models limit their ability to create synergy between organisational culture and the culture of the employees. As such, attaining the next level of business performance requires a philosophical approach to leadership that can be readily embraced by the entire organisation. Carnival as a pervasive form of cultural expression in the Caribbean provides in my view great promise. Embracing and executing Carnival Leadership as a new concept will be a journey. It is said, “the journey of 1000 miles begins with a single step”. That first step is the recognition on the part of Caribbean leaders looking for new ways to lead that there is a need to incorporate a culturally relevant aesthetic in their leadership practice. Dr. Harvey Millar Harvey Millar is a management consultant, a fullprofessor in the Sobey School of Business at Saint Mary’s University, and a free-lance columnist. He can be contacted at Harvey.H.Milar@gmail.com. Please feel free to provide some feedback on the ideas in this piece directly to Dr. Millar.
BIZZ BUZZ
All That Jazz And More...… T
he 19th Annual St. Lucia Jazz Festival is deemed another success story! Having broken records – the highest attendance level in St. Lucia Jazz history - the crowd comprising of locals and visitors both regional and international. An encouraging sign despite the still dismal economic climate. The excitement leading up the anticipated weekend main stage acts is well and alive! This year St. Lucia played host to the ICC World Twenty20 Cricket, which took place amid Jazz time. This counterpart of an event had even more throngs spilling and filling tourist hotspots in Rodney Bay for the after Cricket or Jazz lime. This year’s Business Focus
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challenges of artist cancellations must have sent organisers into a reoragansing frenzy! But in the end, they pulled through. The St. Lucia Jazz Festival has grown in leaps and bounds and continues to do so causing everyone to be a critique. While it continues to gain recognition, one discussion at the forefront is ‘should the event still be considered Jazz, or has it evolved beyond that musical genre to a full on music festival?’ Consider 2010’s leading line up of performers: dancehall’s Shaggy, reggae’s Maxi Priest and Steel Pulse. Kicking off the weekend main stage excitement, R&B sensation NE-YO who had younger
fans (specifically young girls) in an electric fit comparable to Elvis Presley-mania. Heavily supported by platinum sponsor Digicel, what started as a marketing strategy to lure tourist to this legendary destination during May’s low season continues to evolve into the event of the year. The side stage must be commended for the use of promoting St. Lucia - soca, carnival and then some during the event. Regardless of what they call it the Festival continues to be the top-notch lime and premier event on the St. Lucian calendar. Audiences have no complaints however about the fete atmosphere that is none other than St. Lucia Jazz. BF
Time 2010
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BIZZ BUZZ From L to R: Peter Klauber - Chairman, Hotel Chocolat; Phil Buckley - Estates Director, Hotel Chocolat Estates Ltd [St. Lucia]; Peter Harris - co-founder & co-owner, Hotel Chocolat; Angus Thirlwell - co-founder & co-owner, Hotel Chocolat; Ezekiel Joseph - Minister of Agriculture; Hon. Senator Allen Chastanet - Minister of Tourism
Taste of St. Lucia in London
S
aint Lucian chocolate is now available in the centre of London, England. Hotel Chocolat at Robot Estate in Soufriere where locally grown cocoa is being processed into some of the finest chocolate products in the world, serves as the chocolate source for the newly established store branded, ‘The Rabot Estate Saint Lucia, Cacao Grower & Chocolatier’. The facade of the store located in Borough Market aims to bring the feeling of a cocoa estate into central London, with a weathered, natural look heightened by displays of aged wooden fermentation shovels, locally painted cocoa pods, roasted cocoa beans and images from the working estate projected onto a whitewashed brick wall. Angus Thirlwell, co-Founder of Hotel Chocolat and co-owner of Rabot Estate noted, “To make a full success of our ecotourism project in Saint Lucia it is essential Business Focus
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that we win the hearts and minds of London’s foodies. Our success is powered by sustainable interest and demand for our chocolate, our ethical approach and our ability to connect cocoa growing with fine chocolate”. Along with St. Lucian Chocolate for sale, Cocoa tea made from Saint Lucian cocoa will be served, together with savoury cacao dishes such as Chilli Chocolate Chicken on Rocket and sweet dishes include the Rabot Estate Chocolate Pot. An extensive collection of fine chocolate recipes based on Saint Lucian cocoa leads the chocolate part of the offer including a 65% dark made with beans from the late 2009 harvest and a 50% milk chocolate from the same crop. Chairman’s Reserve rum will also be served and sold by the bottle. Within London’s 20 million population, Borough Market is consistently voted the top food market and has a history dating back to 1200. It is a mecca for foodies,
the local community and anyone keen to discover ‘real London’. In the UK the well-established Hotel Chocolate which already boasts 42 locations has plans to add 10 more to the chain this year. It was founded by Angus Thirlwell and Peter Harris. Three years ago they began a cocoa renaissance project centred on the historic Rabot Estate near Soufriere and led by Country Head, Phil Buckley. The effects of this cocoa renaissance have already had substantial effects with 80 independent cocoa growers now taking part. The next part of their ambitious agro-tourism project involves the opening of a 14-room eco hotel at Rabot Estate in November this year and a chocolate factory also on the estate in the following 18 months. BF For Further info: www.rabotestate.com
Rodney Bay Medical Centre
BIZZ BUZZ
Realising a Dream
Dr. Tanya Destang-Beaubrun
I
t is with great pleasure that I stand here today to welcome you to the official opening of the Rodney Bay Medical Centre. Sixteen years ago, we opened what was then, the Rodney Bay Medical and Dental Centre, the combined Family Practice of myself with the dental practice of Dr Kent Glace. It was a leap of faith, for the Rodney Bay of April 1994 was certainly different to what is is today. We have seen the construction of Malls, Hotels and new Residential areas. With the population increase we realised that there was a need for an improved medical services and we slowly expanded to include laboratory services, as well as
visiting specialist consultants in an effort to make it easier for patients in the north to avoid the long traffic delays of getting into town. Five years ago, after our family had acquired what we affectionately called “the parking lot”, I drove by, said – this would be a perfect spot for my new office. By then, we had decided that there was need for a full service Medical Centre, and the adventure began. It took some convincing, and we finally broke ground in November 2007. The ability to start this from the ground up has enabled us to custom design our units. Our clinics have all been carefully designed to create a calm environment, with warm and comfortable
consultation and treatment rooms, and modern, technologically advanced medical equipment. Those of you who have been on this adventure with me, culminating in the birth of this baby, will understand when I say it was a very eventful pregnancy, a difficult labour and an assisted delivery. But I am so pleased with our baby! It really does take a Village to raise a child and I’d like to take this opportunity to thank my village. Thank you. BF Dr. Tanya Destang-Beaubrun Director Integral Heath Care Medical Centre
BIZZ BUZZ
Gen X Winners: Cheques in Hand Prime Minister Hon. Stephenson King
Mauricia Thomas-Francis Country Manager, First Caribbean International Bank RG Group of Companies CEO, Rayneau Gajadhar and Gen X Winners
T
he five winners of the first Gen X Awards have reaped the rewards of their success. They have now collected the grant funds they won, which are required to transform their winning projects from plans on paper to reality in the world of business. Having satisfied the judges with projects at the starting stage and now ready to proceed to its next phase – the selected applicants were named winners at the 1st Gen X Awards Ceremony at the Gros Islet Secondary School on the evening of 10th April 2010. The five winners – Syreeta “Tu Che” Alcee, Sharleen Lagon, Desi Verdant, Sherlyn Louis and Lee Joseph – were handed their individual cheques by RG Group of Companies CEO, Mr Rayneau Gajadhar. Mr. Gajadhar told them he saw the $50,000 he contributed to the project “as an investment, and not as an expense.” And, referring to his experience when first going into business, he urged the recipients to strive for success and encourage others in the way. Business Focus
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“It will not be easy, you will have to make sacrifices, but you are trend-setters and I would have succeeded if, in three to five years time, I could showcase you as leading young entrepreneurs with an eye on the future of business and the business of the future,” the CEO said. The five, whose projects were chosen out of dozens by an independent panel of judges, were also encouraged by Gen X Coordinator Rashree “Navita” Jarbandon to have confidence and “manage your funds and your businesses efficiently.” Those about to embark on their youth enterprise development projects were also assured by the Gen X Coordinating Committee that this is not the end of their journey as contact will be maintained with them as they build their respective ventures. The successful applicants were also updated on various options for training and mentoring, business registration and development, as well as referrals to other
agencies with which Gen X has developed bilateral relations. Mr. Gajadhar indicated that it was not the end of the road either for those applicants who were not successful in the First Phase of the Gen X program, as they will now be able to improve their project proposals and apply for the Second Phase. He has also begun a series of Motivational Lectures at Secondary Schools that have already been held at Bocage, Gros Islet and Anse Ger. The feature address was delivered by Mr Gajadhar. There were also remarks by Prime Minister Hon. Stephenson King. The Guest Speaker was Country Manager of First Caribbean International Bank, Mauricia Thomas-Francis, who spoke on “The Critical Path to Success”. BF Earl Bousquet For further info: www.genxstlucia.com
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BIZZ BUZZ St Lucia’s Adrian Augier, 2010 Laureate for Arts and Letters, addresses the gathering in the presence of Chairman Emeritus ANSA McAL Group of Companies, Anthony N Sabga, left, and Michael Mansoor, chairman, Regional Eminent Persons Selecton Panel, at the Anthony N Sabga Awards for Excellence at Hilton Trinidad, St Ann’s.
Adrian Augier Recognised S
porting a traditional vestment made by Surama villagers, Guyana’s 2010 laureate Sydney Allicock, Public and Civic Contributions, graciously accepted his token of appreciation. Cutting a debonair picture, St Lucia’s Adrian Augier 2010 Laureate for Arts and Letters, followed suit. Grenada-born Jamaican resident Prof. Kathleen Coard, for Science and Technology, looked absolutely elegant in her long black gown. But before they graced the Ballroom of the Hilton Trinidad and Conference Centre in St. Ann’s, there were slides which gave a glimpse into the work that had consumed the triad’s scholastic and creative energies. Amid the backdrop of the national flag, guests were transported to St Lucia, fondly known as the Helen of the West Indies. There, Augier, like a king of all he surveyed, read his poetry in Castries. He had
pioneered and contributed to a Renaissance of Art in St. Lucia. Lighthouse Theatre had sprung up because he understood the struggles like a physical home faced by the artistic fraternity. Bertha Parle described Augier as “a perfectionist...generous to a fault.” Allicock’s adventure unfurled like a bandanna over vast swaths of greenery in his native Guyana. He paid homage to the Land of Great Spirit with its abundance of fishes and forests. Donning his cowboy hat, the cattle rancher was spotted rounding up cattle. A theme pervading the script was Allicock’s passion for the conservation and protection of the environment. He had adopted the “three-legged stool approach,” which included stakeholders like the school, government, private sector and NGOs. The indigenous children were not forgotten, too. He had striven to
build schools with a subtle motto of “living in harmony with the environment.” Chief among his achievements was building a road from Brazil to the coast. But he felt nothing could be achieved unless there was a focus on “attitude change.” Finally, the distinguished guests got the opportunity to meet an anatomical pathologist in the person of Coard. She did not forget her humble beginnings on the Spice Island. She thanked her parents for giving her and her five sisters the opportunity to excel. Snapshots of Coard strutting across the campus in a green business skirt and top flashed across the screen. Prof. Barbie Hanchard described her as “being warm and kind.” Prof. Gurendra Char commented on the depth of Coard’s research, which had contributed significantly to Caribbean development. BF Michelle Loubon
Business Focus
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Rotary Wine & Cheese BIZZ BUZZ
0 1 20
T
he 19th Annual Rotary Wine & Cheese Fiesta at Government House was another Gala Affair and continues to be a major event on the National Social Calendar. The Business Community and the public at large continue to support Rotary’s and fund raising efforts through the hosting of this event which this year attracted in excess of 400 persons in attendance at the soiree . BF
Business Focus
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BIZZ BUZZ
Chamber Mixer: AIM, Celestial
T
he 2nd St. Lucia Chamber of Commerce Business Mixer for the year was hosted by Advanced Intellectual Methods, Celestial Self Development Corporation & Vows Plus. The Look Out Pub & Grill at Vigie served as the locale for the event. The Mixer, pulling major players in the business sector is an equal opportunity for networking and after-work lime. BF Business Focus
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& Vows Plus Play Hosts
BIZZ BUZZ
SHE
10 Years Later
Caribbean Magazine
F
or Mae Wayne sifting through the past issues of SHE Caribbean Magazine to prepare for the 10th anniversary issue was a moving and proud experience. Ten years ago the managing director of the Star Publishing Company Limited took a chance on the Caribbean women of the region and the world and they said a big thank you by becoming loyal readers of a magazine compiled, printed and published all in St. Lucia – SHE Caribbean. The vision to highlight the Caribbean woman in all her greatness was embraced by many and Mrs. Wayne speaks glowingly of the regular contributors to the magazine, the readers and the advertisers who have stayed with SHE Caribbean even in the hardest of times. Never before had Caribbean people been given this spotlight, with eye-catching images of Caribbean fashion and beauty in all shapes, shades and sizes, through the lens of director of photography Rick Wayne, who has won several awards for SHE cover photos taken. SHE Caribbean has also been a platform for now famous models and designers from the region and has featured hard-hitting stories on issues affecting the region and profiles on outstanding people. “One of the most satisfying experiences is seeing the growth of the magazine,” Mrs. Wayne said as she looked at the October/September 1998 cover featuring four leading St. Lucian businesswomen. “The magazine is actually 12 years old but it has been 10 years since we went regional and international. “When you go back into the old issues to see where the magazine started, it’s been an amazing growth. When you’re doing it everyday you don’t realize it, but it was a great exercise going through the archives and looking at all the people who helped make the magazine what it is today. From the very beginning people loved the content and the concept, and we’ve improved vastly. We have truly managed to capture the diversity that exists that makes the Caribbean so unique.” In the ever-changing world of publishing SHE Caribbean magazine, like many of the Caribbean women it has featured, is a survivor. And Mrs. Wayne explains that the 10th anniversary issue, on newsstands June 1st is a tribute to the spirit of women everywhere. The anniversary issue takes a look back at the magazine’s journey and has a special section on women who were formerly featured in the magazine of course a series of “ten things . . .” chosen by the SHE Caribbean staff. On the cover is the beautiful Miss Barbados World Leah Marville in all her splendour. The making of the SHE Caribbean Magazine Anniversary Issue was recently featured on Centric TV and the magazine has won several awards including Best Fashion Photography and Best Fashion Cover from the Caribbean Fashion Awards 2008-2009. It’s been quite a journey for this publication and it just keeps getting better! BF
Business Focus
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BIZZ BUZZ
Bishop T. D. Jakes
T. D. Jakes’ Visit An inspiring Experience
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he saying goes “Sticks and stones may break my bones but words will never hurt me.” What happens when the words are positive, encouraging and motivational? Do they still get ignored? Do they ever get ignored? By accounts of persons who felt empowered post their T. D Jakes blessing, the consensus is no. Those words did not fall on deaf ears. St. Lucia’s historic visit in Late April 2010 by renowned tele-evangelist Bishop T. D. Jakes served as the attraction for thousands to descend on Pigeon Island National Landmark for the two-night inspiring event. Both churchgoers and non-churchgoers came out in full support of his historic visit. In his sermon style he touched on topics beyond Jesus Christ. The focus however was more geared at the impact of motivational speaking in St. Lucia using evangelism to fuel the success of society. In true T. D Jakes fashion the evangelist challenged the audience to step-up the short and long-term game plans. How does a society’s personal and collective spirituality, culture, unity, faith, leadership, in short a holistic approach propel development and growth? He specifically addresses young men in society (a deemed neglected demographic) and with the crime spiraling with disturbinglyjaw-dropping-brutalities, this forum can only be encouraging. This kind of historic event is expected to bring further exposure and lay new groundwork to expand St. Lucia’s national progress socially and economically. BF
Health & Wellness
DEFINING DIABETES
D
iabetes is one of the more common diseases affecting our population. It is important to understand what the disease is, as well as the signs and symptoms associated with it. Early diagnosis of this chronic disease is key to avoiding long-term complications associated with it. Diabetes is a chronic medical condition, meaning that although it can be controlled, it lasts a lifetime.
What is Diabetes? This disease is known as Diabetes Mellitus, which is a group of metabolic diseases characterised by high blood sugara glucose levels that result from defects in insulin secretion, or action, or both. Diabetes mellitus was first identified as a disease associated with “sweet urine,” or “pis a doux” in patois. Elevated levels of blood glucose (hyperglycaemia) lead to spillage of glucose into the urine, hence the term sweet urine. Blood sugar (glucose) levels are normally controlled by insulin, a hormone produced by the pancreas. The pancreas is a tube-shaped organ about 6 inches long, located in the right side of the abdomen, behind the stomach. It also secretes other important enzymes that help to digest food. When the blood glucose elevates (for example, after eating food), insulin is released from the pancreas to regulate or lower the glucose level. Insulin allows glucose to move from the blood into liver, muscle, and fat cells, where it is used for fuel. The elevated blood glucose cannot move into cells, so it stays in the blood. Business Focus
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This not only harms the cells that need the glucose for fuel, but also harms certain organs and tissues exposed to the high glucose levels.
Types of Diabetes There are two major types of diabetes, called Type 1 and Type 2. People with diabetes either do not produce enough insulin (Type 1 diabetes) or cannot use insulin properly (Type 2 diabetes), or both (which occurs with several forms of diabetes). In Type 1 diabetes, the body stops producing insulin or produces too little insulin to regulate blood glucose levels. Type 1 diabetes is typically recognised in childhood or adolescence. It used to be known as juvenile-onset diabetes or insulin-dependent diabetes mellitus. It is the less common type. Type 1 Diabetes is caused by the pancreas undergoing an autoimmune attack by the body itself, which makes it incapable of making insulin. Abnormal antibodies have been found in the majority of patients with Type 1 diabetes. Antibodies are proteins in the blood that are part of the body’s immune system. The immune system mistakenly manufactures antibodies and inflammatory cells that are directed against the patients’ own body tissues. In persons with Type 1 diabetes, the beta cells of the
pancreas, which are responsible for insulin production, are attacked by the abnormally reactive immune system. It is believed that this tendency may be inherited. The patient with Type 1 diabetes has to rely on insulin medication for survival. In Type 2 diabetes, the pancreas secretes insulin, but the body is partially or completely unable to use it. This is sometimes called resistance. The body tries to overcome this resistance by secreting more and more insulin. People with insulin resistance develop Type 2 diabetes when they do not continue to secrete enough insulin to cope with the higher demands. Type 2 diabetes is typically recognised in adulthood, usually after age 45 years. It used to be called adult-onset diabetes mellitus, or non-insulin-dependent diabetes mellitus. These names are no longer used because Type 2 diabetes also occurs in younger people, and some people with Type 2 diabetes need to use insulin. Type 2 diabetes may be controlled with diet, weight loss, exercise, before oral medications are prescribed. Some people with Type 2 diabetes will require insulin to control their blood sugar levels at some
Signs and Symptoms of Diabetes: It is not unusual to have diabetes mellitus and have no symptoms. Type 2 diabetes, in particular, develops slowly. Many people have Type 2 diabetes for several years before it is diagnosed. When symptoms do develop, they often vary. • Increased thirst and frequent urination Excess blood glucose circulating in the body draws water from the tissues, causing dehydration. To combat this, the person will drink a lot of water and other beverages to quench thirst, and that leads to more frequent urination. • Flu-like symptoms Diabetes can sometimes feel like a viral illness, with fatigue, weakness and loss of appetite. Sugar is the body’s main fuel, and when it does not reach the cells in the body, fatigue and weakness may be experienced. • Weight gain or loss Because your body is trying to compensate for lost
fluids and sugar, you may eat more than usual and gain weight. But the opposite also can occur. You may eat more than normal, but still lose weight because your muscle tissues don’t get enough glucose to generate growth and energy. This is especially true for Type 1 diabetes, in which very little sugar gets into your cells. In fact, most people with Type 1 diabetes are at or below their normal weight. • Blurred vision If blood sugar levels are too high, fluid may be pulled from the lenses of the eyes , affecting the ability to focus clearly. • Slow-healing sores or frequent infections Diabetes affects the body’s ability to heal and fight infection. Bladder and vaginal yeast infections can be a particular problem for women. • Nerve damage also called diabetic neuropathy Excess sugar in the blood can damage the small blood vessels to nerves, leading to a number of symptoms.
The most common are tingling and loss of sensation in hands and more commonly, the feet. A burning pain in the legs, feet, arms and hands may also be felt. More than half the men age 50 and older with diabetes may experience some degree of sexual dysfunction from damage to the nerves that help produce an erection. • Red, swollen, tender gums Diabetes increases the risk of infection in the gums and in the bones that hold teeth in place. As a result, gums may pull away from the teeth, causing the teeth to become loose. Sores or pockets of pus in the gums may also develop. This is especially true if there was a gum infection before the onset of diabetes. BF Ref: Medicine.net Dr. Tanya Destang-Beabrun Director Integral Heath Care Medical Centre
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Events
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Events
Major Moves decades of media and public relations experience and is expected to play a lead role in helping the Saint Lucia Tourist Board reorient and reshape its public relations message to an increasingly diverse local, regional and international audience. Director of Tourism, Louis Lewis says, “his appointment comes at a critical juncture, just as the Tourist Board gets ready to unveil a comprehensive local education and sensitization campaign on the importance and significance of the tourism industry in Saint Lucia.” He added, “that the success of several of the upcoming marketing and advertising initiatives will hinge heavily on well placed public relations support and backing”. Emmanuel is no stranger to the corporate world having just served as Communications and Events Specialist with the National Development Corporation (NDC), a position he occupied for the better part of five years. Prior to this appointment, Emmanuel was the face and voice of the Government Information Service (GIS) where his fresh and professional approach to government newsgathering and dissemination won him the admiration of many Saint Lucians. He has travelled extensively and has worked the full spectrum of media encompassing print, radio, internet and television broadcasting.
Mr. Wendell The Saint Lucia Samuel will Tourist Board head the newlyhas announced created Regional the appointment Re p r e s e n t a t i v e of a new Public Office for the Relations Manager, Eastern Caribbean, seasoned journalist based in Antigua and broadcaster, and Barbuda.Mr. John Emmanuel. Samuel, a national A trained and of St. Vincent and University of the Grenadines, the West Indies has been working certified media in the IMF’s practitioner, Emmanuel has nearly two Western Hemisphere Department since
C h e r e l l e Blaize has been appointed as Membership Development Officer of the St. Lucia Chamber of Commerce, Industry and Agriculture. She views this position as allowing her many opportunities for personal and professional growth
BIZZ BRIEFS
2001, where—among others—he led both the Dominica and Antigua & Barbuda teams. Prior to joining the IMF, he was the head of the Eastern Caribbean Central Bank’s Research Department in St. Kitts, and a lecturer in the Department of Economics at the University of the West Indies. He holds a PhD in economics from New York University. The establishment of these offices will further deepen the IMF’s dialogue with the country’s authorities and other important regional stakeholders, including trade unions, the private sector, academics, and non-governmental organisations. The IMF already has a Resident Representative office in Haiti. A presence in the Caribbean will help the IMF to better understand local circumstances and constraints and foster the already close and productive dialogue with policymakers in the region. “The resident representatives will serve as an on-the-ground resource on technical and policy matters that the authorities can tap as they implement their economic programs,” said Mr. Nicolas Eyzaguirre, Director of the IMF’s Western Hemisphere Department. “I am confident that their presence will help the IMF to develop closer ties to the people in the region and help both sides to improve their understanding of each other,” Mr. Eyzaguirre added.
The International M o n e t a r y Fund (IMF) has announced the opening of two new resident representative offices, in Jamaica and in Antigua and Barbuda, the latter to cover IMF member countries in the Eastern Caribbean Currency Union. Mr. Gene Leon has been named to serve as the IMF’s Senior Resident Representative in Jamaica. Mr. Leon, a national of St. Lucia, has been in the IMF for more than 13 years, most recently in the Middle East and Central Asia Department. Key assignments have included developing the first Fund program for Iraq and leading teams working on the countries of the Gulf Cooperation Council (Bahrain, Kuwait, Oman, Qatar, Saudi Arabia, and the United Arab Emirates). Mr. Leon was the head of research at Central Bank of Barbados, as well as an associate professor at the State University of New York. He holds a PhD in economics from the University of Southampton, United Kingdom.
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Major Moves whilst contributing effectively to the organisation. A recent graduate (Magna Cum laude with a BSc. in Marketing) of Grambling State University in Northern Louisiana, USA, she worked with Bank of St. Lucia as a teller, prior to pursuing her degree. She describes her time at ECFH as a rewarding experience and adds ECFH ensures that their staff members receive a cogent amount of training with emphasis on customer relations. During her time at Grambling State she joined a service organisation, Zeta Phi Beta Sorority Incorporated which is built on the principles of scholarship and service. Zeta Phi Beta encourages all its members, through its various fundraising programs such as the March of Dimes and Storks Nest to become professionals with a social conscience. D i n a h has Hippolyte joined the Chamber of Commerce, Industry and Agriculture in the capacity of Programme Manager with responsibility for managing and delivering quality business and other development support programs to its members. Prior to working with the Chamber, Ms. Hippolyte served with the National Development Corporation as Investment Officer. Ms. Hippolyte has an extensive background in private sector advocacy with wide ranging experience in the development and delivery of training and other business support programmes to CARICOM firms and national Chambers of Commerce and Manufacturers’ Associations. As trade policy officer with the regional business support organisation, the Caribbean Association of Industry and Commerce, Ms. Hippolyte held responsibility for regional Private Sector advocacy and representation in areas
inclusive of CARICOM-European Union relations and Private Sector-CSME matters. Ms. Hippolyte has served as private sector representative on numerous committees and working groups including the Caricom-Eu Economic Partnership Agreement (EPA) Technical Working Group on Goods and Services, the CARICOM Trade Support Programme administered by the government of Trinidad & Tobago and the Trinidad & Tobago Manufacturer’s Association Standing Committee on Trade Related Matters. Ms. Hippolyte has also worked with the University of the West Indies (St. Augustine Campus), Faculty of Social Sciences as a Tutor in several International Relations Courses. Ms. Hippolyte holds an undergraduate degree in Economics and Government and a Masters degree in International Relations from the University of the West Indies (St. Augustine).
Tz a r m a l l a h K. Haynes is the newest employee of the St. Lucia Bureau of Standards. Miss Haynes joined the staff Standards Officer in the Standards Development Department. She holds a BSc in Chemistry and a number of professional certificates in areas of standardization including Quality Management Systems for Food Safety and Laboratories. She brings to the department a wealth of experience in standardization and quality related to the food and laboratory industries. Her previous work experience gives her a unique ability to understand ‘real world’ situations related to the practical
application of standards. She is one who thrives on quality and standardization, having previously worked with the SLBS as a Standards Assistant before leaving to study overseas and pursue other professional development interests. Miss Haynes’ new appointment with the SLBS now allows her to experience the two ends of the Standardization and quality spectrum; that of implementation and now development.
The Jalousie P l a n t a t i o n Sugar Beach has appointed Julia Leone as its new Director of Health & Wellness. Ms. Leone joins Jalousie having spent the last 30 years working in a number of international spa retreats and training establishments around the world, most recently The BodyHoliday at LeSport, St Lucia. She has just been awarded the International Tutor of the Year by CIBTAC—a London-based international examination board, specialising in awarding diplomas in beauty, complementary therapies and well being. She received her award at a gala presentation ceremony in London in June 2010. In her new role, Ms. Leone will oversee the development of The Jalousie Plantation’s new Rainforest Spa, due to open in September this year. “This is such an exciting time to be joining The Jalousie Plantation Sugar Beach as the property continues its US$100 million transition towards becoming The Tides Sugar Beach next year. The new Rainforest Spa is going to be an exciting addition and yet another sign of the spectacular things to come once our transition is complete.” Ms. Leone said.
New Company BIZZ BRIEFS
New Company Registrations
Companies
Directors
LMC Limited
W. Michael Craig , Lois Blackman Craig, Steven Michael Craig, Macy Jeanne Islas Robyn Lynn Christenson
Top Shelf Inc
Andie Wilkie
Marine Service Company
Deep Sea Atlantic Inc.
Ricardo Shivtahal
Wholesale & Retail of sea foods and other related products and services.
Carielle Fitness Centre Inc.
Samuel Decaille
To engage in the operation of sporting activities
Caribbean Projects Saint Lucia, Inc.
Warren Montgomery
Projects advice
Hossain & Co. Ltd.
Altaf Hossain, Lynn Hossain
The company is intended to be a holding company
CSW Aviation Inc.
Frederick Charles Corbin, Leonard Hobbs,
To carry on business of the provision of corporate aviation jet services including but not limited to providing refuelling services, basic jet maintenance, customer services, etc.
EC02 Caribbean Homes, Inc.
Adrian Mark Aston, Steven Charles Thomas
Construction of Prefab Housing
Jaydee Ltd.
Irene Digva
To acquire by purchase, lease, exchange or otherwise land and property in St.Lucia
George R.L. Bovell, Richard A. Bovell , Rhory McNamara
Property Holding Company
Jewel of Paradise Inc.
Sameera Bhalla
General Wholesale/ Retail
Quintin Homes Ltd.
Roger Myers
Property Investment
Kmyaj Designs Incorporated
Sieana Rambally, Sintra Rambally - Khan
General Trading
Galactic Sands Inc
Sameera Bhalla
Land & General Development
CH Limited
Andre Chastanet, Gordon Charles, Robert Hadad, Joseph Hadad
Wholesale Services
Xpert Shipping and Brokerage Limited
Nicholas Altenor Melanie Altenor
Brokerage ,Shipping , Freight Fowarder
A P Publishing Ltd.
Irvin Loctar, Thygeson Joseph
Music Publishing/ Recording
Caribbean Events Company Ltd.
Adrian Augier, Arthur Lisson, Daniel Belizaire
To carry on all manner of business related to the design , production and management of special events.
ZD’s Touring Services Limited
Peter Lord
Taxi Services, Tours and Car Rentals.
Tapion Diagnostic Limited
Dr. Romel Daniel
Medical and related Diagnostic Services
Malabar Farms Trading Ltd.
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Activities Real Estate
New Company New Company Registrations
Companies
Directors
Activities
Adventure Leisure Rentals
Remy Bruneau
Rental of vehicles and equipment.
Lower Farm Holdings (St.Lucia) Limited
Wayne Smith
Holding Company
Matt Equipments Ltd
Matthew Emmanuel
Rental of Construction Equipment
Business Options Sales and Support Inc.
Cleophas Phillips, Nicola Helbig
Real Estate Development
Ezone Express Couriers Ltd.
Pauline Wolff, Paul Pantin
Online or internet sales and services
Empire Entertainment Inc.
Darby Etienne,Courtney Louis, Roger Gajadhar
Music Publishing Company; Music Company Music Production House
Wild Goats Inc.
Charles Terrana, Sherry Terrana
Property Holding Company
Hilthec Holdings Inc.
Hilford D. A. Deterville, Thecla C. Deterville Chaka D. A. Deterville, Nandi A. O. Deterville Mtonya A. G. Deterville
To engage in property holding and development and to undertake or direct the management of the property, buildings or lands of any person whether members of the company or not in the capacity of steward, receiver or real estate agent or otherwise.
. Norman Francis
Property Holding and Real Estate
Simone Pat Elie Payne
Human Resource Management and Development
Passion’s Art Ltd.
Cristiana Rigamonti
Teaching and Selling of Art.
Llessur Limited
Russell Duval Josephs
Property Investment
JC’s Enterprises Ltd
Julie Clarke
Retail of clothing, processing of local juices, marketing ,distribution and sale of processed juices and preserves, health foods.
Rahmat Construction Ltd.
Melvin Alcee
Construction Works
Seto Ltd.
Serge Pierre Littee Thomas Tommy Lucien
To engage in real estate, property development
Carbon Marine Inc.
Mervin Sheldon Jean Baptiste Cameron Glenn Heaps Francis Norman Heaps
Manufacture and retail of Boats and Marine Equipment
LBV Management Limited
Loriana Valente
Management Services
Hills and Valleys Holding Ltd
Marcus Joseph
Property Holdings Company.
Shardira Associates Ltd.
Cromwell Goodridge Sharona Goodridge - Lamontagne Nadira Goodridge
Property Acquisition and Development
NP Properties Inc. , Knowledgefit Inc.
Deep Blue Inc.
Crista Parsad Sameera Bhalla
Sea Tours & Adventures
New Company New Company Registrations
BIZZ BRIEFS
Companies
Directors
Activities
Spice of India Inc.
Seema Gupta Anjani Kumar Gupta
Restaurant & other related business
RWB Villas Three Ltd.
Ronald William Barnes
Property Holding & related services
Hawks Cry Ltd
Ian Gordon McGill Susan McGill
Ownership of Property
Quantum Means Inc.
Gabriel Barry Prospere Francisca Prospere
To develop and turn to account any land acquired by the company or in which the company is interested , and entering into contracts and arrangements of all kinds with builders , tenants and others
Crown Estate Ltd.
Neil Beepat
Property Holding
Saphie Dreams Inc
Neil Baapat
Property Holding
Rock Properties Limited
Clarita Phillips George Alcindor
Real Estate Development, Investment, Property & Hotel Management
Creative One Ltd
Mark Harding Shelley - Ann De Silva
Graphic Design and artwork
Brendan Richard McShane Claudette McShane
Property Investment
Robert Tisson Eluid De Gonzague Vincent Gaston Lawrence Velinor
Ecological and sustainable agricultural production , scientific experimentation,rural and capacity building experimentation
Los Cocos Inc
Nigel Sandra Mole Brian Cornibert
Import and Export of fish and other sea food and agricultural products
Greener Pastures Incorporated
Joel Greene
Farming & Nature Tours
Gravillis Holdings Ltd
Stephen Gravillis Margaret Gravillis
Retail outlet & Tourism related Services
Dr. Jailall Thuraman Michael Eddy Myrna George- Harris
Dissemination of principles pf Christian Religion
Deverpat Ltd Sank of a Rainbow Roots Farm Ltd
Church of God (Holiness) Inc.
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Search Engine Optimization (SEO) Database Solutions Internet Marketing E-Business Solutions I T Solutions Training Graphic Design Address: P.O. Box 1731, Castries, St. Lucia Tel: 758 452 6546 / 758 285 6597 and 712 8752 Fax: 758 452 5306 email: contact@advancedintellectualmethods.com / aim@candw.lc website: www.aimstlucia.com