St Lucia Business Focus 84 by AMS St. Lucia

Issue No. 84

Promoting Inter-Regional Trade Export www.stluciafocus.com www.stluciafocus.com www.stluciafocus.com

Nov/Dec 2015

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No. 84

BF Nov/Dec 2015

CONTENTS FEATURE 33. TEPA - Promoting InterRegional Trade Export

24. CAB Requests the Removal of Named

85. New Study Finds Coral Reefs Under Attack From Chemical in Sunscreen

34. Message from Hon. Emma Hippolyte 36. Why Export 38. TEPA Advancing Saint Lucia’s Export Development Agenda 40. The Business Journey to Export 42. Team Members Job Summaries 44. National Export Council (NEC) 46. Breaking Barriers to Exporting for Saint Lucia Producers 54. Export Facilitation and Policy Support 58. Business Export Development Support 62. Programme Management

26. Caribbean Financial Sectors Under Attack

86. Protecting Marine Areas

28. Banking Consolidation

87. Saint Lucia Increases Renewable Energy Use

29. IFC Helps Caribbean Financial Institutions Increase Financing for SMEs

88. USAID Hosts Inaugural Caribbean Forum on Disaster Risk Reduction Education in St Lucia 90. Saint Lucia National Lottery

04. Editor’s Focus 06. Business Briefs 08. Talent Management 10. Should Caribbean Businesses be Concerned about Terrorism

Technology 12. Liberty Global Acquires CWC for US$8.2 Bl

14. Digicel Introduces Ad Controls

Caribbean Territories on US “Tax-haven” List

30. NCB Capital Markets to Launch in Barbados 31. ECCB Issues Painted Commemorative Circulation $1 Coins

64. Must Reads 65. Making the Quality Connection…. Get Certified 66. Lewis Industries 68. Island Style Tile & Bath 72. Construction & Recycling Inc. 74. SLASPA Commences Seaport Restructuring

Economy & Trade 76. CARICOM Presses for Debt Relief and Concessional Financing

77. Saint Lucia to Observe Global

Entrepreneurship Week in November

15. Internet Exchange Points Critical to

78. Creative Private Public Partnerships Key

16. OECS Telecom Regulator Warns Service Providers

79. ECLAC Projects Growth in 2015 and 2016

Caribbean Digital Economy

18. ECTEL Partners With CTU to Host Broadband Internet Development WorkShop in St Lucia 19. Grenada Regulator Warns FLOW Regarding Price Increases

To Development

80. HR WISE 82. Leading by Example to REACH SUCCESS 83. St. Lucia and IFC Work Together to Support Effective Tax Incentives

Money Matters

Environmental Focus

22. British PM Announces US$544m Development

84. $71.5 Million Renewable Energy Package Unveiled for Eastern Caribbean

Package for Caribbean

93. ON Branding: Truth Told Beautiful

Youth In Focus 94. Youth Employment Crisis Easing but Far From Over – ILO

95. NCPC Empowers Young Entrepreneurs Towards Increased Productivity

Tourism Focus 96. CTO Wants Open Skies Policy in the Caribbean 97. Sandals Adam Stewart Named Caribbean Hotelier of the Year

98. Barbados Signs Air Services Agreements with Iceland and India

99. Expedia Completes $1.6 Billion Acquisition of Orbitz

Health & Wealth 100. UNAIDS Welcomes New WHO Guidelines on the Use of Antiretroviral Medicines

101. Saint Lucia Health Ministry Launches Measles, Mumps and Rubella Survey 102. Events 2015 103. Major Moves 105. New Company Registrations 106. Advertisers Index

23. China to Invest US$10 Billion in New Jamaica Investments

BusinessFocus Nov / Dec

Export Earnings Key to Economic Growth! Small Independent nations like Saint Lucia have had to focus on both domestic and foreign investment to stimulate and create a diversified economy and drive economic growth. With the dearth of donor agency financing, Government has been challenged to identify new sources of income and at the same time focus on the various sectors to increase productivity and generate export earnings. Our economy has seen the dominance of a single sector as the major driver of our economic activity, switching from Agriculture in the recent past to Tourism being the bastion of today. Both sectors have been previously exposed to the vulnerability of natural disasters which Lokesh Singh affect our region. In this regard we note the Publisher/Managing Editor clarion call of today and the raging debate on the impact of Climate Change and the need for special financial consideration from the developed world. The leadership of our Minister of the Environment Dr James Fletcher on this subject on behalf of the entire region has been outstanding. This has set the tone for Government to ensure we develop a multisector economy and explore new and increased avenues of export earnings and we note their efforts especially with the CIP being launched in January 2016 and we look forward to its success and benefits. Over the years Manufacturing has shown capacity to emerge as a strong sector with great potential to generate export earnings. We have developed some world renowned and successful Caribbean brands and need to create many more.

BUSINESSFOCUS Business Focus magazine is published every two months by Advertising & Marketing Services Limited (AMS), Saint Lucia. Publisher / Managing Editor: Lokesh Singh lokesh@amsstlucia.com Creative Designer: Cecil Sylvester Advertising Sales: Cennette Flavien - cennette@amsstlucia.com Hudson Myers - hudson@amsstlucia.com Webmaster: Advertising & Marketing Services Photography: Cecil Sylvester | TEPA Contributors: Dr Chris Bart | Bevil Wooding | Brian Francis Lyndell Halliday | Brian Ramsey | Sir Ronald Sanders TEPA | Trudy Edgar-Louis | UWI | Sir Richard Branson Kezia Preville | Hanna Fits | Trinidad Express Trinidad Guardian | Jamaica Observer Antigua Observer | Carib Journal | CaribbeanNewsNow 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.

In this issue we focus on TEPA – Saint Lucia’s Trade Export Promotion Agency – a relatively new Government Agency with a very important mandate. Their work and efforts are strategic to the growth and resurgence of this and other sectors. Their success to date in finding markets and working with our manufacturers and strategic partners is encouraging.

Issue No. 84

Nov/Dec 2015

Congrats to the management and staff of Lewis Industries Ltd, St Lucia National Lottery, Island Style Tile & Bath as they celebrate major milestones in business and we wish them many more successful years. We hope that you will enjoy reading the other stories in the pages of this Issue of Business Focus and be inspired into action to be the best you can be and enjoy the rewards for your efforts. Best wishes for a wonderful Christmas season and a healthy, happy and rewarding New Year in 2016. We thank you for your support and look forward to working with you during 2016 and beyond. BusinessFocus Nov / Dec

Promoting l Inter-Regiona Trade Export

On The Cover:

s.comcom ciafo afocucus. com .stlu stluci cus. www www. www .stlu ciafo

Jacqueline Emmanuel-Flood

Chief Executive Officer TEPA - Promoting Inter-Regional Trade Export

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BusinessFocus Nov / Dec

BUSINESS BRIEFS Barbados Elected to CTU Presidency

The Caribbean Telecommunications Union (CTU) has elected Barbados, represented by Darcy Boyce, as its new President. Boyce, who serves as Minister in the Government of Barbados with responsibility for Energy, Telecommunications, Immigration and Investment, was elected by unanimous vote at the 18th General Conference of Ministers meeting held in Tortola, British Virgin Islands on September 29, 2015. The BVI, represented by Minister for Communications and Works, Mark Vanterpool, was appointed Vice President, also by unanimous vote. On September 28th, new appointments were also announced for the positions of Chairman and Vice-Chairman of the CTU’s Executive Council following elections conducted as part of the 31st Executive Council Meeting which was also held in the BVI.

Marriott Paying US$12.2 Billion to Acquire Starwood Hotels and Resorts

In a landmark deal, Marriott International has announced the acquisition of Starwood Hotels and Resorts Worldwide. Marriott International paid US$12.2 billion in stock and cash in the deal, which creates the world’s largest hotel company. The new company has hotels in 100 countries across 30 brands. “The transaction combines Starwood’s leading lifestyle brands and international footprint with Marriott’s strong presence in the luxury and select-service tiers, as well as the convention and resort segment, creating a more comprehensive portfolio,” Marriott said in a statement announcing the deal. “The merged company will offer broader choice for guests, greater opportunities for associates and should unlock additional value for Marriott and Starwood shareholders.” The two companies operate or franchise more than 5,500 hotels with 1.1 million rooms around the world.

St Lucia, represented by Philip Dalsou, Permanent Secretary in the Ministry of Public Service, Information and Broadcasting, was elected as Chairman, with the BVI, represented by Anthony Mc Master, Permanent Secretary in the Ministry of Communications and Works, as Vice-Chairman.

“The driving force behind this transaction is growth. This is an opportunity to create value by combining the distribution and strengths of Marriott and Starwood, enhancing our competitiveness in a quickly evolving marketplace,” said Arne Sorenson, President and CEO of Marriott International.

The outgoing CTU President Philip Paulwell, Minister of Science and Energy of Jamaica wished his successor well. The CTU Ministers also thanked Reginald Bourne of Barbados, outgoing Chair of the Executive Council for his contribution to the organization.

Sorenson will remain President and CEO of Marriott International following the merger, and Marriott’s headquarters will remain in Bethesda.

The appointments came as part of a series of high-level meetings, dubbed “ICT Week”, hosted by the BVI government and the CTU from September 28 to October 1. ¤ BusinessFocus Nov / Dec

The transaction is subject to Marriott and Starwood Hotels and Resorts Worldwide shareholder approvals, along with Starwood’s planned disposition of its timeshare business. The deal will include dozens of resorts in the Caribbean region. ¤

Karolin Troubetzkoy Set to Make an Early Start as CHTA President

Emil Lee has stepped down as President of the Caribbean Hotel & Tourism Association (CHTA) and handed over to First Vice President Karolin Troubetzkoy eight months earlier than initially scheduled. Lee has been appointed Minister of Labour, Health and Social Affairs for St Maarten, so Troubetzkoy will assume the role of Acting President of the CHTA. The CHTA Board will meet in January 2016 to vote on ratifying Troubetzkoy to take office as President of CHTA in advance of her term which was originally scheduled to begin in June 2016. “It is with a heavy heart that I leave my CHTA post as President. However, I am proud of the advancements the organisation has made during my tenure and am confident that Karolin Troubetzkoy will perpetuate this momentum going forward in the creation of a new CHTA engaged with the membership,” Lee said. Troubetzkoy said: “I have worked closely with Emil over the last several months and look forward to continuing the progress and energy he brought to the organisation.” Lee leaves office after serving for over ten years as a member of the Board of Directors, including two years as First Vice President and 17 months as President. ¤

BUSINESS BRIEFS ANSA McAL to Appeal Decision in Sale of Banks Holdings Ltd. Delmas, who also serves as Chairman and Director for other subsidiaries in the Group, took up his new appointments effective November 7.

ANSA McAL is appealing a decision by Barbados High Court judge Justice Sir Marston Gibson to lift an injunction that blocked the sale of Barbados’ largest beverage company, Banks Holdings Ltd (BHL). “The company will be joined by several other BHL shareholders who intend to bring a class action suit against BHL with a view to getting the ‘10 Put Option’ clause removed from the BHL/SLU Beverages agreement,” President and Chief Executive Officer of ANSA McAL (Barbados) Nicholas Mouttet said in a statement. ANSA and disgruntled BHL shareholders argue that the controversial exit clause gives SLU Beverages, which is owned by Brazilian conglomerate Ambev, an unfair advantage in to take over through its St Lucia subsidiary, SLU Beverages Ltd. ANSA McAl has also made a bid to for BHL and had sought an injunction on the BHL/ Ambev deal.

He is the country manager for the Massy Group in Barbados, a position he assumed in January 2013, and is a former Executive Chairman for Massy’s Retail Business Unit and, prior to that, was the Executive Chairman of the BS&T Food Retail and Distribution Division, as well as a BS&T Director. A notice from Massy Holdings Limited posted to the T&T Stock Exchange stated: “Mr Delmas has an accumulated wealth of management experience and knowledge in the supermarket industry and in wholesale distribution. His career spans 36 years in these fields. “He continues to offer his expertise in these areas in his current position, by providing leadership oversight at the domestic level as well as for Massy’s retail interests in St Lucia.” Massy Holdings interests in St Lucia include Massy Distribution Ltd, Consolidated Foods Ltd - operators of the Mega J Store, the Super J chain of Supermarkets and Drug Stores, GL Foods Ltd. ¤

Huawei signs MOU with UWI

In advertisements in Barbados newspapers, a group of concerned BHL shareholders, who say they are “watching and waiting” said they are skeptical about the Ambev offer. “We remain committed to selling our shares for the best price possible, but we will not be hoodwinked to sell without examining all the pros and cons of the buyers,” the shareholders said. ¤

Massy Holdings Changes Directors Frere Delmas has been appointed Executive Director to the Board of Massy Holdings Limited, replacing Earl Boodasingh, who retired on October 31. He has also been appointed to succeed Boodasingh as Executive Vice President of the Integrated Retail Business Unit.

Huawei General Manager for T&T Jason Deng, left, and UWI St Augustine Campus Principal Professor Clement Sankat display the MOU. A new partnership has been forged with the signing of a memorandum of understanding (MOU) between the University of the West Indies (UWI) St Augustine Campus and leading global information and communications technology (ICT) solutions provider, Huawei Technologies.

The three-year MOU, signed recently, outlines two key areas of collaboration between the organisations— establishment of joint research and development cooperative programmes and support with teaching, research, the cultural and educational exchange of faculty and students; and staff development. The signing took place at the Campus’ University Inn and Conference Centre. “This is an important and exciting moment for The UWI St Augustine Campus, as we embark on signing an agreement with one of the world’s largest technology companies, Huawei,” said UWI St Augustine’s Pro Vice-Chancellor and Campus Principal, Professor Clement Sankat. ¤

Sam Lord’s Castle Gets US$170M Loan

Prime Minister Freundel Stuart (right) and Deputy general manager of the EximBank, Tong Qing sign the loan agreement, while Ambassador of the People’s Republic of China to Barbados Wang Ke looks on. (Pictures by Lennox Devonish.) PRIME MINISTER Freundel Stuart hasy signed on the dotted line for a US$170 million loan from Export-Import Bank of China. The loan will go toward the redevelopment of Sam Lord’s Castle into a five star hotel under the Wyndham brand. Speaking from Government Headquarters, Stuart said there were many benefits to be gained from this new development, namely the addition of 100 vacation ownership units and 350 guest rooms. He added that it would also cater to couples as well as families who travel as a group in the summer. “This in itself will significantly help our tourism product in the slower summer months as Barbados is striving to become a true year round destination and not just a winter destination, as it is traditionally known,” Stuart said. ¤ BusinessFocus Nov / Dec

Talent Management: An Emerging New Board Responsibility By Dr. Chris Bart

n days of old, the Board’s responsibility for managing the talent of their organization began and ended with their top executive, the CEO. Any other responsibilities for “talent management” fell to the CEO. That’s because up until the governance implosion of 2001, it was the governance ‘party line’ that the Board had responsibility for only one employee, the chief executive officer. But a lot has changed since that time. Boards of publicly listed corporations in the United States and elsewhere must now take responsibility, through their audit committee, for the direct hiring, supervision and compensation of an internal auditor. And an examination of the causes for the collapse of such firms as Enron, WorldCom and Tyco has revealed that they could not have happened without the complicity of the Chief Financial Officer, or CFO. As a result, savvy Boards take a deep interest in who their CFO is and demand increased oversight when it comes to his recruitment, compensation, and termination. Other than these major changes, however, most Boards’ interest in their

BusinessFocus Nov / Dec

organizations’ “talent management” has remained relatively low. Until now. A recent study of over 1000 company directors identified talent management as being their most significant strategic issue, beating out the usual ‘hit list’ of concerns such as competition, technology, regulation, and risks. There’s also recent hard evidence to support this change in thinking. Research has shown that there is a strong correlation between the quality of an organization’s talent management practices and its financial performance. Companies with outstanding human resource practices have been found to have a significantly higher market value, profitability, and employee productivity/ engagement when compared to those organizations not so concerned with their talent. Additionally, market analysts increasingly cite an organization’s ‘total management and leadership strength’ - and not just the CEO - as one of their key considerations in making their recommendations to buy or sell a stock. When companies have “profound leadership depth AND breadth”, the reward is robust sales and profitability. Accordingly, while Boards in the past have been reluctant to extend their leadership attention beyond the CEO for fear of

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overstepping their bounds, they now need to change that point of view. Indeed, failure to do so could put their organizations at extreme competitive risk. So what does this new oversight responsibility for their organization’s talent management involve? At the most basic level, it involves Board members more actively deploying their #1 behaviour when engaging their CEO on this topic, which is of course, to ask questions, and more specifically, questions about the quality and effectiveness of their organization’s talent management practices. Such areas of inquiry should include the company’s effectiveness in: attracting, assessing and hiring top talent; developing, rewarding and retaining talent; and aligning talent tightly with the mission, vision and values of the corporation. Research has shown that the more effective an organization is with respect to these areas of talent management, the more successful it is. Unfortunately, a recent study conducted by the Harvard Business Review has also shown that when it comes to talent management, most Boards would give their organization an “F”! This, of course, begs the question of what Boards should do to turn this situation around. A useful starting place is for the Board to request a “talent assessment” of their organization, on an annual basis, with sufficient time allocated on the Board agenda to give the assessment results a thorough discussion. The Human Resources and Compensation Committee should lead the talent assessment process on behalf of the Board, setting out the parameters and expected outcomes of the evaluation, perhaps beginning with the talent management practices listed above. For those doing this for the first time, it’s usually best to begin by simply asking the CEO to self-report on the state of the organization’s current talent management practices. But beware of the CEO who concludes the enterprise has no talent management issues or problems. It’s a telltale sign of a CEO who feels he cannot be totally forthcoming with his/her Board. That’s why a truly robust talent appraisal process must ultimately engage and gather the opinions of the rest of the senior management team, preferably through an anonymous survey. Their “collective responses” on the organization’s talent management practices can then be compared with those of the CEO and used to identify areas of contention and concern. It is especially important to keep in mind, however, that the goal of any talent assessment conducted by the Board is not to lay blame but for the Board to help the CEO turn his “F” talent management grades into “A’s”! To do so, the Board must, at a minimum, ultimately figure out how to how to factor talent management issues into the design of the CEO’s compensation if such issues are ever to be corrected or improved. After all, what gets rewarded, is usually what gets done! So here’s the big, uncomfortable question for Caribbean directors: to what extent does your Board currently understand both the importance of effective talent management to your organization’s success and the quality with which it is currently being carried out? If you think that there is room for improvement in the way your Board carries out this important governance oversight function, you might want to consider sending them to one of the corporate governance training programs currently available in the region – like the 3 day Chartered Director Program currently being offered by The Caribbean Governance Training Institute. After all, it’s not education which is expensive, but rather ignorance. ¤

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Should Caribbean Businesses be Concerned about Terrorism

By Brian Ramsey

here is a tendency in the Caribbean to view terrorism as something that happens in other countries away from this region. Yet if one examines regional history one can clearly see that the Caribbean has not been immune from terrorist activity. A quick examination of the last 50 years reveals that there has been terrorist activity with some of these being;

• • • • • • • • • • • •

1968, Bahamas, Assassination of Haitian Consul 1976, Barbados, Bombing of Cubana Airplane & Bombing of BWIA office 1976, Trinidad, Bombing of Guyana Consulate-General 1976. Bahamas, Attack on Soviet Ship 1980, Guadeloupe, Bombing at airport 1985, Guadeloupe, Bombing of Ford dealership 1987 Dominican Republic, Bombing of Peace Corp office 1988, Dominican Republic, Bombing of U.S. Centre 1989, Dominican Republic, Bombing of G.T.E subsidiary 1990, Suriname, Bombing of Alcoa subsidiary 2006, Trinidad, Bombings in the streets 2007, Trinidad, Guyana, JFK bomb plot

Apart from these direct on-islands terrorist activities there have been Cyber attacks by persons linked to ISIS on the government computers of Jamaica and St Vincent & the Grenadines. In addition BusinessFocus Nov / Dec

there are clear indications that persons from Trinidad have gone to the Middle East to fight with ISIS and the production of a recruitment video aimed directly at attracting persons from this region to join ISIS. One of the aspects of terrorist group operations and particularly noticeable with ISIS is the propensity to expand their affiliations and so join with groups in other territories. In addition with ISIS fighters being drawn from many countries around the world there is need to be

concerned about ISIS fighters returning to their home countries and terrorist cells beginning operations in new countries. The impact of Terrorism in the Caribbean is therefore a valid concern and one which Caribbean businesses should be addressing.

bombers chose the McDonalds restaurant outside the Stade de France in which to detonate his vest and it is believed that he picked this restaurant because it is a symbol of America. Given that Caribbean companies need to be concerned about terrorism, the issue becomes what should businesses do independent of what actions the State should take for dealing with terrorism. One of the first actions that every business should undertake is to conduct a security assessment that should specifically incorporate a terrorism assessment. That assessment should particularly look at the risk profile of the company both in terms of being a direct target and also the possibility of collateral damage implications because of the company’s location. The assessment should identify the level of risk and how robust are the company’s arrangements to assist it in preventing a terrorist attack. While it is important to do an initial assessment, it is equally important that the assessments are regularly reviewed, at least every 3 years and also after any major incident.

Terrorism has direct multi-layered implications for Caribbean businesses which include; • • •

Direct implications for companies as a potential target Direct implications for personnel employed in companies Collateral damage implications as a business may be located near to a terrorist target

Companies may become a target because of their name e.g. British American Tobacco or British American Insurance. Companies may become a target because of a perceived link to a terrorist enemy. Companies may also become a target if they are seen as symbols e.g. McDonalds, Citibank, Royal Bank of Canada etc. It is interesting to note that one of the suicide

Brian Ramsey has a B.A. in Accounting & Management, along with an M.B.A. in Finance and over 29 years in the Caribbean security field. He is the Regional Development Director for Amalgamated Security Services Limited which operates in Grenada, Barbados, St Lucia, Guyana and Trinidad and Tobago and is the parent company of Alternative Security Services (St. Lucia) Limited. He can be contacted at bramsey@assl.com.

In seeking to reduce the possibility of a terrorist incident affecting your business, a critical aspect is staff awareness. Companies must make security awareness part of their organization’s culture. Employees are the eyes and ears of a company; they know who is a regular customer and who is not, they know when something is out of place in their environment and so can quickly identify when action needs to be taken. It is also important that when hiring staff or contractors that thorough background checks are conducted on the individuals. The control of access in a business is also another vital part of any company’s terrorism prevention actions. This is of course complicated by the nature of the business and the extent to which the business caters directly to the public. It is certainly easier for an organization involved in warehousing and distribution to strictly control access when compared to a restaurant or a hotel. Nevertheless regardless of the nature of the business, public areas should be clearly defined and all other areas restricted to staff or authorized visitors only. Such actions help reduce the risk to specific clearly demarcated areas. In restricting access, the days of simply placing a sign saying no access or authorized persons only as the method of access control are over, especially if the concern is terrorism as terrorists will not be deterred by just signs. Businesses must invest in automatically closing doors and electronic access control systems whether card or biometric access control. As a supplement to the protective measures a CCTV system that enables facial recognition should be considered. There must however be proactive use of the system. In the fight against terrorism one cannot simply have a CCTV system so that if a terrorist incident occurs you can possibly identify who committed the act. The objective for every business must be to

prevent any terrorism incident occurring on their property. As such the business should aim to regularly review the footage of activities in and around their property, particularly if staff report that a strange individual was seen either within or in the vicinity of the business. The system must be such that it is easy to provide Government authorities with copies of the video so that they can investigate the individuals and possibly prevent an incident from occurring. Apart from the overall good public image and hence enhanced revenues that may arise, maintaining an aesthetically pleasing appearance also has an anti-terrorism benefit. Companies should ensure good basic housekeeping throughout their premises. They should keep public areas tidy and well-lit, remove unnecessary furniture and keep garden areas clear. Where possible, they should not allow unauthorized vehicles close to their building. Each of these actions makes it easier to see if something is out of place and so requiring immediate action. The steps outlined above are some of the actions that businesses can take as part of a pro-active terrorism prevention strategy. It is however vital that there is constant monitoring of the various strategies implemented by the company. There is the tendency in the Caribbean to hurriedly implement measures but then not follow up to ensure that the measures are consistently applied and become part of a consistent ongoing operational methodology. Terrorists do not hurriedly plan their actions but spend time carefully examining a company for weaknesses and so implementing with no consistent follow up provides them with the weaknesses that they can exploit. ¤

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BUSINESSTECH TECH BUSINESS

Liberty Global Acquires CWC for US$8.2 Bln CWC CEO Says Takeover Will Make Caribbean Stronger

Media Mogul: John Malone

EW Caribbean and Latin America markets are the real prize for John Malone’s Liberty Global from 15 Nov with the US$5.3 billion acquisition of Cable & Wireless Communications (CWC). Earlier this year, Cable and Wireless announced that it had completed a US$1.85 billion acquisition of 100 per cent of the equity of Columbus International Inc. which includes the Flow cable network. The Liberty Global deal announced on 15 Nov will increase the company’s Latin American and Caribbean unit’s revenue contribution to 17.4 per cent from seven per cent of the total, based on the company’s latest results. CWC’s operations across 18 countries only overlap with Liberty in Puerto Rico. Liberty Global Plc, is the largest international cable company active in 14 countries, including 12 in Europe. It said the cash-and-stock transaction will extend Malone’s empire deeper into Latin America, giving the US billionaire greater leverage for more deals in the region. According to a notice posted on its website, Liberty has revenue of US$18.2 billion and employs 38,000 people. It has more than 100 million customers including 56 million video, Internet and voice subscribers.

Amassing Cable Companies The purchase will give Malone a critical mass in Latin America, where he created a tracking stock in July called LiLAC for Liberty Global’s assets in Chile and Puerto Rico. Malone is reported to have spent more than US$50 billion the past 10 years amassing cable companies across Europe. “Now, with Cable & Wireless, he is poised to do the same in faster-growing economies in Latin America, and may even spin off that unit in the future, people familiar with the matter said last month, when the companies announced they were in talks,” Bloomberg reported. As part of the deal Liberty Global will take on CWC’s net debt, which was US$2.7 billion as of September 30, 2015,” the report added. BusinessFocus Nov / Dec

World Class Capabilities Phil Bentley, Chief Executive of CWC, said from the UK in a CWC statement, “Since we launched our new strategy two years ago, CWC has transformed itself into a leading regional quad play operator. The disposal of Monaco, the creation of our regional hub in Miami and the recent acquisition of Columbus accelerated our competitive positioning whilst at the same time generating significant value for shareholders and enhanced service levels for our customers. “Liberty Global offers scale and world class capabilities and will be an outstanding custodian of our business, both for our people and our customers. The years ahead should bring new opportunities for further success, faster growth and enhanced customer benefits, built on the strong foundation we have created.” Bentley described the deal as a “win, win, win” which will bring more content, quality and continued investment to Latin America and the Caribbean. He also said there is no reason why CWC’s plans to create more jobs should not continue under Liberty. He said 350 new jobs are being created in Jamaica and several more will be created in T&T where the company is building a Network Operating Centre and a Centre of Excellence for Telecommunications Skills. “I hope the regulators will see that this is in the best interest of the countries in the region,” Bentley said, noting that the deal will require the approval of regulators across the Caribbean. CWC has said that it will offload its 49 per cent stake in Telecommunications Services of Trinidad and Tobago (TSTT) in order to comply with conditions placed on its takeover of Columbus International. The remaining 51 per cent is controlled by the T&T Government through its investment holding company, National Enterprises Ltd (NEL). ¤

BusinessFocus Nov / Dec

BUSINESSTECH TECH BUSINESS

Digicel Introduces DIGICEL Wins Ad Controls 2015 Ethicalcorp Responsible Business Award

Denis-O-Brien

elecommunications service provider Digicel announced that it is deploying ad control technology on its networks across the globe to ensure a better experience for customers and to encourage the likes of Google, Facebook and Yahoo to help connect the 4.2 billion unconnected people across the globe. Ad control technology benefits both consumers and network operators alike. With ads using up as much as ten per cent of a customers’ data plan allowance, this move will allow customers to browse the mobile web and apps without interruption from unwanted advertising messages. Starting in Jamaica and rolling out to its other markets in the Caribbean and South Pacific in the coming months, Digicel will work with Israeli start-up, Shine Technologies, to be the first operator worldwide to deploy Shine’s mobile ad control technology at the network level. Shine’s technology blocks display and video ads inserted by ad networks in both mobile browsers and apps.

IGICEL has won a 2015 Ethicalcorp Responsible Business Award for its efforts to help rebuild the education system in Haiti following the country’s devastating 2010 earthquake.

The Ethicalcorp Responsible Business Awards recognise companies that adopt and promote responsible business practices throughout their organisation, improving the lives of their customers and the communities in which they operate. Digicel was selected as winner in the “Most Effective International Community Investment” category from a shortlist of eight global companies including Barclays, the Hershey Company, Primark, UPS and Vestergard at an awards ceremony at the Cumberland Hotel in London on September 25th. Haiti’s education system was on the verge of collapse as a result of the 2010 earthquake, which destroyed 90 percent of the country’s infrastructure. Through the Digicel Foundation, Digicel kickstarted reconstruction efforts by increasing the number of schools it committed to build in local communities from 20 to 50. Digicel further expanded its support by building more permanent, earthquake-resistant buildings, funding teacher training courses and creating jobs throughout local communities. To date, the Digicel Foundation has invested more than US$39 million in its school-building project, completing 150 schools and creating more than 10,500 construction jobs and making it the single largest school builder in the Caribbean.

Denis O’Brien, chairman of Digicel Group, explained: “Companies like Google, Yahoo and Facebook talk a great game and take a lot of credit when it comes to pushing the idea of broadband for all—but they put no money in.

Digicel Group CEO, Colm Delves, said; “Supporting our communities and the needy across the world is a core part of Digicel’s ethos of giving back and helping the less fortunate. It was an easy decision for Digicel to help those who were severely affected by the 2010 earthquake in Haiti – especially the children who were at a significant disadvantage due to the widespread destruction of schools across the country. Winning this award is a testament to the hard work and sacrifices made by our colleagues in Digicel Haiti and the work of the Digicel Foundation. We are happy that these students now have comfortable surroundings in which to learn and grow.”

“Instead they unashamedly trade off the efforts and investments of network operators like Digicel to make money for themselves. That’s unacceptable, and we as a network operator, are taking a stand against them to force them to put their hands in their pockets and play a real role in improving the opportunities for economic empowerment for the global population.” ¤

Today, more than 50,000 students in Haiti attend schools built by the Digicel Foundation. Digicel continues to nurture education throughout Haiti with an additional investment of US$12 million to fund critical teacher training and development programmes, all of which help to ensure Haiti’s young people enjoy the bright future they deserve. ¤

Digicel is looking to companies like Google, Yahoo and Facebook to enter into revenue sharing agreements with it so that this money in turn can be reinvested in network deployment and ultimately the bridging of the digital divide.

BusinessFocus Nov / Dec

Internet Exchange Points Critical to Caribbean Digital Economy

Mark Vanterpool, Vice-president of the Caribbean Telecommunications Union and Minister of Communications and Works in the BVI.

aribbean nations need to strengthen their Internet infrastructure if the region is to take full advantage of the global digital economy.

That was the view expressed by Caribbean Telecommunications Union (CTU) vice president Mark Vanterpool, at the official launch of CTU’s ICT Week in Tortola, British Virgin Islands (BVI). Vanterpool, the Minister for Communications and Works in the BVI, used his country as an example of the benefits of investing in Internet infrastructure. He singled out the role of the local Internet exchange points, commonly called IXPs, as one of the key enablers of the Caribbean digital economy. He explained that local IXPs reduce costs and increase efficiency by allowing networks to interconnect directly to exchange Internet traffic, rather than having to connect through thirdparty networks. “Here in the Virgin Islands, we understood the importance of establishing a local IXP, and today we are happy to say that we have benefitted from having one of the very first IXPs established in the region. This was implemented with significant support from the CTU, to whom we remain grateful,” Vanterpool said. The BVI’s IXP was established in June 2011 with technical and policy assistance from the CTU and Packet Clearing House (PCH), a US-based non-profit organisation responsible for support for critical Internet infrastructure globally.

Vanterpool noted that while the full potential of the BVI’s IXP is yet to be unleashed locally, other countries throughout the region should take steps to adopt their own local IXPs. “More has to be done to realise the full benefits of this development. Accordingly, I would like to see more emphasis toward adding value to our IXP, by exploring opportunities for data centres, data storage and local content,” the minister said. “I urge my fellow member states in the CTU to also implement a national IXP which, when joined with the other IXPs in the region, will be a powerful catalyst for regional growth and development,” he added. Bevil Wooding, internet strategist and Caribbean Outreach Manager for PCH, confirmed that the BVI was the first country in the English-speaking Caribbean to establish a local IXP. “Packet Clearing House is working closely with the CTU and its member states to strengthen existing exchange points in the region,” Wooding said. “PCH is also collaborating with the CTU and the Caribbean Network Operators Group to support development of new IXPs and strengthening of technical capacity across the region.” ¤

BusinessFocus Nov / Dec

BUSINESSTECH TECH BUSINESS

OECS Telecom Regulator Warns Service Providers

he St Lucia-based Eastern Caribbean Telecommunications Authority (ECTEL) in Sept 2015, cautioned service providers operating within the sub-region to immediately refrain from the practice of blocking over-the-top (OTT) services, websites and or throttling speeds. ECTEL said that service providers should commit to the principle of an open internet. The telecommunication regulator said it had received media reports that some telecommunications providers have blocked OTT services, “such as, but not limited to, WhatsApp voice service, over their telecommunications network in some ECTEL member states; Grenada, St. Vincent and the Grenadines, St. Lucia, Dominica:.

ECTEL said it had been advised that a wide range of stakeholders, including policy makers are concerned over these reports. “ECTEL is therefore appealing to all Services Providers operating within its Member States, to immediately refrain from the practice of blocking OTT services, websites and or throttling speeds, and commit to the principle of an open Internet, as concluded through a public consultation conducted by ECTEL and the National Telecommunications Regulatory Authorities (NTRCs) between 23rd September 2013 and 4th November 2013. “The interception on any communication without the consent of the receiving party is a breach of provisions of the operator’s BusinessFocus Nov / Dec

license and the action also contravenes the national laws. “To ensure the principle of an open Internet is observed, ECTEL has requested all NTRCs to report any documented cases of blocking of OTT services in their jurisdictions,” ECTEL said in a statement. In addition, ECTEL said it has had meetings with some service providers, and has requested documented evidence of the impact of OTT services on their key performance business indicators, such as, revenue, profit, network performance, voice and traffic data, and customer and device uptake. ECTEL said it is advising the public to report instances of blocking of OTT services to their service providers in the first instance, and if not resolved to report to their respective NTRCs. ECTEL said the procedures for filing complaints against a service provider are contained in the Dispute Resolution Regulations in all the ECTEL member states. “It is imperative that this reporting occurs so as to continuously furnish the regulatory body with documented evidence needed to address this matter,” it said, adding that it will ensure the input from the public in all member states continue to remain an important component in the formation of regulatory policy. ECTEL said it remains committed to working towards a sustainable regulatory solution, which is consistent with international best practice, but also facilitates the continued growth of the telecommunications sector in the Eastern Caribbean region. ¤

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BusinessFocus Nov / Dec

Issue date: July 2nd, 2015

BUSINESSTECH TECH BUSINESS

ECTEL Partners With CTU to Host Broadband Internet Development WorkShop in St Lucia

Fujitsu Moves Ahead With Greater Cloud Security

The Fujitsu head office on Belmont Road in New Kingston

he Eastern Caribbean Telecommunications Authority (ECTEL) recently hosted a regional workshop on Broadband Internet Development, in partnership with the Caribbean Telecommunications Union (CTU).

UJITSU is driving for more market share for its cloud services now that its Enterprise Operations Centre (EOC) in Trinidad has become the first cloud provider in the Caribbean region to have ISO 27001 certification and to meet the Type 2 SOC 2 criteria for security, availability and confidentiality.

The workshop was held in Saint Lucia from October 19 to 22. The four-day event was an important step in the ongoing regional process to develop the legal framework for undersea cables, open and retail Internet access, Internet Exchange Points and broadband quality of service.

Fujitsu believes the achievement helps to separate Fujitsu from the growing number of cloud providers on the market. “Our customers can be assured that the highest level of internal controls and security are established and maintained,” said Evan Hemans, EVP, Core Services for Fujitsu Caribbean, Central America and Mexico, in a recent news release.

The event is part of the Caribbean Communications Infrastructure Project (CARCIP), which is being implemented in three ECTEL member states – Grenada, Saint Lucia and St. Vincent and the Grenadines.

“These accomplishments are a further testament of our securitydriven approach to service excellence, and cements our position as the premier facility in the region capable of securely delivering highly available cloud services to our valued clients.”

“The workshop is not a consultation but will provide capacity building to stakeholders in international best practices and principles for the regulation of subsea fibre, open and retail access and quality of service in the electronic communications market,” said Winston George, coordinator of the ECTEL component of the CARCIP project.

The result proves Fujitsu’s focus on security and helps to increase consumer confidence in the cloud, said Andres Thomas, VP, Data Centre & Infrastructure Services, Fujitsu Caribbean, Central America and Mexico.

The workshop is intended to pull together a broad spectrum of interests, including regional regulators, consumer advocacy groups, Internet service providers and government representatives with responsibility for telecommunications in the CARCIP participating countries. CARCIP is a World Bank-funded initiative, coordinated by the CTU. It aims to improve access to and use of information and communication technologies in the participating countries and other ECTEL member states, St. Kitts and Nevis and Dominica. ¤ BusinessFocus Nov / Dec

“For cloud customers this is vital, because they need assurance that their business and mission-critical applications are hosted in a reliable and secure facility. The Facility Certification by Uptime Institute also means that customers have proof of a comprehensive infrastructure review of our DC infrastructure, before using Fujitsu’s Cloud services,” Thomas said. Fujitsu Caribbean is a wholly owned subsidiary of the Fujitsu Group and is a part of Fujitsu America Inc. Fujitsu has been operating in the Caribbean for more than 60 years and has offices in Jamaica, Barbados, Bahamas, Trinidad and Mexico, with business agents and partners in other islands. ¤

Grenada Regulator Warns FLOW Regarding Price Increases Customers will now have to pay between EC$99.99 to EC$149 (One EC dollar =US$0.37 cents) for the service. “With this adjustment, our broadband speeds continue to be the fastest on the island, at the best rate,” said that letter which also directed customers to contact the company “if you have a query regarding this change.” But Samuels said that the legislation gives the NTRC certain powers and there must be justification for any price increase. “It cannot be a case of justification all willy nilly, what we saw was documentation as a matter of information and not for an approval,” he told the session which was held as part of activities in observance of the NTRC 15th anniversary.

Part III of SRO 54 of 2014 which is entitled “Powers of the Commission” states that the NTRC shall have the authority to regulate the rates, terms and conditions of telecommunications services offered by a telecommunications provider. The rules also state that the Commission shall have the authority to: set, review and approve tariffs for any telecommunications services and require the publication of all tariffs for telecommunications services, whether regulated or unregulated. ¤

he National Telecommunications Regulatory Commission (NTRC) says the decision by the telecommunication company, FLOW, to increase its broadband services to customers from next month is not in keeping with the existing legislation.

NTRC coordinator, Lawrence Samuel, told an open forum discussion that SRO 54 of 2014 provides all the guidelines to be followed when a telecommunication provider intends to increase the price of its services. “Instead what was provided was information, not a proposal but according to the law they have an obligation to submit a proposal for approval and to provide proper justification for any increase,” he said. Earlier this week, broadband customers said they received an email or a telephone call informing them that the monthly cost for the service would increase from November 1. “Thank you for your continued patronage as a FLOW broadband customer. As your preferred telecommunications provider, we strive to deliver the highest level of service at the most competitive price. “To ensure we continue to offer an enhanced level of service and the best broadband experience to you, effective November 1st, 2015, there will be a price adjustment in your FLOW residential broadband package,” the letter stated. It was signed by Acting Country Manager Claudette James-Newton.

Mongiraud, Gros Islet, P.O. Box 8330 Choc Cell: (758) 484-9007 Tel: (758) 721-7201 • 452-8022/32 Fax: (758) 452-0030 Email: hotsports@candw.lc Web: hsautorental.com BusinessFocus Nov / Dec

DIGICEL BUSINESS PARTNERS WITH ST. LUCIA’S NEW STATE OF THE ART HOTEL - THE HARBOR CLUB

Selwyn Adams – Business Solutions Senior Engineer, Henning Schneider – Clients Representative and Consultant Engineer, Daniel Buechler – Owner Kentonia Censey-Smith – Business Solutions Operations Manager, Philbert Lubrin – Corporate Sales Manager

Digicel Business, has partnered with the Harbor Club to deliver a complete suite and state of the art telecommunications solution that will ensure efficiencies to the hotel. A new entrant to the hotel industry in St. Lucia, the Harbor Club, is a designated 4-star hotel that delivers 5-star quality service. According to Mr. Daniel Buechler, Owner of The Harbor Club, “Digicel will install and create the entire Data and Communication infrastructure at the Harbor Club including all Hardware. They have given us the most comprehensive offer for this project, and we are mostly excited to deliver a cut in class hotel with state of the art telecommunications infrastructure to St. Lucians and guests both near and far.” Digicel will be providing The Harbor Club with a range of telecommunications services including, Dedicated Internet Services, Switching, Structured Cabling, IP PBX and Video Conferencing. Digicel Business Products and Services to The Harbor Club Dedicated Internet Access Digicel's carrier network extends across the Caribbean and Central America to the United States and is built using a combination of optical fibre and state-of-the art microwave links. The entire connection is provided independently of any competitor BusinessFocus Nov / Dec

infrastructure, and works entirely without sharing any network elements with or relying upon any other local telecommunications provider, either on or off-island. Digicel Business Dedicated Internet Access (DIA) service provides the best reliable, high quality internet service for any business. Digicel has provided The Harbor Club with a 50 Mbps Dedicated Internet Access link giving the Harbor Club greater connectivity at a lower cost. The Harbor Club can now enjoy the benefits of a single, unshared line directly into the Digicel Business Network. Our network meets The Harbor’s stringent corporate security requirements for data encryption, information integrity and confidentiality. This service is backed by our leading service level agreement (SLA) ensuring The Harbor Club business, the best response time in case of technical difficulties. Benefits for The Harbor Club • • • • • •

Quality dedicated internet business connection Guaranteed service speed and bandwidth Consistent high performance service delivery Highest level of data security World class internet infrastructure Providing industry leading SLA's ensuring maximum availability

Switching and Structured Cabling One of the critical elements of the hospitality service industry is to ensure the availability of a robust physical network over which critical IT and Guest applications are used daily. To this end Digicel has designed and will implement a structured cabling solution which will conform to the standard CAT6 ANSI/TIA/EIA standard, which covers telecommunication cabling within commercial buildings. Harbor Club will be outfitted with high end Layer 3 Power Over Ethernet Switches Avaya Routing Switches which will ensure that everyone and every wired device have connectivity of no less than 1 gigabit per second. Resiliency and Redundancy is also of key importance and to this end Harbor Club will have a redundant core network providing failover and business continuity at all times. Video Conferencing The Harbor Club will be outfitted with three (3) state of the art conference rooms and to this end Digicel has provided a state of the art Avaya Scopia Radvision Video Conferencing solution which will accelerate Harbor Club’s productivity. This solution delivers advanced HD, voice and video collaboration anytime, anywhere enabling Harbor Club to setup virtual meeting room and collaborate face to face with staff, partners and customers from anywhere using a PC, MAC or the latest mobile device allowing every participant to share documents, annotate materials and collaborate in online meetings made for a mobile workforce. Harbor Club will also enjoy the benefit of being able to offer video conferencing services to external customer who will be able to use a state of the art conferencing room complete with an Avaya Scopia Radvision solution powered by Digicel. IP PBX Digicel Business has provided The Harbor Club with a “turn-key solution” for their Telecommunication needs, delivered with the implementation of the Avaya IP Office IP PBX solution. Our solution offers a reliable, world-class information technology platform for the delivery of services including data, voice, fax, video and mobility. Digicel will deliver to The Harbor Club, a solution that will be intuitive, secure, easy-to-use, and provide a host of hospitality services, such as in-room guest services, advanced voice and unified communications applications. With these and other beneﬁts, The Harbor Club will

experience professional services, all with the goal of improving service quality and lowering the total cost of ownership. About the Harbor Club The hotel, situated in Rodney Bay next to the Marina, The Harbor Club, one of the finest hotels in Saint Lucia, welcomes St. Lucians and guests near and far, catering to hotel residents as well as to the public, providing a wide range of amenities to meet their every need. With 115 rooms, the Harbor Club, offers a choice of suites and junior suites, designed according to world class standards, to suit every guest, whatever their age, ability or agility. These suites are designed to meet the expectations of the modern traveler in all aspects of comfort and modern technology. Equipped with an effective telecommunications system provided by Digicel Business coupled with state-ofthe-art technology, the Harbor Club offers three meeting rooms which are all designed to the highest standards and built to accommodate large conferences. In addition, other amenities to be provided by The Harbor Club include restaurants that offer a large variety of foods for every palate. The GourmetClub and The FoodClub. Other amenities included are The GreenClub, a healthy choice café; The PizzaClub, home to the best Italian pizza; The LoungeClub; The ScuBarClub; The GymClub; The SpaClub and The PoolClub. The Market Street with the Little Ben Clock Tower is a busy pedestrian-only thoroughfare, connecting the hotel with the Dive Center and specialty shops. Ample parking is provided to complete the shopping experience. The ScuBarClub is located in the Little Ben Clock Tower, the rendezvous point for the free ferry service to Reduit Beach during the daytime and to the Centre of Rodney Bay on evenings, just the place to enjoy the Village Vibe! The hotel’s location together with the leisure activities on offer will attract business and vacation travelers alike.

To get the technology you need to keep you ahead, Contact Digicel Business at 1 758 724 6001 or digicelbusinessslu@digicelgroup.com Complete solutions for your needs.

BusinessFocus Nov / Dec

MONEY MATTERS

British PM Announces US$544m Development Package for Caribbean

ritish Prime Minister David Cameron has announced a £360 million (US$544 million) development package for the Caribbean, which will provide grants for infrastructure projects like roads and bridges.

Speaking to the joint Houses of Parliament in Jamaica he announced a package of bilateral aid, featuring: • • •

£300 million for a new UK-Caribbean Infrastructure Partnership Fund to build new ports, roads and bridges to boost trade and growth; £30 million to make health facilities more resistant to natural disaster; and £30 million for new programmes to support economic growth.

“This money could help to unleash trade across the region with new roads, new bridges, and new ports to help speed freight movements,” Cameron said. An agreement was reached to build a new correctional facility in Jamaica, as part of measures to improve the country’s criminal justice system. “This, I believe, is in the interest of both of us and is a good example of how we can work together to benefit people here in Jamaica,” Cameron stated. He also announced that over the next five years, the UK will be spending US $9 billion on climate financing, and said he was determined to ensure some of that money is spent in the region. “We have spent more than £60 million here in the Caribbean over the last five years to help the countries deal with the effects of climate change but frankly, I think we can do much more,” he said. Cameron and the Grenadian Prime Minister Dr. Keith Mitchell saw the long term after-effects of natural disasters when they visited the small town of Gouyave. They visited the sole remaining nutmeg processing plant after Hurricane Ivan hit the country in 2004 and viewed a bridge which had also been BusinessFocus Nov / Dec

severely damaged by the hurricane and subsequent tropical storms. The bridge is already earmarked for DFID/World Bank support but it demonstrates the kind of project that could benefit from the new UK-Caribbean Infrastructure Partnership Fund. In a subsequent meeting with Mitchell and his Cabinet, Cameron stressed the continuity of links between the UK and the Caribbean. “We want to help the Caribbean on their path of development – supporting economic growth and creating new opportunities for people living here,” he said. Britain’s International Development Secretary, Justine Greening, who accompanied Cameron, said that too many Caribbean countries are held back because they remain vulnerable to severe economic or climate shocks. With some of the highest energy costs in the world, it is difficult for businesses to compete in global markets, leading to decades of slow or declining growth. “Britain’s close relationship with the Caribbean and our new support will help boost growth and kick-start economic recovery across the region as well as creating important trade and investment opportunities for the UK,” she noted. Also announced was a doubling of UK Chevening Scholarships for the Caribbean and enhanced support in the fight against serious and organised crime in the region. Jamaica’s Prime Minister Portia Simpson Miller revealed that, during her meeting with Cameron she raised the issue of reparations for the transatlantic slave trade. Jamaica, along with other Caribbean nations, has been calling for Britain to offer compensation for the period in which the British extracted wealth and resources from the region, which cemented its place as global leader. However, Cameron appeared to reject that possibility, saying, “Our relationship should be based on the countries we are today and the opportunities we can generate together, rather than over-relying on the historical ties of the past.” ¤

China to Invest US$10 Billion in New Jamaica Investments

amaica could see increased investment from China as that country’s EXIM Bank prepares to offer investors financing to the tune of US$10 billion to secure a spot in the Special Economic Zones (SEZ) to be set up on the island.

Last month, Minister of Industry, Investment and Commerce Anthony Hylton and the Jamaica Promotions Corporation (Jampro) partnered with China’s EXIM Bank to promote ‘Brand Jamaica’ and the country’s investment opportunities, following the hosting of a five-day investment mission in Beijing. The Bank has committed to providing Chinese investors access to special financing from its US$10 billion Self Support Fund for investment in Jamaica’s SEZ and Industrial Parks. The SEZ initiative is aimed at attracting new economic activities to Jamaica, including logistics, and will support the provision of physical and human infrastructure, the exploitation of synergies, as well as the creation of a competitive regulatory regime. SEZs are central to the overall logistics hub as they will link industrial development and logistics services and will facilitate the participation of small and medium enterprises in export industries. The development will also ensure a smooth transition towards a policy regime that complies with Jamaica’s international obligations under the World Trade Organisation by the end of the year. Plans are underway for the development of 16 SEZs as part of the much-anticipated Global Logistics Hub initiative, the first of which should be the Caymanas Economic Zone in St. Catherine, near to both Portmore and Kingston. Following the issuance of the tender for the Caymanas feasibility study in May, reports are that the Government will be spending $30 million to commence study on the location by 2016. During the visit to China, Hylton indicated that he was pleased with the response from the Chinese business community,

many of which are now arranging a visit to Jamaica to explore investments in limestone production, hotel development, pharmaceuticals and agribusiness. Additionally, Jampro stated that the Chinese have shown particular interest in a livestock project currently being promoted by the agency and in the importation of Jamaican products for distribution in the Chinese market. “A part of being open for business is demonstrated in the fact that the Jamaican Government has put in place the necessary policies and legislations to encourage investment...as we celebrate 43 years of friendship between our Governments, I can say with confidence that the Jamaican Government is committed to another 43 years and beyond,” Hylton stated. Over the years, the Government has undertaken a number of initiatives with China – now known as one of the fastest-growing economies in the world. Jampro says it is now targeting South Korea and Japan for sustainable investments and lucrative trade opportunities. President of Jampro, Diane Edwards, stated in a release from the company that it was critical for Jampro to continue to promote Jamaican business opportunities to the Chinese market, due to the two countries’ diplomatic, cultural and economic relationship, which has strengthened over the past two decades. According to the release: “JAMPRO will continue to target China for investments based on the increased interests and market activity from this region. Chinese interest in Jamaica as an investment destination and a source of high-end lifestyle products is at an all-time high and this is as a result of our continuous promotional efforts through a number of initiatives including strengthening partnerships in target markets, and an active consular engagement programme through our overseas embassies.” ¤ BusinessFocus Nov / Dec

MONEY MATTERS BUSINESS TECH

CAB Requests the Removal of Named Caribbean Territories on US “Tax-haven” List

he Caribbean Association of Banks Inc. (CAB) is once more forced to express its deep concern over yet another “tax-haven” list which includes 15 Commonwealth Caribbean countries. The referred list appears within the District of Columbia’s 2015 Budget Support Act which expands the definition of “tax haven” (for purposes of the water’s-edge combined group rules). This Act is due for passing by the US Congress in just 18 congressional working days from Sunday 20th September, 2015.While the CAB fully supports the District of Columbia’s efforts to combat tax evasion, the CAB feels that the designation of Caribbean territories as “tax havens” is prejudicial. It is noteworthy that: •

• •

•

The Organisation for Economic Co-operation and Development (OECD) and the Global Forum on Transparency and Exchange of Information for Tax Purposes have confirmed that all members of the Caribbean Community and Common Market (CARICOM) are fully or largely compliant and have committed to Automatic Exchange of Information (AEOI); None of the CARICOM countries listed in the Act are on the Financial Action Task Force (FATF) AML/CFT Strategic Deficiencies Lists; All of the CARICOM territories listed in the Act have cooperated with the US Internal Revenue Service through the US Foreign Account Tax Compliant Act (FATCA) and (with the exception of one) are listed as either having a signed intergovernmental agreement (IGA) or being treated as having an IGA in effect; and All CAB member Banks and financial services institutions have mechanisms in place to satisfy FATCA requirements.

Additionally, the CAB as part of its mandate, works very closely with its members to ensure compliance, training and other measures are satisfactorily in place with respect to regulatory, legislative and other matters of such nature. BusinessFocus Nov / Dec

It must be highlighted that this inaccurate description of Caribbean territories has already had and could have even further-reaching effects on the Caribbean’s financial services sector as well as the economies. Indigenous banks in the region are currently being challenged with the threat of loss of correspondent banking relationships which are provided by international banks. The DC 2015 Budget Support Act’s “black list” may serve to exacerbate the perception of our region as a high risk area and consequently, negatively impact the Risk Rating profile of financial institutions by correspondent banks. As financial intermediaries, banks are highly dependent upon correspondent banking relationships to facilitate critical economic and financial transactions such as, remittances, foreign direct investments and international trade in goods and services. For example, the value of United States exports to CARICOM countries for the periods 2011-2013 were US$16.99B, US$18.6B, US$17.9B respectively; while US imports from CARICOM countries for the same periods were US$9.5B, US$8B, and US$8.4B respectively (Source: CARICOM Statistics). These trade flows are derived mainly from key sectors such as Tourism, Manufacturing, Agriculture, Retail, ICT etc. Consequently, this issue impacts the very livelihood of Caribbean people. Accordingly, the CAB is unable to understand the justification for identifying these countries as tax havens and has written to the District of Columbia Mayor Muriel Bowser (also copied to 13 Council members) and key members of Congress (Chairman and Ranking Members of both the House Appropriations Committee and the Subcommittee on Financial Services) urging them to remove the names of the Caribbean countries from this listing of “tax havens” as defined. The Caribbean Association of Banks continues to monitor this state of affairs, closely. ¤

• Access Control • Close Circuit Television Installation (CCTV) • Mobile Patrols

Burglary & Fire Alarm System The two systems offer you three forms of protection:- burglary, fire and emergency. The systems can be installed by two methods, either hardwire or wireless and can consist of one, to any number of keypads, which provides full control of the system’s operation. Various sensors such as motion detectors provide adequate coverage and protection over a specific perimeter area, along with magnetic contacts and glass-break detectors which secure all vulnerable entries & exits. Unlike the above described burglar alarm system the fire alarm system is slightly different. It comprises of a selected number of

authorities or representatives in the event an alarm signal is received. All emergency alarms are received by our central monitoring station and a team of Dispatchers and a response routine is followed.

Benefits to Users: •

• • • • • •

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Left to right front row: Miss Veronica Fanus Divisional Manager - Hewanorra International Airport, Mrs. Esther Eudoxie - Chief Executive Officer Miss Edgitha Joseph: Divisional Manager, George F.L. Charles Airport Left to right Second row: Mrs. Sylvia Anthony - General Manager Mrs. Melissa Cherubin, Accounts Officer Back : Mr. Anderson Melius, Alarms Manager

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MONEY MATTERS

Caribbean Financial Sectors Under Attack Sir Ronald Sanders

nce again, Commonwealth Caribbean countries are under attack as “tax havens,” even though they are nothing of the sort. This time it is not only the usual countries that have been listed. Trinidad and Tobago has been included, and we can bet that Jamaica and Guyana will be added unless immediate action is taken. The so-called “tax havens” lists are unfair, unjust and downright wrong. Yet they have been produced by the Commission of the European Union (EU), and now, completely inappropriately, by individual State governments within the United States of America (US) and even by the District of Columbia. I use the words “completely inappropriately” to describe the naming of sovereign nations by individual State governments of the US, because these nations conduct their relations with the federal government of the US and not with its individual States. It is the federal government that has responsibility for, and authority over, the external relations of the US. By naming foreign countries as tax havens, the State governments in the US have exceeded their power. They also create confusion among sovereign states and erode confidence in the US federal government with which they expect to conduct their relations. Normally, there may be an inclination to ignore the tax haven lists produced by States such as Oregon and Montana, particularly as similar lists formulated by Kentucky, New BusinessFocus Nov / Dec

Hampshire and Maine never made it into law. But there are dangerous consequences to simply turning a blind-eye to the lists of these states. The first is the reputational damage that they do to the countries that are named. There is more than a whiff of unpleasantness that attaches to the term “tax haven.” People and organisations doing legitimate business shy away from anything that might taint them. Hence, the branded Caribbean countries could lose much needed business and revenues. And here it may be worth detailing the Commonwealth Caribbean jurisdictions that appear on the these State government lists: Anguilla, Antigua and Barbuda, Bahamas, Barbados, Bermuda, the British Virgin Islands, Cayman Islands, Dominica, St. Lucia, St. Kitts and Nevis, St. Vincent & the Grenadines, Montserrat and Trinidad and Tobago. A second and potentially more dangerous consequence of the tax haven lists is that banks in the US and Europe might chose to end correspondent relations with financial institutions in all these Caribbean jurisdictions. If they did so, the offshore banking sector and the local indigenous banks in all these countries could collapse, with detrimental effects on their economies. This notion is by no means far-fetched. The penalties for US and EU banks are draconian, should they be found to have facilitated money laundering and tax evasion – even if they did so unknowingly. Therefore, the US and EU banks now weigh

the risks they run against the rewards they get from providing correspondent relations to Caribbean financial institutions. Since the totality of Caribbean banking transactions for offshore and local indigenous banks is small in comparison with their total income, the EU and US banks could choose to avoid the risk by not doing business with banks in listed tax havens. In the case of the tax havens list produced by the EU Commission, that list was formulated on the basis that at least 10 EU nations identified a jurisdiction as a tax haven. So, even though a number of Commonwealth Caribbean countries, such as Antigua and Barbuda, Bahamas and Barbados, have tax information exchange agreements with 18 of the 28 EU nations, they were unfairly and wrongly branded by the EU Commission. Remarkably, one EU government that the EU Commission identified as among the 10 that named Caribbean jurisdictions, has indicated that it was not consulted in the formulation of the tax havens list and it has disavowed it. Nonetheless, the damage has been done, and the Caribbean’s task is now to expose the wrongfulness of the branding and to seek immediate correction. With regard to the State governments of the US that have branded Caribbean jurisdictions, one of them has stated that it based its listing on “criteria originally established by the Organisation for Economic Cooperation and Development (OECD) in 1998.” But the world, including the OECD, has long since gone past the erroneous criteria used 17 years ago. The principal criteria applied back then for determining a tax haven was two-fold: is there no tax or low tax by the jurisdiction, and is payable tax hidden? The Caribbean fought the OECD’s notion of “harmful tax competition” and eventually it was agreed that tax competition is a legitimate form of competition and that sovereign states have the right to set their own rate of tax. Indeed, EU countries, the US and many other nations openly compete with each other for investment and in production costs through tax rates. Further, within the US, individual States also compete with each other through the tax rates they set. Therefore, no country can be defined as a tax haven because it has no or low tax. Now, if the country hides payable taxes from other countries, that is arguable ground for saying it is a tax haven. But no Commonwealth country hides payable tax from the US or from the EU. Tax information exchange agreements exist and are enforced. And, even now, Commonwealth Caribbean countries are working with the US government and its Internal Revenue Service to implement FATCA – a US law requiring financial institutions to report all US persons and companies that have accounts with them. Clearly, payable taxes are not hidden in these jurisdictions. Caribbean countries are defending themselves against these outrageous slings and arrows, including by pointing out that the two internationally recognised bodies, the Financial Action Task Force and the OECD’s Global Tax Forum, have found them compliant with the standards they set. The statement to the United Nations General Assembly by Antigua and Barbuda’s Prime Minister, Gaston Browne – himself a former banker – about the tax havens list resonate with a compelling truth: “International principles, to which small states readily adhere, should not be overturned by bigger countries that seek to impose their will on smaller ones. It is not fair; it is not just; it is not democratic; and it is patently wrong.” ¤

Jamaica Saves US$400 Million on Oil Imports

AMAICA reduced its oil import bill by over US$400 million ($48 b) for the first half of 2015 based on commodity price reductions, according to just-released Bank of Jamaica (BOJ) data. The savings are less apparent to consumers at the gas pumps due mainly to new taxation. However, it actually resulted in slashing the island’s current account deficit to US$44 million for the first six months of 2015. “This decline was primarily driven by decreases in mineral fuel and food imports of US$403.6 million and US$39.4 million, respectively,” stated the Balance of Payments report for June 2015 published recently. Oil prices dropped by nearly half from US$115 to US$63 during the 12 months to June 2015 on the world market. Between January to June 2015, the island still imported more goods and services at US$3.2 billion than it exported at US$2.1 billion over the period. But the reduction in oil imports aided in narrowing the gap. “This represented a continued improvement since the corresponding 2011 period. The improved out-turn for the review period emanated from all sub-accounts,” stated the report. It’s rare for the island – a net importer of finished products – to reduce its current account balance. It’s the latest improved indicator for the island on the path to economic recovery. Between January to March 2015, the island recorded its first current account surplus in a decade at US$39.4 million ($4.6 b), due also to the sustained reductions in oil prices. Between April and June, however, the island recorded a current account deficit of US$85.5 million. The BOJ explained that the current account represents a summary of economic activities between the residents of a country and the rest of the world during a given period, usually one year. “The main purpose of keeping these records is to inform government authorities of the overall international economic position of the country, in order to assist them in arriving at decisions on monetary and fiscal policy, on the one hand, and trade and payments policy on the other,” stated the BOJ about the accounts, which are divided into current account, capital account, and financial accounts. ¤ BusinessFocus Nov / Dec

MONEY MATTERS

Banking Consolidation By: Brian M. Francis (Ph.D)

n March 25, 2010 the front-page story in CARIBBEAN BUSINESS, entitled: “Consolidation of the local banking industry” began this way: “It’s finally happening, and there’s no turning back. Bank executives, financial analysts and industry insiders agree that a consolidation of the [Puerto Rico, B.F.] local banking industry will occur before year’s end. After several years of speculation and rumbling among bank executives, financial analysts and industry insiders about a consolidation of the island’s banking industry, it seems like the planets are finally aligning to make it happen within the next three to six months— with the “assistance” of federal regulators.”

country sustains any economic shock at all, that state of affairs can potentially cause the collapse of the “One Bank” and by extension the entire financial system in the OECS.

In the said article, Richard Carrion, the Chairman and CEO of Popular Inc., who suspected that banking consolidation was a real possibility, is reported as saying: “I believe it’s inevitable and will be beneficial in the sense it will aim at the problem banks and institutions will seek adequate levels of capitalization in line with the assets they have available.”

There is no doubt the OECS has too many banks and while a consolidation should operationally generate cost savings, if this process is not managed delicately the adverse effects could be significant.

Clearly, developments taking place in the local economy and the performances of banks in Puerto Rico at the time forced some pundits and industry analysts to conclude that the federal authorities were about to take serious action in order to “save” troubled banks and hence protect the interest of shareholders and customers alike. Against that backdrop, it is not surprising, therefore, that some bankers in the OECS remain sceptical about the real intent of the Eastern Caribbean Central Bank (ECCB) when it proposed what can appropriately be categorised as sweeping changes to our current Banking Act. Let us face it. The new Banking Act which was passed in the OECS countries (except Anguilla and Montserrat) establishes one banking domain across the monetary union. On the positive side, this development should lead to inter alia the: (i) harmonisation of the requirements for the operations of these powerful financial institutions, (ii) opportunities for banks to expand into neighbouring territories, and (iii) increasing competition among banks. On the negative side, it is conceivable that the new Banking Act could be the first step into forced consolidation by the ECCB and the creation of one large bank in the sub-region. An OECS or even Caribbean Mega Bank will be a colossal mistake. On the face of it, some may think that a Mega Bank will be stronger financially and by extension protect the depositors’ interest. While this may be the case, a Mega Bank will also create a systemic risk and. The 2008 US crisis taught policymakers of the risk of “too big to fail”, an institution whose failure may create a havoc in the financial markets. In our context, if one BusinessFocus Nov / Dec

After all, the ECCB has made it clear in recent years that the region is “overbanked” and it wishes to see the amalgamation of banks. Indeed, the former Bank of Antigua, which failed during the Stanford saga, was taken over and renamed Eastern Caribbean Amalgamated Bank. It is often said the intention behind that move was for the ECCB to use the entity to consolidate since the ECCB had taken over a bank in Anguilla and the ABI Bank of Antigua remains up in the air.

Further, if indeed we are on track for a “One Bank”, consumers should be wary of a monopoly in creation. This will likely result in higher lending rates, tighter lending conditions and worse services to customers since the Mega Bank will more than likely focus on the bottom line and not on serving rural areas, just to cite one example. One can just look at our aviation industry and imagine a bank modelled off of LIAT. Bank regulators should be more concerned about the larger bank holding companies having interest in both banks and insurance. This activity has long been prohibited in the US to prevent a failure of a holding company which not only can impact depositors but also insurance coverages. Perhaps we need to be looking also at regulating costs of transactions by banks. The cost of a simple ATM withdrawal is exorbitant compared to other countries. Fees such as printing of statements, non-sufficient-funds, and for wife transfers are on the rise across the region without any oversight by the regulators. Going forward, we all in the region ought to tread with caution before setting the OECS on a path for a Mega Bank. While, no doubt, there are too many banks in the region (40 for a population of 600,000), we don’t need to repeat mistakes made by other countries. Our economies are too fragile to sustain a Mega Bank failure. Above all, we cannot ignore the obvious question: with all these banks operating in the sub-region, why is it that so many people and businesses keep complaining about the level of service and tight lending conditions? ¤

IFC Helps Caribbean Financial Institutions Increase Financing for SMEs

FC, a member of the World Bank Group, with support from Canada’s Department of Foreign Affairs, Trade and Development (DFATD) and in collaboration with the Caribbean Association of Banks (CAB), recently launched a workshop in Castries to help Caribbean financial institutions better serve the banking needs of small and medium enterprises. The Caribbean is home to approximately 2.2 million micro, small and medium enterprises, which are essential to creating jobs and providing goods and services. Yet one third of these entrepreneurs identify access to credit as a key obstacle to growing their businesses. “SMEs are a fast growing sector and the engine of growth in many economies. The CAB therefore, supports every effort to provide training and build capacity within the sector,” said Ms. Joanna Charles, President of the Caribbean Association of Banks. “Banks are encouraged to consider SME financing as one of their top strategic priorities.” The World Bank Group Enterprise Risk Surveys identify access to finance as one of the top three constraints for businesses in most English-speaking Caribbean countries. The goal of the training is to strengthen the capacity of banks in these countries to serve small and medium entrepreneurs by building their skills in key areas and sharing best practices and lessons from similar regions.

This includes training in how to develop a business model and strategy for attracting small and medium enterprises, credit risk management for these portfolios, and human resource needs for lending to small and medium enterprises. “IFC is committed to supporting a more inclusive financial marketplace in the Caribbean. This training is a chance for banks and other financial institutions to grow their portfolios while helping local entrepreneurs,” said Luc Grillet, IFC Senior Manager for the Caribbean and Central America. “With our partners at the Caribbean Association of Banks and DFATD, we hope to increase access to credit for entrepreneurs who are working hard to build and expand their businesses.” As of Fiscal Year 2015, IFC had a committed portfolio of $760 million in projects in the Caribbean, including $100 million mobilised from partner institutions. IFC implements programmes to improve the business climate, build the skills of local entrepreneurs, and promote access to finance. Our Caribbean strategy focuses on promoting job creation and inclusive growth; helping the private sector respond to the global financial crisis; supporting innovation, competitiveness and regional integration; and providing investments that help companies adapt to and mitigate the effects of climate change. ¤

BusinessFocus Nov / Dec

MONEY MATTERS

NCB Capital Markets to Launch in Barbados

amaica-based NCB Capital Markets Limited (NCBCM) aims to launch a subsidiary in Barbados following a US$2.5million capital injection according to management.

NCBCM (Barbados) was incorporated in May this year but awaits regulatory approval from the Barbados Financial Services Commission to conduct financial services. However, it already started investing in Barbados via its Cayman arm which invested in a hotel in the country now best known globally for its pop star Rihanna. “We have capitalised the company with US$2.5 million to start and we will inject additional capital as needed as the business grows,” stated Steven Gooden, chief executive officer at NCBCM in a mailed response to Jamaica Observer queries. The expansion forms part of the NCB group’s strategy to diversify and grow revenues through regional expansion. NCBCM will establish an office in Barbados, and has identified a CEO for that territory. “It was an opportune time to invest in Barbados as the country is currently going through a period of economic recovery and the government has been seeking public-private sector partnerships to help drive economic activity,” said Gooden. The Company will trade as NCB Capital Markets (Barbados) Ltd. Its establishment follows closely on the heels of NCBCM’s acquisition of AIC Finance Limited, now NCB Global Finance Limited in Trinidad and Tobago, and the refocusing of its Cayman subsidiary, NCB Capital Markets (Cayman) Limited as a regional offshore wealth management hub.

BusinessFocus Nov / Dec

“A number of regulatory changes are taking place, which collectively augurs well for us having an operation there at this time. NCBCM is already pursuing several opportunities in Barbados. We have recently won a mandate, through our Cayman office, to finance an important 153-bedroom beachfront condominium/hotel project in Barbados, and we are in active discussions on a number of other potential deals,” Gooden indicated. The company is now entering phase two of its regional expansion initiative, which will involve enhanced integration of the company’s operations in current markets and the expansion into new ones. It will result in the positioning of the Trinidad and Tobago operation as an investment banking hub for the southern Caribbean including Guyana, Suriname and the ABC Islands – Aruba-Bonaire-Curacao. He also mentioned that NCB Global Finance is in the process of applying for a securities dealer licence to complement its current merchant bank operations. The integration and expansion will also benefit existing Jamaican clients seeking to conduct fundraising across the region or simply expand their own operations. NCBCM will also explore opportunities to enter the Latin American region. “Collectively, they have a population exceeding 80 million people and we are seeking to invest in economies that are growing and have capital markets with relatively low product penetration,” he added. NCBCM is part of the National Commercial Bank Jamaica group which made $8.5 billion in net profit on $19.3 billion in net interest income over nine months ending June 2015. The wealth, asset management & investment banking arm which comprises NCBCM made $2.5 billion in operating profit on $3.9 billion in total operating income for the group. ¤

ECCB Issues Painted Commemorative Circulation $1 Coins

n observance of the 50th Anniversary of the Eastern Caribbean Currency Authority (ECCA) banknotes and the 32nd Anniversary of the Eastern Caribbean Central Bank (ECCB), the ECCB will issue a limited quantity of painted commemorative circulation one-dollar coins in October.

The coin is the exact shape and size of the existing onedollar coin. The reverse side of the coin will bear some of the features of the ECCA one-dollar banknote which is no longer in circulation, while the obverse side will carry the usual portrait of Queen Elizabeth II. The Royal Canadian Mint, which has been minting EC currency coins for the past five years, used pad printing technology in the production of the new colourful coin. This method represents the next step in the evolution of painted coins and results in greater resistance to wear and tear. The ECCB was established in 1983 and is the monetary authority for: Anguilla, Antigua and Barbuda, Commonwealth of Dominica, Grenada, Montserrat, St. Kitts and Nevis, Saint Lucia and St. Vincent and the Grenadines. ¤

Suriname Devalues Local Currency

Suriname President Desi Bouterse

uriname has devalued its local currency – the Suriname Dollar by more than 20 per cent, four years after it devalued the currency in 2011 by 16.4 per cent and announced tax increases on alcohol, tobacco, gasoline and basic services.

The Central Bank of Suriname blamed the drop in global prices for oil and gold for the decision to devalue the currency which will now trade at four Suriname dollars to the US dollar (SUR$4 = US$1.00), up from $3.25. The Central Bank of Suriname said that the country’s financial reserves had declined to US$370 Million from One Billion US dollars in December 2012. “Suriname is momentarily experiencing a genuine commodity shock,” the Central Bank of Suriname said in a statement, while opposition legislators said the devaluation was a “smack in the face to all Surinamese”. President Desi Bouterse, who was sworn into office for a second consecutive term in May 2015, had pledged to restructure the Dutch Caribbean Community (CARICOM) country’s economy and lessen its dependence on commodities including gold and bauxite. ¤

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FEATURE

Promoting Inter-Regional Trade Export BusinessFocus Nov / Dec

Message from

Hon. Emma Hippolyte Minister of Commerce, Business Development, Investment and Consumer Affairs

he Trade Export Promotion Agency (TEPA) is an integral part of the Ministry of Commerce, Business Development, Investment and Consumer Affairs. The Ministry’s business support services portfolio incorporates the full business development cycle, from innovation to business Start – Up to Exporting. As Minister with responsibility for business development, I therefore place a high priority on ensuring that TEPA’s activities are aligned with the overall goals and objectives of the Government, which is to foster economic growth of the nation, through the creation of a strong vibrant innovative private sector. This requires TEPA to work in close collaboration with the various business support and facilitation agencies of Government, as well as the other statutory agencies that fall under my Ministry. In that regard, TEPA has been strategic in driving the achievement of Saint Lucia’s export strategy through an analogous vision. In effort to strengthen this collaboration, and present a seamless business support service to the business entity at any stage of its development, I am pleased to note that the Government recently conducted a diagnostic review of all the business support and facilitation agencies under my Ministry. Currently we are at the stage of considering for implementation, some transformative reforms that would change the way in which the private sector accesses these support services. In addition to some anticipated consolidation, I am particularly excited at the prospect of the private sector being able to access, through a single portal, the services of all of these agencies falling under the Ministry for Commerce, such as TEPA and the Business Development Support Centre (currently known as SEDU), the Saint Lucia Bureau of Standards (SLBS), Invest Saint Lucia (ISL), the Saint Lucia Goods Distribution Free Zone and other Departments within the Ministry. This, together with a number of other initiatives is expected to greatly reduce the level of duplication and ambiguity in the services provided by these public agencies, resulting in a more effective and efficient service to the private sector. In terms of trade and exports, TEPA has been spearheading this agenda with vision and vigour, an approach which is necessary in an age of shrinking barriers, a shift toward reinforcing the CARICOM Single Market, and the dismantling of the Cuban trade embargo. To date, substantial strides have been made in creating avenues for trade opportunity exploration, empowering local firms to do business beyond our borders, and achieving their vision of profitable and sustainable development to global markets. I applaud TEPA’s efforts in its contribution to the development of our private sector. All business entities, of whatever size, whether in services or manufacturing, should aim to be an export entity; because it is only through the expansion of your market, that your profitability can be increased. Consequently, TEPA plays a very critical role in the development of the Saint Lucian business entity. Its’ work is therefore yet another manifestation of the Government’s commitment to improving the “ease of doing business” in Saint Lucia.

BusinessFocus Nov / Dec

SAVE JUNE DATE 16-19 THE

The Saint Lucia Trade Export Promotion Agency (TEPA) presents a multi-sectoral trade exposition for the Organization of Eastern Caribbean States (OECS). An opportunity for regional manufacturers and service providers to network and do business in one place.

Let始s do business together! EXPECT, EXPERIENCE, EXPORT THE CARIBBEAN始S FINEST

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EXPORT

TEPA

BusinessFocus Nov / Dec

Why

Export

“

”

Export growth is important because of its effect on internal trade and economic stability. Even more, the rate of economic growth and the distribution of income and wealth in a country are closely related to export growth.

Growth of an economy is directly related to exports. If exports increase at a faster pace as compared to imports, nothing can stop an economy from being a developed one. On the other hand, the instability in exports can adversely affects the process of economic development. Lower exports mean low foreign exchange and lower foreign exchange in turn means a small purchasing capacity of a nation in the international market.

Source: http://dailyojo.com/articles/the-importance-of-exports-in-an-economy.html

The Economic Impact of Exporting (Past and Future) • •

•

In the past, exports have made an important contribution to our country’s economic growth, from sugar, clothing and electronics, and bananas. Exports have created thousands of small farm holdings throughout the country, attracted hundreds of women to find work outside the home and without doubt exports have improved the social and economic framework of Saint Lucia. The developed countries of the world which form the Organisation for Economic Co-operation and Development (OECD) aim to create a better understanding of how trade openness can best influence economies in member countries as well as in the major emerging and nonmember economies. They assert that all countries that have had sustained growth and prosperity have opened up their markets to trade and investment, and hence promote the view that developing countries like Saint Lucia should be given opportunities to TRADE rather than mere AID. A new approach to development referred to as AID for Trade has emerged from the OECD position. In recent years Saint Lucia has entered many Free Trade Agreements which offer more exporting opportunities for local businesses. Some of the major Free Trade Agreements that Saint Lucia is a part of are: The World Trade Organisation, The Caribbean Single Market, The OECS Single Economy, and the Economic Partnership Agreement between the European Union and CARIFORUM states.

Exporting is good for Business 99.9999… percent of the world’s consumers live outside of Saint Lucia, so businesses that are satisfied by selling in the local market are enjoying only a microscopic share of the global market. Since the EC dollar is pegged to the US dollar current depreciation of the US currency means that Saint Lucian goods and services are relatively cheaper in other countries creating a BusinessFocus Nov / Dec

measure of competitive advantage when exporting. Exporting enables companies to diversify their markets and reduced their reliance on local buyers.

Reducing the cost of Exporting • •

• •

Small and micro businesses face similar cost of exporting as larger firms but are often disadvantaged because they do not enjoy the economies of scale that larger exporters have. Small and micro businesses account for 76% of all business enterprises in Saint Lucia (Saint Lucia Business Census 2010). It is necessary to help these firms increase their exports to help them grow. In 2004 the public and private sectors worked together to create a National Export Strategy (NES) which identifies the actions required to help business export. The NES specifically sets out detailed plans of action in the following key areas: 1. Product Development And Diversification (Interventions for development of ten (10) priority export sectors) 2. Market Development And Expansion (i.e. Export Promotion and Marketing ) 3. Value Addition /Innovation (through the optimum use of domestic resources in the production process) 4. Policy in support of Export Development (including interventions for provision of support services in critical cross sector areas namely; Competency Development, Transportation, Trade Financing, Trade Information, Quality Management, and Packaging) 5. Institutional Framework for Implementation of the Export Strategy and for continuous development of the sectors (including interventions for institutional strengthening at national and sector levels)

The specific plan of action for Institutional Framework for Implementation of the Export Strategy (item 5. above) was implemented in December 2013 by an act of parliament establishing The Trade Export Promotion Agency (TEPA) to serve as the focal point for export development.

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TEPA

Vision

A dynamic institution operating globally, spearheading export development with innovation, efficiency and integrity

Advancing Saint Lucia’s Export Development Agenda

he enactment of legislation to create the TEPA in December 2013 marked the culmination of a thirty month transition period (from July 2011) during which the former Office of Private Sector Relations (OPSR) was restructured to carry out the functions of Trade Export Promotion Agency. At the macroeconomic level TEPA’s role is pivotal in meeting the overall objectives of the National Export Development Strategy in expanding economic diversification, stimulating economic growth, increasing employment, reduction of poverty, creation of a first class environment for business growth and development, strengthening of SMEs and thereby increasing their contribution to the national economy, and enhancing the country’s international competitiveness. The accomplishment of these lofty development goals clearly does not depend on the activities of TEPA alone and the Agency therefore collaborates with all relevant stakeholders in the development process, and works particularly closely with local and external Business Support Organisations (BSOs). TEPA’s mandate is within the mandate of the Ministry of Commerce, Business Development, Investment and Consumer Affairs which is headed by the Hon Minister Emma Hippolyte. Minister Hippolyte is passionate about the work of the Agency and often participates in external trade missions and high level export related meetings.

Mission

To efficiently accomplish the goals of the National Export Development Strategy through: • Effective information dissemination on exports • Creation and expansion of export markets • Leadership and coordination in export strategy implementation • Adherence to international quality and standards • Ensuring broad socio –economic impact of exports BusinessFocus Nov / Dec

TEPA’s oversight body the National Export Council (NEC) is of itself a masterpiece of public and private sector participation in guiding the work of the Agency and ultimately in coordinating the implementation of the National Export Development Strategy and strengthening the linkages among key economic sectors. The NEC is chaired by Mr. Ronald Ramjattan, Managing Director of Baron Foods Limited a wellknown, internationally exporting company and Dr. Alison Gajadhar, the Permanent Secretary in the Ministry of Commerce, Business Development, Investment and Consumer Affairs is the Deputy Chairperson. The other members of the Council are drawn from the major private sector organisations and relevant Government ministries. In order to ensure that TEPA maintains a strong business orientation and ethos the private sector members form the majority on the National Export Council. Mrs Jacqueline Emmanuel Flood is the CEO of TEPA and she is ably supported by a small hardworking and competent team in executing the organisation’s work plans. According to the Trade Export promotion Act No16/2013 the Agency’s main functions are as follows: 1. To serve as the focal point for export development through advocacy, information dissemination and public education; 2. To implement policies for export development 3. To coordinate the trade services network; 4. To coordinate the implementation of the National Export Development Strategy 5. To develop and implement future strategic plans for export promotion 6. To carry out the function of export promotion at the national and international level; and 7. To manage the resources allocated for export development and implementation of the National Export Strategy

BusinessFocus Nov / Dec

The Business

Journey to Export

A much more.

lthough exporting is critical to the growth of Saint Lucian enterprises, especially the major productive sectors such as, Manufacturing, Agriculture and Services, it is extremely difficult for small and micro enterprises to develop a successful export strategy. While international Trade Agreements make exporting attractive and appropriate, trade policies can act as a stimulus; SMEs require additional elements that are crucial to becoming a successful exporter, such as identifying market opportunities abroad, satisfying regulatory requirements in different markets, connecting with foreign buyers and

Figure 1 The Business Journey to Exporting Thinking About Exporting

Preparing to Export

• Determining the benefits of expanding through exports

• Conduct market research • Undertake Market Analysis find the appropriate market for your business.

• Assess Export potential • Review export capabilities

• Gather market intelligence and understanding the market’s culture.

• Understanding key Trade agreements and their potential benefits

Developing an Export Strategy

Entering the Market

• Market Selection and entry plan: • Strategies for market entry e.g. licensing, franchising, partnering, joint ventures, etc. • Intellectual Property protection • Overcoming market entry barriers

• Understanding the international standard terms of trade • Preparing Marketing Plans • Seeking options for insurance and finance • Establish transportation and logistics • Employ measures to minimize risks in external markets

Growing your Business • Monitoring market developments • Satisfying customer requirements • Promotion and marketing • Developing multiple market strategies • Developing a longterm approach to exporting

Figure 2: TEPA Services, Specific Objectives and Programmes Functional Area

Trade Information, Market Research and Intelligence

Objectives

• • •

Programmes/ Activities

• • • •

BusinessFocus Nov / Dec

Export Marketing and Promotion

Provide accurate and timely trade Information Identify opportunities for export growth Monitor and analyse market trends

• • •

Increase exports in existing and new markets Introduce new products in key export markets Establish market presence / brand image for exports in key markets

Market Research Cell Monitoring Maintain and disseminate trade information Implement the Market Research and Export Penetration (M-REP) programme

• • • • • • •

Trade Shows Trade Missions Buyer Seller Contacts In -Market Support Implement Key Market expansion programmes (USA; Canada, Caribbean, Europe and Latin America) Digital and online marketing

The journey to exporting, depicted in Figure 1, represents a very daunting process to most SMEs and the Trade Export Promotion Agency (TEPA) was created to provide meaningful assistance to exporters along each critical step of that journey. TEPA is mandated to serve both goods and services exporters in the following three categories: • • •

Exporters - Private Sector firms who have established export markets and require technical and other forms of assistance to expand and penetrate new markets. Export ready - Private Sector firms that have the capacity to begin exporting and may require technical and other related assistance to access and penetrate new markets Potential Exporters - Private Sector Firms with a viable product or service that has a strong potential to access and penetrate regional and international markets.

In order to achieve its mandate, TEPA provides services in five key functional areas. These are: • • • • •

Trade Information, Market Research and Intelligence Export Marketing and Promotion Export Facilitation and Policy Export Business Support Programme Management

The services offered by TEPA are designed to map the “business Journey to exporting” depicted in Figure 1 to provide cost effective and timely support at every stage of the process.

Export Facilitation and Policy Support

Export Business Development

Programme Management

•

Improve producers’ capacity to export Strengthen coordination among trade policy stakeholders Assist firms in resolving transaction issues

•

Assist firms in becoming “export ready” Enhancing international competitiveness of exporters Assist firms in responding to market requirements Pursue a “new” National Export Strategy

•

Implement exporter training programmes (ProNET) Coordinate support to Export Support Organisations (Customs, Brokers Association etc.) Develop Exporter Advisory Services

•

Implement the Small Grants programme Assist firms with product development Assist firms preparing Export plans Assist firms in meeting market Assess requirements (quality and standards etc.)

•

• •

• • •

• • • • • •

Effectively and efficiently execute TEPA’s Action Plans Ensure timely reporting Maintain Quality Management Serve as secretariat to the National Export Council

Implementation of the Quality Management System Programme Monitoring and Evaluation Staff training and development Administrative and Technical support (including IT and online support) Visibility and PR Graphic design and website management BusinessFocus Nov / Dec

Team Members

Job Summaries 1

BusinessFocus Nov / Dec

Jacqueline Emmanuel-Flood Chief Executive Officer

The Chief Executive Officer is responsible for positioning and managing the Saint Lucia Trade Export Promotion Agency (TEPA), to market and promote Saint Lucia as an attractive and viable source of products and services for the export market. The CEO’s prime responsibility is to return value to the Stakeholders and Saint Lucia. The CEO will lead the management team in the formulation of the overall vision, and the execution of the business and operational strategy. The CEO will direct the development of the senior management, manage key relationships, enable operational excellence. 2

Vincent Peter

Senior Programme Officer The Senior Programme Officer supervise and executes the Export Development Assistance activities of the TEPA. This includes planning and coordinating the provision of technical assistance to the business community, facilitating public-private sector collaboration and implementation of initiatives that improve the business environment. 3

Cecil Bertin

Financial Officer The Financial Officer works closely with and reports to the Chief Executive Officer (CEO). He is primarily responsible for the day-to-day management of the finances of the Trade Export Promotion Agency . 4

Andrena Simon

The role helps identify, develop and execute TEPA assets and programmes to engage prospective buyers/importers in the TEPA’s brand and content, and expand the Agency’s presence in the export market(s). 5

Gasper George

Marketing & Promotion Officer The Marketing and Promotions Officer is responsible for driving engagement with TEPA’s brand and delivering substantial growth of the exporters in the targeted export markets. TEPA’s marketing assets are broad in scope and include broadcast media and content, digital platforms, expositions, trade missions, diaspora events and other promotional events both locally and abroad. The role helps identify, develop and execute TEPA assets and programmes to engage prospective buyers/importers in the TEPA’s brand and content, and expand the Agency’s presence in the export market(s). 6

Anthony John

Trade Policy and Facilitation Officer

Danny Moonie

Website Administrator and Graphic Designer The Website Administrator and Graphic Designer is responsible for leading and coordinating the development of TEPA programme websites by improving performance and maximising their feasibility and general layout. This includes the websites’ content look and feel, branding experience, messaging, site features, information architecture and functionality, as well as landing page support. He also serves as a graphic designer to produce visual solutions for various programmes implemented by the TEPA using a mix of creative skills and commercial awareness. 9

Kelvin Jn Baptiste

Data Management Officer The Data Management Officer contributes to the development of TEPA tools for trade information processing and service delivery.

The Trade Policy and Facilitation Officer is responsible for addressing issues associated with facilitation of trade in goods; addressing tariff barriers, non-tariff barriers, and rules of origin, and manage trade facilitation across a range of areas including cooperation in customs and the coordination of services to exporters among the various Business Support Organisation.

The role helps plan and execute TEPA’s coordination responsibility in the implementation of the National Export Strategy by participating in trade policy reviews, advocacy and capacity building initiatives at firm, BSO and national levels.

Glenfield Gilbert

Trade Information Officer

Germaine Alexander-Fontenelle Executive Assistant

The Executive Assistant works closely with the Chief Executive Officer. She is primarily responsible for organisation, scheduling and overall administration of the Agency and serves as Secretary to the National Export Council.

Linda Alexander

Administrative Assistant-Finance She is required to perform general administrative functions within the organisation and to assist the Accountant in the day-to-day administration of the finances of the Trade Export Promotions Agency (TEPA).

The Trade Information Officer is responsible for implementing TEPA’s strategy for the development of a national trade information system and trade support services targeting the private sector as well as policy and strategy makers at Government level.

BusinessFocus Nov / Dec

National Export

Council (NEC) 1

BusinessFocus Nov / Dec

Honourable Emma Hippolyte

Mr. Ronald Ramjattan

Dr. Alison Gajadhar

Minister for Commerce, Business Development, Investment and Consumer Affairs

Chairman of the NEC and Representative of the St. Lucia Manufacturers Association

Permanent Secretary, Ministry of Commerce, Business Development, Investment and Consumer Affairs 4

Ms. Sunita Daniel

Mr. Michael Speakman

Ms. Yvonne Agard

Mrs. Rose Lascaris

Chief Agricultural Planning Officer, Ministry of Agriculture, Food Production, Fisheries, Co-operatives and Rural Development

Representative of the St. Lucia Chamber of Commerce, Industry and Agriculture

Representative of the St. Lucia Coalition of Services Industries Inc.

Representative of the St. Lucia Industrial and Small Business Association (SLISBA) 8

Dr. Mkabi Walcott

Representative of the Saint Lucia Bureau of Standards 9

Mr. Nigel Edwin

Director of International Trade, Ministry of External Affairs, International Trade and Civil Aviation 10

Mr. Donovan Williams

Ms. Tracy Polius

Mrs. Jacqueline Emmanuel-Flood

Permanent Secretary, Ministry of Tourism, Heritage and the Creative Industries

Permanent Secretary, Department of Planning and National Development

CEO, EX Officio, Saint Lucia Trade Export Promotion Agency (TEPA)

BusinessFocus Nov / Dec

Breaking Barriers to Exporting for

Saint Lucia Producers

Marketing & Promotion

Showcasing Saint Lucian products to the world Expo Milano 2015

The Trade Export Promotion Agency (TEPA) has secured prominent and sustained visibility for Saint Lucian brands, products and services within Expo Milano 2015. The Universal Exposition held in Milan, Italy, themed “Feeding the Planet, Energy for Life” enjoyed a six-month long run from May 1st through to October 31st. Over 20 million visitors toured the exhibition during its six month period; Saint Lucia’s participation benefited the island not only as a tourist destination but also economically through showcasing the foods and products that are available on island. Information about the foods prevalent in Saint Lucia and the products made from them was also disseminated during the event. Saint Lucia’s National Stand is part of a CARICOM contingent, showcasing the island’s goods, services and culture, highlighting the island’s history and major cultural events as well as key tourist attractions. The sectors represented at Milano 2015 include Agriculture & Agro Processing, Tourism and Creative Services. In keeping with the theme, a number of activities have been undertaken in the Saint Lucia National stand over the past few months specifically to promote and market the island as a destination. BusinessFocus Nov / Dec

TEPA has been very deliberate in going for the sensory appeal factor in the way several quality brands products and services were showcased. Tactics like product tastings with Saint Lucian rums and sauces was well received with raving reviews on the products. “I’m back in Germany and had the possibility to taste the Banana Ketchup. It really is a great product. It is quite similar to the ketchup, but due to the sweet bananas, it gets a smooth, balanced aroma. Obviously, you also put some spices into the ketchup; therefore it has also some spicy taste. A great mixture! I like it both with chicken and chips, but it also works with many other products. Especially, with everything that goes in with ketchup. It really was a great experience. My friends like it, too. Thank you very much so far. Take care; I hope to see you again. Lars” “On Tuesday we were visiting the Saint Lucia stand at the Expo2015. The tasting of rum fell much into our taste, actually so much so that we believe to be able to promote and sell the rum in our country. Brgds Soeren and Kim, Denmark” Other activities included exposing travel and tourism personnel to seminars, disseminating information on the island, representing Saint Lucia at events dressed in National Wear and

hosting of events in collaboration with other member states to showcase of the islands’ offerings. Participation in such international trade-oriented expositions provided exposure for export ready and potential manufacturers with an interest in expanding their market base through the opportunity to be informed on current trends to enhance their competitive position in the global market place.

Exploring Export Opportunities in Northern Caribbean Markets

In our bid to increase trade within the region, TEPA in collaboration with Grenada Ministry of Economic Development, Planning Trade and Cooperatives spearheaded the participation of local manufacturers in a Trade Mission to the Northern Caribbean islands of Tortola, St. Maarten and Anguilla. The trade initiative was supported by the OECS Commission and Caribbean Export Development Agency (CEDA) under the10th EDF Project. The countries visited during the mission have all benefited tremendously from the regional tourist trade and also provide great opportunities for OECS companies to increase intraregional trade. As such, the initiative aimed at strengthening regional ties and promoting trade in goods and services in targeted markets. The mission was held over a 6 day period and included a contingent of fifteen (15) business persons from across five sub sectors namely Food & Beverage, Health & Wellness, Agribusiness and Light Manufacturing representing five independent OECS Member States namely Antigua, Dominica, Grenada, Saint Lucia & St. Vincent. Three (3) Saint Lucian manufacturers participated in the mission.

P. O. Box Choc 8327 Castries, St. Lucia Tel: (758) 450-4396 Cell: (758) 728-9706 / 728-9707 E-mail: btsmslu@gmail.com

Over 30 key B2B meetings were conducted to establish networking linkages with buyers of goods and services in the targeted markets. Coming out of these consultations two of our local manufacturers who participated in the mission are now exporting to these markets. “We would like to take this opportunity to thank the organizers of this trade mission for their initiative and work in preparing for this activity and also for inviting us to participate in this opportunity. Contacts were made with potential new buyers and distributors. Market visits also offered the opportunity to compare pricing, competing products and find opportunities.” says Carlos Segovia for Natmed Ltd. The interactive undertaking served as a precursor for future trade activities as TEPA continue to create avenues to expose our authentic quality products and services to regional and international markets.

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• HVAC & Mechanical • Electrical Testing & Energy Audits • Prime & Standby Generators *Transient Voltage Surge Suppression Solutions • Uninterruptible Power Supply Units (UPS) • Security & Fire Alarms Systems • Computer Networking • Electrical • Plumbing and Water Treatment Systems BusinessFocus Nov / Dec

1c Taking a “Taste of Saint Lucia” to the UK www.tasteofstlucia.co.uk

Saint Lucia has developed significant competitive advantages over the years and goodwill from its historic merchandise trade links with UK firms. Exploiting this, emphasis will be placed on translating these advantages into meaningful opportunities to develop ancillary and new commercial service exports to the United Kingdom.

Visitors arriving to Saint Lucia will have a first glimpse of the authentic quality products and services that Saint Lucia has to offer when going through the Hewanorra International Airport Arrival terminal.

Based on this approach, In February 2014 TEPA launched an exciting Export Promotion Campaign dubbed “Taste of Saint Lucia” in the UK market. The launching of this initiative saw the introduction of a diverse range of Saint Lucian premium brands to the market, building on the demand in the specialty food area for quality, authenticity and products with a difference.

The Showcase provided guests with a delicious menu of food and beverage incorporating many of the brands on display. In addition to premium rums, cocoa, coffee, honey, gluten free flours, iconic sauces and seasonings were presented; the showcase exhibited a wonderful range of health and beauty products, creative artwork and jewellery from some of the finest talent on the island, along with the famous coal pot, the essential traditional cooking aid for many Saint Lucians. Rebranding solutions were also exhibited, demonstrating the islands desire to fully embrace the market demand for creative and compliant packaging of quality artisan brands. Invited guest were delighted with the special range of products. Whilst TEPA recognizes the challenges in entering the UK market, all necessary measure will be undertaken to ensure other unique brands will follow the success of Saint Lucia’s fine quality rums, premium sauces and seasonings already established in the market. For more information on the “Taste of Saint Lucia’ Campaign visit http://www.tasteofstlucia.co.uk/

BusinessFocus Nov / Dec

Unveiling of Product Display Unit at Hewanorra International Airport

On March 24, TEPA unveiled its product display at the airport in collaboration with the Saint Lucia Manufacturers Association (SMA); the Ministry of Agriculture, Food Production, Fisheries and Rural Development; the Ministry of External Affairs, International Trade and Civil Aviation; and the Ministry of Commerce, Business Development, Investment, and Consumer Affairs.

Showcasing Saint Lucia’s acclaimed pitons as the backdrop the display creatively infuses products ranging from furniture and home accessories, arts and craft, fashion and apparel, music and audio visual, food and beverage, health and wellness among others. The theme of the presentation will be influenced by Saint Lucian events and will change to reflect the vibrant nature of our culture. This display grabs the interest and attention of locals and visitors alike and has led to increase visibility of our authentic and excellent Saint Lucian products and services. TEPA intends to replicate the display unit at all major ports of entry on the island, and at Saint Lucian consulate offices.

A Strategic Approach to exporting Cuba

Cuba is identified as one of the Markets of the future that will offer the most opportunities for consumer goods companies globally. With a population of 11 million the country is one of the fastest growing and most promising economies in Latin America with great potential. The country is looking to attract foreign investment and promote small firms and cooperatives in the agricultural and services sector and self-employment businesses in order to reduce the state’s role in non- strategic economic areas. The market in itself remains State-controlled, but is gradually issuing import licenses to companies.

Taste A Piece Of

Paradise At

Soufriere Estate

Explore the Diamond Falls, Mineral Baths & Botanical Gardens

Soufriere, St. lucia W.I. Tel: 1(758) 459-7155 Email: soufestate@candw.lc Website: www.diamondstlucia.com

BusinessFocus Nov / Dec

TEPA understands that the country’s economy is open and highly dependent on foreign trade conducted via import and export companies specialized by product sector. As such, over the past few years our agency has been working assiduously to introduce Saint Lucian authentic products and services to the Cuban market. To date, TEPA has embarked on a number of initiatives aimed at exploring export opportunities for Saint Lucian products and services in the Cuban market. In order to gain a practical understanding of doing business in Cuba TEPA launched a “Test Project” in collaboration with an established exporter to obtain information and gain insights about the process. The information obtained is now accessible to other local exporters who wish to expand their business into the targeted market. TEPA is proud to report very early success in the Cuban Market. The local company included in the project has not just made inroads into the market but has secured a substantial order by a retailer in Cuba. Over the years our agency has also mobilized the participation of local exporters in the Havana International Fair (FIHAV) hosted in November by the Cuba Government. FIHAV is a multi-sectorial fair where the sectors on display consisted of consumer goods; machinery, equipment, technology; raw materials and services and brought together Cuban and foreign entrepreneurs from more than 60 countries. This platform accords Saint Lucian companies the opportunity to showcase their authentic Saint Lucian products to a Cuban market for potential export opportunities. Participants can expect to network and establish commercial contacts; close business operations, exchange experiences, update in new technological developments and connect with Latin American buyers and importers. In July 2015, a grouping of local exporters and government officials participated in the Cuba-Caribbean Business Forum. During the event, the Honorable Emma Hippolyte, Minister of Commerce Business Development, Investment and Consumer Affairs and Roberto Verrier, Director of the Centro de Promocion del Comercio Exterior y la Inversion Extranjera (CEPEC) signed a Memorandum of Understanding (MOU). The MOU cements the on-going relationship between the TEPA and CEPEC to expand trade between the two countries. In addition, a delegation comprising six Saint Lucian manufacturers, Government Officials and TEPA representatives participated in recently held Havana International Fair (FIHAV) from November 2 - 7, 2015.

Maximizing Opportunities in the OECS Single Economy

The role of exports in the economic development of the OECS cannot be denied. Export growth is important because of its effect on internal trade and economic stability. Even more, the rate of growth and the distribution of income and wealth in a country are closely related to export growth. The development, promotion, and expansion of exports throughout the OECS are at the forefront of TEPA’s mandate. In this regard, two business reconnaissance missions first to Antigua and Dominica, then to Grenada and Barbados were executed to award a group of Saint Lucian manufacturers to BusinessFocus Nov / Dec

BusinessFocus Nov / Dec

explore export opportunities and to develop relations with potential importers, distributors and trade officials in the targeted regional markets. Six local manufacturers benefited from this initiative. The companies comprised of manufacturers of awnings, PVC chadding and railings, natural health products, juices & water, paper products, providers of wedding planning and marketing communication services. Participants met with a number of key players including buyers of products and services to establish critical linkages to create export opportunities for the products and services presented to the markets. Possibilities for Joint Ventures were also discussed. “Coming out of the mission we were able to strengthen existing established business links in the market, and we intend to pursue upcoming business opportunities in partnership. Our company was also able to participate in introductory meetings with potential collaborators.” says Sean Compton, Melon Design Architecture “The trade mission was a well-organized opportunity to introduce Saint Lucian products to relevant businesses in the respective islands. The Caribbean Blue® Naturals and Natmed Herbals™ products from Natmed Ltd were well received and distributors from both islands expressed interest to distribute the products”. This sector combined mission approach and was a first for TEPA, since being established in 2011. The agency will continue working with the companies in following up with business leads towards strengthening business and export opportunities.

Establishing a pathway to the Canadian Market

Canada and Saint Lucia boasts a long standing diplomatic history, with diplomatic relations established in 1979 when Saint Lucia gained independence. Canada is a land of tremendous ethnic diversity brought about by successive waves of immigration from various parts of the world. The cultural diversity creates an ideal market for the introduction of Saint Lucia’s high quality authentic products and services. In this regard, TEPA has been working on a number of initiatives in the targeted market with the view of creating export opportunities for local manufacturers. In September 2015, TEPA representatives participated in the Trade Facilitation Office (TFO) of Canada’s Exporters’ Gateway to the Canadian Market Programme. The five day market familiarisation tour and training programme was held in the major business hubs of Toronto and Montreal in Canada and sought to assist developing countries in enhancing the capability of exporters to trade and do business with Canada. The initiative is part of an on-going agreement between TEPA and the TFO aimed at strengthening the capacity of TEPA in providing support to exporters who are looking to do business in Canada. This programme has facilitated in building the capacity of TEPA to provide exporters with the tools and knowledge to gain access and increase export to the Canadian market and has been very beneficial, particularly in the development of a country action plan to better assess, equip and prepare our local exporters for exploring and ultimately exporting to Canada. BusinessFocus Nov / Dec

TEPA also mobilized the participation of two leading local exporters in SIAL, the largest Agri-Food business exposition in North America attracting over 14,000 professional visitors and 800 exhibitors from over 45 countries, including Canada. The event was held in Canada from April 28 - 30, 2015. Participation in the trade event provided the exporters the opportunity to showcase their products to potential buyers and distributors in Canada. The exporters were also able to benefit from a two-day Canada Market Familiarization tour. Through this initiative, the companies obtained a comprehensive overview of the Canadian market and were informed on the processes and procedures of exporting to Canada. Information was also shared on the import distribution facilities and retail market. TEPA anticipates that strong business opportunities will emanate from this activity in the near future. In November 2014 TEPA also hosted the ‘Exporting to Canada’ Symposium with the support of The Trade Facilitation Office (TFO) of Canada. At the event participants were presented an overview of the Canadian market. Attendees represented a number of sectors including agriculture, clothing and fashion, home décor, manufacturing, seafood, beverages, jewellery and fashion accessories and cosmetics.

North America Marketing and Promotion campaign

With a population of over five hundred million people, the North American market is characterized by a diverse demographic with growing interest for ethnic foods, products and services. Saint Lucia over the years has developed significant tourism connections in this market and provides daily direct flights connecting the island to over six major North American hubs and cities. The growing Saint Lucian and West Indian diaspora further strengthen the need to explore export opportunities in key states /provinces in the market.

Award Winning Rums From

St. Lucia Distillers In an effort to capitalize on these opportunities, TEPA in 2013 completed a US Market Reconnaissance mission to the North Eastern US Tri States and the South, South Central states namely: New York, New Jersey, Connecticut, Florida, Georgia, Texas and New Orleans. To respond to the many favourable export prospects the services of a leading North American Public Relations Company, At the Table PR has been sought. Together with TEPA, the company has designed a robust Promotion, Marketing and Communication plan which will assess market conditions and further establish a foothold in the identified states. This project is envisaged to have three major components that creatively involve art and artisan, condiments, rums and music. Through this initiative, the development of a promotional and marketing campaign will seek to provide an avenue through which Saint Lucian products and services will be promoted via three strategic initiatives in key states and provinces within the North America. The varied activities of this project will provide deliberate efforts to target potential importers, and consumers of the products/services of the campaign. Furthermore, the designed campaign will create opportunities for exporting firms i.e. manufacturers and service providers from all priority and emerging sectors.

Enjoy Responsibly

www.saintluciarums.com BusinessFocus Nov / Dec

Export Facilitation and

Policy Support 2.

Export Facilitation and Policy Support

Enhancing Customs and Excise Services to Exporters

The sharing of pertinent information between TEPA and the Saint Lucia Customs & Excise Department is vital to the operation of both organisations in meeting the needs of exporters. In January, 2014 TEPA and the Customs & Excise Department entered into a Memorandum of Understanding (MOU) to facilitate the sharing and dissemination of export and trade related data/statistics and information. The MOU establishes the framework within which the two entities will collaborate to improve their individual role and function and in the provision of services and support to exporters and the general populace. The MOU is timely as the information gathered will feed into TEPA’s comprehensive, user-friendly Trade Information System, making available to exporters, manufacturers and the public upto-date trade data, statistics, reports and other export and trade related information in an efficient manner. TEPA has also embarked on a project in collaboration with the Saint Lucia Bureau of Standards to provide the Customs & Excise Department with a concise “Standard Operating Procedures” (SOP) manual, highlighting explicit instructions for the successful accomplishment of its specific goals in the Customs Strategic Business Plan 2013 – 2018. This will promote consistency, transparency, professionalism, public trust, moral authority and accountability. Customs is responsible for collecting approximately 50% of government’s total revenue. It is therefore imperative that the Custom’s Department maintains the highest standards when interacting with its stakeholders. Consequently, it remains cognizant of the role of Standard Operating Procedures (SOP) in the execution of its daily operational activities. The Customs department is keen on this consultancy and looks forward to successful implementation of the SOPs. In September 2014, TEPA also provided assistance to the Saint Lucia Customs Brokers Association through an initiative geared toward building the capacity of customs brokers and customs clerks in Vieux Fort and its environs. The training provided participants with a thorough understanding of the 2007 Harmonise System (HS) of Classification and by extension classification of goods for exports and imports.

proNET Training for SMEs

Spanning over a three month period Small and Medium Sized Enterprise (SMEs) owners were on the receiving end of a three module-training exercise from the ProNET Training Programme. The exercise was made possible through TEPA in collaboration with the Caribbean Export Development Agency (CEDA). BusinessFocus Nov / Dec

SMEs who attended the three training modules benefited from the structured training of the ProNET Programme, geared towards empowering participants with the capacity to grow their businesses, developing the ability to compete in a wider market. The initiative sought to raise the level of productivity and profitability within SMEs, through the Experiential Learning Methodology (i.e. case study based and driven by practical examples and assignments). Participants of the training hailed from both the private and public sectors and represented a cross section of local providers of goods and services. The first module covered Business Strategy and provided an interactive insight with real world examples facilitated by Mr. Ramesh Ramdeen. The second module, Cost and Financial Management was held in October while the final module, was carried out in November. The third module, Export Marketing featured information on export readiness, export market research, export market and promotion and export plan development. This insightful module was conducted by Ms. Elke Scheker Mendoza, Master Trainer and Legal Consultant from the Dominican Republic. Overall the ProNET Training Programme raised the level of productivity and profitability in SMEs allowing owners and managers to operate their businesses more efficiently and effectively, thus becoming more competitive. “As a result of the courses and the interaction that is taking place, I have been able to go back to my business, Stony Hill Saint Lucia, fine-tune some of my processes and I am able to see some definite benefit in the way I now operate, so I can say I have improved my efficiency as a result of the knowledge gained from the courses” says Ms. Cynthia Soni of Stony Hill

Export Handbook Launched

Desire a practical step by step guide to exporting? TEPA is pleased to announce the development of its Export Handbook. This medium presents a detailed account of the processes involved in moving an export-ready product from Saint Lucia to its final export destination. The handbook was designed to simplify the export process so that any user can understand and serves to eliminate the research exporters would have to do to simplify and facilitate the activity. We provide exporters and organisations involved in the export process with the information and tools necessary to improve their export capability and to ensure their long term sustainability. The creation of an “Export Handbook” will inform, direct and guide beginners, experienced exporters and organisations concerned with exporting on the general guidelines, procedures, requirements and documentation involved in the exporting process.

Increasing funding to the export sector Grant Proposal Training

Small and Medium Sized Enterprises (SMEs) benefited from a training workshop and one on one session for beneficiaries of the Direct Assistance Grant Scheme (DAGS) on February 18, 2015. The overall objective of the intervention was to conduct an overview of the grant procurement procedures for beneficiaries and to address the concerns/challenges they experienced in completing the documents for reimbursement. The Direct Assistance Grant Scheme (DAGS) is a reimbursement grant funding facility specifically designed to provide financial assistance to legally registered individuals and Business Support Organisations (BSOs) with the potential to export their products and services. Under this DAGS, Caribbean Export disbursed 140 grants under both the accelerated (31) and regular (109) procedures. Saint Lucian firms were awarded 17 grants with a value of approximately €303,000, representing a 142% increase in funding over the first Call for Proposals in 2011/2012, which saw 8 grants awarded valued at €125,000. TEPA anticipates that the support given to beneficiaries in Saint Lucia through this reimbursement training will ensure that firms and individuals understand and comply with the terms and conditions of the grant procurement procedures.

Creating a support network for expanding Agricultural exports

With the view to develop a shared vision towards increasing Agricultural Exports, TEPA in collaboration with the Ministry of Agriculture, Food Production, Fisheries, Co-operatives and Rural Development hosted an Agriculture Export Value Chain Symposium. The two day plenary sessions involved discussions among stakeholders of the export value chain, namely agricultural producers, farmers, exporters, farmer groups, ministry officials, shipping and other logistics agents and packaging companies on the future of Saint Lucia’s agricultural exports. The results were the identification or a short list of the most lucrative agricultural commodities for export, as well as identification of existing constraints and recommendations for resolving these challenges based on various areas of speciality. Through this partnership, TEPA envisages improved conditions to respond to promising market leads for agriculture and agroprocessed foods in priority markets.

LEADING WITH EXCELLENCE & STANDARDS St. Jude’s Hwy Vieux Fort, P. O. Box 393, Vieux Fort TEL: (758) 454-9230 • EMAIL: info@baronfoodsltd.com • WEB: www.baronfoodsltd.com

BusinessFocus Nov / Dec

The full range of information available includes: • • • • • • •

Country profiles on all the main traditional and non-tradition markets identified as important for Saint Lucian exporters. Export guides Complete texts of Trade and Partnership Agreements Exporters Directory Export product catalogue Trade Statistics Market Reports

Additionally, users of the Trade Information System are able to generate customised statistical reports through an electronic access to ACCUDYA World management system utilised by the Customs and Excise Department. To date, TEPA has developed a comprehensive, user-friendly and effective Trade Information System which is an invaluable resource for local exporters and foreign importers. The system provides importers with information on the products and services available in Saint Lucia and informs local exporters of potential markets and their requirements for export,

Trade Information

Trade Information System

International Trade Centre’s (ITC) in 2014 conducted a series of training and coaching sessions with TEPA’s team on upgrading and maintaining the Agency’s Trade Information System. The organisation also introduced TEPA’s staff to a range of online tools namely Trade Map, Standards Map and Market Access Map, to aid in harnessing and mining information which would be used to educate stakeholders and would also be essential to research and market strategies. Emanating from this ITC assistance programme TEPA has developed a comprehensive, user friendly, up-to-date, high utility and effective Trade Information System which serves as a repository for the processing and utilisation of relevant export and trade related information. In so doing we have become the resource for local exporters and foreign importers on everything they may need to know about products and services available in Saint Lucia. Exporters can be advised on markets and their requirements while buyers can see the best products available for purchase in Saint Lucia. This trade information system also consists of various tools and information products as well as trade statistics and market reports, an exporter’s directory, export guide, export product catalogue and complete texts of trade and partnership agreements. This Trade Information System can be accessed electronically through TEPA’s website (http://tepa.org.lc/category/market-intelligence-research/) and is also available at our offices and through our knowledgeable staff.

BusinessFocus Nov / Dec

MARKET RESEARCH AND ENTRY PROGRAMME (M-REP)

TEPA introduced this special programme to take an exporter from market research through to the export and market entry. A critical aspect of this programme is capacity building, whereby at the end of a successful run, clients should be able to conduct market research and gain market entry with limited to no assistance from TEPA. The documentation of the process and progress are critical to the success of this programme. Currently six 6 participants from 5 firms formed the first cohort. Over the years, TEPA has been looking for ways to better assess the effectiveness of our interventions when considering client and export portfolio growth. This programme will pay close attention to lead generation. We will also follow-up with clients and buyers to determine whether a lead had materialised into export. In the event of a lead resulting in export, we will take stock of the product and transaction quality, make and suggest changes or upgrades (where needed) to increase the possibility of future exports. The main beneficiaries of this programme will be exporters desiring to seek out and enter new markets, as well as, the importers who will now have ready access to high quality Saint Lucian products of international standards at competitive prices.

3c.

Monitoring External Market Trends - Cell Monitoring

TEPA has the capability to monitor developments in the international markets for key exports on an on-going basis having received specialised training in this regard from staff of the Chambre de commerce et d’industrie de région Paris Ile-deFrance. The training was part of on-going efforts to bolster TEPA’s National Trade Information System (NTIS). The “cell-monitoring” training taught staff proper monitoring procedures to assist TEPA in being able to dispatch pertinent information as well as alert exporters on the news, trends or the basic goings-on within their sector on the international stage. TEPA issues regular “Trade Bulletins” to inform exporters on important developments.

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Business Export

Development Support 4.

Business Export Development Support Assisting firms in becoming “Export Ready”

Exporters’ ability to respond to buyer requirements and respond to consumer recommendations for improvement of the products/services is important to enhancing the firm’s international competitiveness. The majority of small and micro enterprises require significant levels of technical and financial support to become internationally competitive. The Export Business Support services that TEPA provides are intended to assist exporters in addressing such issues. All interventions undertaken under this programme are on a cost sharing basis between TEPA and the producer. It is also important to note that exporters can only qualify for assistance under the programme where a potential buyer has been identified for the product or service. The progrmamme is therefore designed to operate as a responsive mechanism to buyer and /or market requirements. The following are some of the Business Support programmes that TEPA currently executes in this area:

4a International Standards and Certification Global trade is expanding rapidly due to increase in consumer demands linked to increasing education and awareness of consumers, internationalisation of tastes and habits, developments in science and technology, and improvement in communications and transportation. Consequently, quality and safety have become very important influencing factors in the international trade arena. Not only have consumers all over the world become conscious of quality, but at the same time governments have realised their role in protecting the health and safety of their populations by imposing stringent regulations based on health, safety and environmental considerations. Improving the competitiveness and viability of our local manufacturers by ensuring that they adhere to international food safety management requirements increases their opportunities to benefit from greater access to world markets. Towards achieving this, TEPA has put into place a programme to assist exporters (singly and within groups) to attain internationally accredited food safety management system especially HACCP. The assistance is provided on a cost sharing basis between TEPA and the beneficiary firm. With support from the Saint Lucia Bureau of Standards (SLBS) firms are prequalified to receive this assistance based on the result of a “Gap Analysis” conducted jointly by the two agencies.

4b Health and Wellness Quality Requirements The Health and Wellness services sector continues to drive growth and innovation in the tourism industry worldwide. With BusinessFocus Nov / Dec

consumer demand for wellness services and products higher than ever, this sector is one of the world’s largest and fastestgrowing industries. Consumers’ evolving attitude toward health and travel has fuelled a global spa and wellness industry. Spa treatments & products, alternative & complementary treatments and weightloss programmes once considered beyond the means of many people, are becoming more main stream with a growing middle class. We are at a pivotal movement where people worldwide are taking steps to change the way they live, work, and play. The wellness industry can play a critical role in leading efforts in ensuring that people have access to the best services, products, and information that promote health and well-being. In St. Lucia there has been an increased focus on the Health and Wellness facilities over the years and the sector has been identified as one of the priority areas for attention and expansion. To contribute to the development of the sector TEPA in collaboration with the Saint Lucia Bureau of Standards (SLBS) and the Saint Lucia Coalition of Services & Industries (SLCSI) implemented a pilot Beauty and Wellness Certification Programme in support of six local spa companies. Complying with standards shall increase operational efficiency and productivity of Beauty and Wellness Operators. The programme serves as the foundation in the attainment of the SLBS Certificate of Quality.

4c Packaging and Labelling of Products Packaging is a vital component of the manufacturing and exporting process. Packaging allows producers to contain, preserve and protect their goods as it makes its way to the enduser but it is also the primary means to communicate about the product itself. With the lowering and or removal of tariff barriers globally the Application of Sanitary and Phytosanitary Measures, also known as the SPS, has become the main barriers to trade especially in the developed countries of the world. In order to enter this foreign market successfully, exporters must often modify their packaging and labels to conform to government regulations, geographic and climatic conditions, buyer preferences, or standards of living. Exporters may also need to adjust the products and services themselves to facilitate shipment or to

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compensate for possible differences in engineering and design standards. Foreign government product regulations are common in international trade and are expected to increase in the future. TEPA is currently executing a programme of technical assistance in this area to improve branding, labelling and packaging for a group of companies featured under its “Taste of Saint Lucia” Campaign in the United Kingdom. With the introduction of the new packaging, labelling and branding the products included within the scope of this project will be more competitive and reflect the market standards.

4d Product Testing and Approval TEPA also assist exporters in carrying out product testing and acquiring special approval and licenses where these are required for entry in specific markets. Assistance in this regard is currently being extended to two manufacturers of Cosmetic Products featured under the “Taste of Saint Lucia” Campaign in the United Kingdom Market. The objective is to ensure that the products are tested and registered to meet the new standards and regulations of natural products and cosmetics that are being implemented across the European Union. The process entails a pre-evaluation of the product ingredients, laboratory tests, safety review & assessment and the compilation of a Product Information File (PIF). Once this is conducted the items can then be registered in the market and will be eligible for retail opportunities.

4E Small Grants Project Fund TEPA has introduced a “Small Grants Project Fund” to respond effectively to the large volume of requests for assistance that it receives from exporters on a regular basis. The Small Grants Project is an integral component of TEPA’s Export Business Support Programme but is intended to serve as a “quick” response facility to assist exporters who are implementing their own export development activities with minimal input from TEPA. All assistance provided under the Small Grants Project Fund is on a cost sharing basis and the Maximum amount of an award is EC$5000. For the most part the criteria for consideration of small grants awards should be similar to that for the Enterprise Development Programme [EDP], the difference being the scale of contribution that will be provided by the TEPA. Some of the key considerations for inclusion of firms within the EDP include:

Objectives:

Grant Applications must be congruent with the objectives and overall mandate of the TEPA, and in alignment with its Annual Action Plan.

BusinessFocus Nov / Dec

Demand:

Initiative must be in pursuit of a clear opportunity for the product/service in the market including providing tangible evidence of a potential export sale.

Implementation Capacity:

The exporter must demonstrate the capability to implement the activity within the projected timeframe and overall budget.

The Saint Lucia Coalition of Service Industries (SLCSI) Developing Saint Lucia’s Capacity to Export Services Services account for over 70 percent of business activity in St. Lucia’s economy and balance of payments data reveal St. Lucia is increasingly reliant on services exports. Hence the Services Sector needs to be given the requisite support and incentives to fuel its growth and development. In its 2004 National Export Strategy, the Government of St. Lucia identified ten priority sectors that were the focus of its diversification efforts. The Saint Lucia Coalition of Service Industries (SLCSI), serves as the umbrella body for Services on the island and in October 2011, was awarded grant funding from the Caribbean Aid for Trade Regional Integration Trust Fund (CARTFund) for the execution of a twenty-one (21) month project entitled “Developing Saint Lucia’s Services Sector”. The CARTFund Project was implemented over the period October 2011 to June 2013. The flagship programme of the SLCSI CARTFund Project was the Export Development Platform designed to prepare twenty (20) service firms for export to regional and international markets.

Most of the firms are now exporting their services to markets within and outside the region. Five firms participated in a Trade Mission to Grenada and St. Vincent in July of 2013 with some enhancing their export capacity. In April of 2013, SLCSI partnered with the Trade Export Promotion Agency (TEPA) to host two Workshops on the fundamental concepts and uses of Intellectual Property and in early 2015 the SLCSI introduce the Services Go Global (SGG) programme to Saint Lucia. Services Go Global is an Export Readiness Programme developed by Caribbean Export, Global Links Network, GIZ, and the Caribbean Network of Service Coalitions (CNSC). On November 5th 2015, the SLCSI held a Certification and Pinning Ceremony for 23 Spa Therapists and 9 Management Consultants. Certified Management Consultant (CMC), is an internationally recognized certification of competence and professionalism in Management Consulting. It serves as an international endorsement and recognition of a members’ expertise, and draws clients to them. These developments, along with the impending Services Policy, Strategy and Action Plan, should significantly enhance Saint Lucia’s capacity to increase its export of Services to all markets.

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Programme

Management

Programme Management

The Programme management function encompasses all policies and procedures for maintaining operational efficiency and for monitoring and evaluation of TEPA Action Plans. Towards this end the organisation has completed staff training and process documentation for the establishment of a Quality Management System (QMS). The Saint Lucia Bureau of Standards has been instrumental in providing technical assistance to TEPA in instituting the QMS. TEPA’s programme management approach relies on the integration of Information Communications Technology (ICT) in key areas such as customer relationship management and online services. From its inception TEPA has utilised a Customer Relationship Management software called “Sector Manager” which was commissioned by the Commonwealth Secretariat for maintaining its exporter data base and for producing relevant reports. Theoretically TEPA stands ready to share information with any Business Support Organisation (BSO) that adopts this data management system. Providing services “online” is an important channel for dissemination of information, visibility and for enhancing accessibility to TEPA’s services. TEPA’s website is therefore an import asset for implementation of its Action Plans. An updated version of TEPA’s website was launched on September 30th 2015 as part of the “Business Month” event which was hosted by the Ministry of Commerce, Business Development, Investment and consumer Affairs. A significant feature of the TEPA website is the Trade Information portal through which exporters can access a number of trade information products and any interested party can explore the Exporters Directory and browse through our authentic and excellent export products. BusinessFocus Nov / Dec

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MUST READS

Volume 14

By: Lyndell Halliday

Beware of False Prophets

by Lyndell Halliday BSc., MBA, CPA,CMA

cepticism: the mark and even the pose of the educated mind. - John Dewey, American Philosopher Do a search on the word “leadership” at Amazon.com and one is greeted with an astounding 172,000 listings. There is a burgeoning demand for materials on leadership developmentfrom books, to courses, to consultants to seminars and retreats – the list is endless. With this growing avalanche of information available, how does one separate the chaff from the wheat? This issue of Must Reads reviews a recent book in which the author takes on the leadership development industry head on: pouring scathing criticism on some of its practitioners, challenging many of its core tenets and slaughtering several of its sacred cows. Leadership BS: Fixing Workplaces and Careers One Truth at a Time by Jeffrey Pfeffer Jeffrey Pfeffer is a professor of organizational behaviour at the Graduate School of Business at Stanford University. He has written over a dozen books over the last 25 years. Pfeffer wrote his latest book, Leadership BS, with the stated aim of getting people to re-examine their assumptions and change their behaviours with respect to leadership. In this book, Professor Pfeffer’s chief tenet is that the billion dollar leadership development industry has been an abysmal failure. In spite of vast sums expended on leadership development, leadership failures abound. Pfeffer writes that this is largely because “much of the oft-repeated conventional wisdom about leadership is based more on hope than reality, on wishes rather than data, on beliefs instead of science.” According to Pfeffer, part of the failure of the leadership development industry is due to the low barriers to entry to become a practitioner in the field. Often public

BusinessFocus Nov / Dec

notoriety, self-promotion and simply being articulate and persuasive are enough to get someone recognised as an expert. Pfeffer further bemoans the fact that many of these so call experts aggrandise their accomplishments and often fail to practice what they preach.

arguing against the benefits of these traits and behaviours. But he demonstrates that popular prescriptions often simply don’t fit into the realities of the business world with the complex intersection of people, power and politics. One of Pfeffer’s main objectives is to give career guidance to leaders and aspiring leaders. Thus he often gives practical advice on how to deal with organizations and leaders who lack many of the desired leadership virtues. Pfeffer further exhorts readers to understand that work is not a fair or just place and it is important to ensure that you take care of your own interests. Throughout the book, Preffer is not afraid to openly criticize many well know leaders by name as well as several popular bestselling leadership books – including some books previously recommended in this column. In doing so, Pfeffer takes pains to show that he is not merely giving his opinion, citing empirical data and published peer reviewed papers to back up his provocative claims.

Pfeffer starts off by demonstrating why the much sought after inspiration is a poor change agent in developing and improving leaders. The leadership industry typically provides what the market wants – to be inspired. Yet, the “inspiration” provided in books and seminars is often based on fables which distort reality and provide only a temporary emotional uplift, inadequate to lead to the sustained behavioural changes needed to effect tangible performance improvement. Pfeffer then goes on to tackle some of the widely recommended traits and behaviours for leaders: modesty, authenticity, candour, trust and taking care of others. These traits are widely recommended in leadership books and seminars, but Preffer openly questions how prevalent these characteristics really are among high performing leaders in the real world – and indeed how essential they are. Pfeffer’s posit is that many of the most revered leaders in fact succeed not in spite of – but because they lack some of these highly recommended characteristics. For example, he argues that modesty will not help you to climb the career ladder because you can only get promoted if you get noticed. Similarly, authenticity is often not a desirable trait because leadership is often about putting on a show. And candour is often misplaced as the truth frequently backfires. Pfeffer is by means totally

Professor Pfeffer takes no hostages in this take down of the leadership development industry in his crusade to lay bare the unvarnished truth. There is little doubt that this books will become controversial and many leadership practitioners will challenge its claims. Nonetheless this book should be highly recommended because it forces the reader to challenge some widely help assumptions and gives excellent unconventional but pragmatic advice. ¤

Lyndell Halliday is an avid reader, lifelong learner and business executive who has served in a range of leadership roles across the Caribbean. He is currently employed as the General Manager of Automotive Art (St Lucia) Ltd. Mr Halliday also lectures Leadership & Operations Management for the Australia Institute of Business MBA programme at the National Research and Development Foundation.

Making the Quality Connection….

Get Certified By Certification Department

uality was once the prerogative of engineers in white coats, employing specialized tools and techniques for measurement and analysis. Because of the global trends quality is no longer a specialist function but has moved to the boardroom as a central management concern.

In order to be competitive on the international market, it is now imperative that manufacturers obtain verification, with proof of certification, for either the product, and /or the system used for producing that product. Certification is now a must for any company to compete, bid and win business in a tough global economy. Companies are now aware of the value of both product and system certification, and the negative implications of failing to meet these international quality standards, such as HACCP and ISO 9001. Simply put, certification ensures that the highest-quality is achieved, where Quality can be viewed as the “totality of characteristics which bear upon the ability of a product or service to satisfy stated and implied needs”, or as described in the words of quality experts, Juran and Gryna “Quality is fitness for use.” It therefore becomes imperative for market sustainability that such services and products, which are offered for domestic consumption or export, are able to demonstrate compliance to recognized standards. Certification services, including Product Certification, Certificates of Free Sale for Exports and System/Process Certification for businesses, enables local entrepreneurs to increase market access locally as well as extend their marketing capabilities beyond Saint Lucia. Despite this knowledge, some companies still fail to seek certification. The reasons for this include: • • • •

Lack of commitment from top management Insufficient financing Poor training, understanding and planning Overall perception that certification is too expensive and unattainable

The cost of Certification Implementation, which has burdened some organizations over the years, has rapidly depreciated, as new strategies and tools are now available to help bring Quality and Food Safety Management Systems such as ISO 9001, HACCP and ISO 22000 within the grasp of many organizations. This is

The Quality Seal that bring real benefits to Industry !

Your assurance of consistent Quality & Safety ! particularly relevant to small and medium-sized organizations that otherwise would not have adequate funding or resources to get certified. Alternatively Product Certification can be attained in which a Quality Seal is affixed to all products, which have been able to demonstrate conformity to product specifications outlined in National Standards and the principles of sound Quality Management. This nonetheless requires a high level of dedication and understanding from top management.

Continuous Improvement Process FEEDBACK INPUTS What is supplied

WORK PROGRESS

OUTPUTS

Sequence of work steps, using controls & resources

What is delivered

RESULTS Performance results

Lack of management commitment is however one of the biggest culprits responsible for a slow and expensive implementation. The quality management team responsible for establishing and managing a quality assurance programme within an organization must thoroughly understand the standards and be committed to making the rigorous changes needed to bring current operations into compliance with the standards. The management team should therefore recognize that initial certification is not the final solution. Instead, it is a framework for continual improvement of processes and products. It is when production systems and products have attained the predetermined levels of consistent quality, safety and performance, that purchasers can make wiser choices in the selection of truly competitive goods and services, which have been certified as meeting National and International Standards. ¤

BusinessFocus Nov / Dec

Lewis Industries Ltd. Celebrates 25 Years Lewis Industries has emerged as a pioneer in the field of building maintenance services as it celebrates 25 years of impeccable services, customer commitment and high standards. While celebrating the silver jubilee of his company, Mr. Andre Lewis reflects that his idea was warmly received right from the beginning due to the lack of efficient rivals in this profession as well as the fact that this field was potentially untouched for a very long time. Lewis started up his own industry by garnering adequate knowledge from his ten-plus years of work life in the United States and his call to return home to invest and put his expertise and experience to use. When Lewis Industries was conceptualized in 1991, there was a serious dearth of affordable and resourceful people in the building maintenance services and supplies sector. This was also the time when the tourism industry had taken off and there was an urgent need for building maintenance services and supplies hence the entry of Lewis Industries. Initially, Lewis managed the operations as a one-man show by storing his equipment and supplies in an unfinished dwelling. Slowly, he was able to provide training to unemployed youth in the community who could assist him in his assignments. As the demand for his services increased, the company was able to employ up to 110 staff members in the boom years, however, as the economy took a downturn, the firm also had to adjust and right size with the current staff ranging between 65-70 employees. In the first two years of the business, Lewis Industries took off and was received with open arms by the customers due to the proficiency with which they handled their work. During this period, SLASPA took an interest in this new budding company as they were privatizing their services and invited proposals from Lewis Industries. The company was awarded the contract and this collaboration has been continuing for the last 24 years. During that time Lewis Industries has been contracted to service both the Hewanorra International Airport and the George F.L Charles Airport as well as La Place Carenage. Mr Lewis realized the potential in the area of building maintenance services due to the lack of knowledge amongst people regarding the manner in which chemicals and caustic products worked and how to handle them. His expereince in this area has resulted in the company gaining a major advantage and increasing its market share. Lewis Industries is currently the market leader in this area of business with approximately 80% of the market. Mr. Lewis notes that people are under the misconception that cleaning of offices is similar to cleaning of homes, which is actually a myth. An office environment has a lot more traffic than the home environment and hence, it needs special care and cleaning. Lewis Industries are exclusive specialists in the area of floor care and floor cleaning and the other areas of service offered by them includes but is not limited to Janitorial Services, Carpet Care, Window & Chair Cleaning, Pressure Washing, External Cleaning, Flood Cleaning, Post Construction Cleaning and Floor Restoration & Maintenance. Mr. Lewis emphasizes that regular training is the only means of staying at the top of their business and he brings in experts and professionals from time-to-time to ensure that his staff are adequately trained and knowledgeable in the area of floor restoration and maintainance of all types of commercial and domestic flooring. BusinessFocus Nov / Dec

Meet theTeam Thecla Fitz has been a strategic addition to the Directorship of Lewis Industries where she ensures the organization has a strong talent pipeline to meet the changing demands of the market, and ensure all clients and customers has an experience which is unique to the high quality Lewis Industries prides itself to. Ms. Fitz oversees a young vibrant management team of professionals in related fields of the services offered by Lewis Industries and ensures they are equipped with not only the knowledge, but skills and attitude that has allowed Lewis Industries to preserve its competitive edge by using strategic approaches in maintaining the Lewis Industries Slogan “ bring us your problems, we will find you the solutions”. Twenty-five years is a milestone for any SME, and I am honored to be associated with Lewis Industries as the company assiduously works towards maintaining its reputation as the Premier Cleaning, Floor care and Building Maintenance services.

Ms. Thecla Fitz

Business Development Consultant / Director

Dauna Fitz

Accounts Manager

Denzel Louis

Quality Assurance Manager

Neilia Harrow Sales & Marketing Manager

Ronald Paul

Inventory Control Manager

Deanna Serieux Administrative Officer

Lewis Industries is currently working on a new product line targetting the sanitary upkeep of washrooms which will be launched by Jan 2016. Pondering on his long journey of 25 years, Mr. Lewis reflects that he hardly thought that his little idea of opening this company would have sustained such an extensive period of time. He adds, “Whilst there is a lot of cry about unemployment and people are talking about how the government is not doing enough, I would like to see young entrepreneurs on the rise. There are many former workers of Lewis Industries who have started on their own and are our competitors now which is actually a good thing because this field is quite unexplored and there are other options to tap into. It would also be great to inculcate entrepreneurship from the school level and to encourage young minds to think out of the box.” “Our journey with its ups and downs have been great so far and as this is a recession-proof business, we are bound to grow and advance in the times to come.” ¤

Staff at St Lucia Distillers

Staff at Scotiabank

Staff at La Place Carenage

Staff at Wasco BusinessFocus Nov / Dec

Thanks to YOUR support, Island Style – Tile & Bath has continued to spread our wings over the past 5 years. Yes… Five years already!

tyle Tile & dS

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Located at the Beausejour Business Park, we have the largest Tile & Bath showroom in all of St. Lucia! Haven’t visited us before? We invite you to come see why our customers always remark on the unbelievable variety of tiles we have on hand. We’ve also recently expanded into the South of the island by opening our showroom at Choiseul.

“

With Island Style Tile & Bath, you can achieve simplicity with sophistication for all your home interior solutions.

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With our expansion, you can expect much more of what the Saint Lucian public, and professional builders and designers have come to rely on us for since 2010. What’s that? Well simply the best Tiles for any décor and purpose from almost every ceramic or porcelain tile producing country in the world. We’ve also added beautiful Glass Shower Enclosures, Delta faucets, Jacuzzis and vanities in recent months. Visit us today in North or South and join the excitement! With our friendly and professional sales team of Velma, Kelvin, Dawn and Deon, you can expect only top notch and professional service as they help you with measurements, calculations and in narrowing your design choices. With so much to choose from, you’re going to need some help! For Projects, Anna has been tasked with providing personal service to all projects large and small on island and beyond. Are you an Architect or designer and in planning stages? Need Natural Stone? Have Duty and Vat concessions and were thinking of purchasing your tiles in Miami or elsewhere to save money? Contact Anna today at 758-717-TILE (8453) and allow us to be your project partner. We’ll help keep you on timelines and within budget, no matter the special order requirement. Finally, on behalf of our staff and ourselves, we once more wish to thank all of our loyal customers who have supported us through our first 5 years. You inspire us daily to give our all, as you have since we opened our doors in 2010. Through God’s grace, we hope Island Style continues to earn your trust and respect as your Tile & Bath suppliers of choice! ¤ Sincerely, Warren & Dianne Joseph Owners/Directors BusinessFocus Nov / Dec

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Dr Luz Longsworth : Positioning The UWI Open Campus For Global Success Dr Luz Longsworth took up the mantle of Pro Vice-Chancellor & Principal (Ag.) of The UWI Open Campus, on 1st May 2015. Dr Longsworth holds a Doctorate in Business Administration in Higher Education Management from the University of Bath in the United Kingdom. She is also a graduate of The University of the West Indies where she earned her BA in French and Spanish and MBA (Marketing) degrees. She is also the holder of a Master of Arts degree in Hispanic Studies from Queen’s University, Ontario, Canada. With over 25 years of experience in both academia and business in Jamaica, the British Virgin Islands (BVI) and Belize, Dr Longsworth brings a wealth of experience to the Open Campus. As a senior administrator at The UWI over many years, Dr Longsworth “served with distinction .and has been extraordinarily successful” in various posts held at the Mona and Open Campuses, including that of Director of the School of Continuing Studies, Director of The UWI Open Campus sites, and most recently as Director of The UWI Mona Western Jamaica campus in Montego Bay, Jamaica. Dr Longsworth’s field of research includes leadership development, change management, and organisational development and transformation. She is also a certified leadership trainer for the internationally renowned John Maxwell Company and has participated in a number of consulting projects in the Caribbean and the United Kingdom.

Bringing The UWI To The Region and Beyond A strong advocate for Caribbean people to make use of the wealth of educational opportunities which The UWI provides, BusinessFocus Nov / Dec

Dr Longsworth sees the Open Campus as the vehicle through which higher education can be brought to Caribbean people – as the arm of The UWI that reaches out to embrace countries that do not have traditional physical campuses. Outlining her vision for the institution, Dr Longsworth stated that the objective is to use technology to democratize higher education, pulling all of The UWI together and enabling the wealth of its knowledge to get out to communities in and beyond the Caribbean region. There are currently about 6000 students pursuing studies online with the Open Campus and Dr Longsworth is particularly motivated by the way the Open Campus affords Caribbean people the opportunity to interact with each other on an educational platform. Commenting on her new role, Dr Longsworth said, “As The UWI moves into a new era of growth and transformation to address the issues of becoming a truly global institution, the role of the Open Campus must now be pivotal in that transformative process. Its core strengths in online and distance delivery, as well as the very key role that the physical sites play in bringing The UWI to our communities across the region, must now be harnessed for the benefit of all campuses and hence, for the ultimate benefit of an even more integrated and united UWI. Having been a part of its evolutionary phase, it is an honour to build a team not only within the Open Campus, but across The University and the region to begin this transformation, which will successfully position the entire university as a key player in the 21st century’s global higher education landscape”. ¤

THE UNIVERSITY OF THE WEST INDIES

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OPEN CAMPUS

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The UWI Open Campus offers you the most flexible learning options with online, face-to-face and blended programmes designed to suit your educational needs.

P R O G R A M M E I N F O R M AT I O N G U I D E UNDERGRADUATE PROGRAMMES BACHELOR OF SCIENCE • Accounting • Banking & Finance (Special) • Banking & Finance (Major) with Minor in Compliance & Corporate Governance • Management Studies (Entrepreneurship) New! • Management Studies (Financial Management) New! • Management Studies (Human Resource) New! • Management Studies (International Management) New! • Management Studies (Marketing) New! • Management Studies (Tourism and Hospitality Management) - New! • Political Science - New! • Psychology - New! • Sociology - New! • Social Work • Youth Development Work BACHELOR OF EDUCATION • Early Childhood Development & Family Studies • Educational Leadership & Management • Literacy Studies - Secondary with options in: English/Literacy, Mathematics Education

2015/2016

CONTINUING & PROFESSIONAL EDUCATION PROGRAMMES ASSOCIATE DEGREES • Business Management • Paralegal Studies • Social Work • Administrative Professional Office Management DIPLOMAS • Business Administration • Early Childhood Development & Family Studies • Health & Family Life Education (HFLE) Instruction • Public Sector Administration • Social Services • Social Work • Youth Development Work CERTIFICATES • Early Childhood Development & Family Studies • Social Work • Criminology • Climate Change • Human Resource Management • Tourism & Hospitality Management in the Caribbean CONTINUING & PROFESSIONAL EDUCATION PROGRAMMES A wide range of practical face-to-face and blended Continuing & Professional Education (CPE) programmes are offered at Open Campus sites across the region.

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Online | On site | On demand

GRADUATE PROGRAMMES MASTERS OF SCIENCE (MSc) • Management and Educational Leadership - New! • Management Studies (General)New! • Management (Marketing) New! • Management (Human Resource) New! • Management (Public Sector Management) - New! • Instructional Design & Technology MASTERS IN EDUCATION (MEd) • Literacy Instruction MASTERS IN ARTS (MA) • English Language • Adult & Continuing Education POST-GRADUATE DIPLOMAS • Adult & Continuing Education • Management Studies - New! • Management and Educational Leadership - New! • Instructional Design • Literacy Instruction DOCTOR OF EDUCATION (EdD ) - New! • Educational Leadership in Educational Systems and Schools • Educational Leadership in Higher Education

PRIOR LEARNING ASSESSMENT (PLA) COURSE* • Prior Learning and Portfolio Development/Assessment For further information email: pla@open.uwi.edu www.open.uwi.edu/pla * With your experience, you may be eligible to enroll in relevant undergraduate degree programmes and receive advanced placement.

Over 40 locations serving 17 Caribbean countries BusinessFocus Nov / Dec | 71 • Anguilla • Antigua & Barbuda • Bahamas • Barbados • Belize • Bermuda • British Virgin Islands • Cayman Islands • Dominica • Grenada • Jamaica • Montserrat • St. Kitts & Nevis • St. Lucia • St. Vincent & the Grenadines • Trinidad & Tobago • Turks & Caicos

CONSTRUCTION & RECYCLING INC.

Construction & Recycling Inc. is a small eco-friendly and environmentally conscious business specializing in the collection and exportation of recycling material such as batteries, copper, brass, aluminum, insulated wire, stainless steel, empty bottles, scrap electronics, scrap metal, old air conditions and compressors. At Construction & Recycling Inc., our goal is to provide an avenue for the proper solid waste management of unconventional materials that can later be reused all in accordance with keeping St. Lucia ‘ Simply Beautiful’. This service not only lowers our carbon footprint through reuse and recycling, but also aids in the overall waste reduction on the island. One of the biggest commodities we collect and export are lead acid

BusinessFocus Nov / Dec

batteries. Lead acid batteries represent almost 60% of all batteries sold worldwide. Recycling batteries is good for the environment as it keeps them out of landﬁll, where heavy metals may leak into the ground when the battery casing corrodes, causing soil and water pollution and endangering wildlife. Recycling batteries recovers valuable metals and saves energy by reducing the need for raw materials. Lead can be recovered by either separating the different materials that make up the battery (Lead, plastics, acid, etc.) prior to metallurgical processing. Alternatively, batteries can be processed as a whole through heat treatment in a particular type of furnace with metals being

recovered at the end of his process. Recycled batteries can be used in the manufacturing of stainless steel, metric instruments, ﬂuorescent lighting and smelting in industry. Other items we handle include copper – known as one of the world’s most reusable resources and aluminum that has a high reusable value. Noting pollution as not only a localized occurrence but rather a global phenomenon, we have expanded regionally with collection depots in Grenada and St. Vincent. Currently Construction and Recycling Inc. is the agent for Renewable Energy Power Systems hydro – turbines in Saint Lucia. This technology operates at no cost to the environment with zero emissions, promotes guaranteed energy and aids in the ﬁght against climate change while supporting sustainable development. With continuous growth we look to create global awareness of the importance of a clean, safe and sustainable environment.

Our Mission is “To create awareness among youth and the general public about the importance of maintaining an eco-friendly environment for the health and safety of each and every citizen.” Contact us

Upper Chausee Road Castries, St Lucia Tel: 758.458.2515 758.286.7567 / 285.2260 / 285.8827 Email: ofﬁcemobileslu@gmail.com albertonrichelieu@gmail.com Opening Hours: Mon-Fri: 9:00 AM - 5:00 PM SAT: 9:00 AM - 2:00 PM BusinessFocus Nov / Dec

SLASPA Commences Seaport Restructuring The Saint Lucia Air and Sea Ports Authority (SLASPA) is currently operating in an era of rapidly increasing trade opportunities and heightened competition, which has created an environment which necessitates an organisation with modern infrastructure, a well-trained, motivated workforce and operations which embrace the needs of todayâ&#x20AC;&#x2122;s consumers all in support of fostering greater productivity and market relevance.

The Authorityâ&#x20AC;&#x2122;s strategic pillars speak to an organization focused on Business Development, Customer Centricity and Operational Efficiency. In so doing, our strategic intent not only points to operational efficiencies, cost reduction and institutional strengthening, but also takes into consideration ensuring full understanding and appreciation of who our customers are, their needs and how we can better respond to those needs.

Port Castries is a bustling multi-purpose port catering to thousands of cruise passengers annually, as well as handling cargo from around the world. The Castries Seaport has witnessed the advent of containerized cargo and increased reliance on the tourism industry and the introduction of mega cruise vessels over the past decade. In both the cargo and cruise industries, the positive correlation between high quality service, advanced infrastructure and continued economic viability is most apparent.

SLASPAâ&#x20AC;&#x2122;s vision entails continuously improving the service offered to the many stakeholders utilizing our ports, by ensuring the provision of services which promote convenience to customers within a framework of flexible hours; capital investment in equipment and facilities in support of service availability and development and implementation of processes which positively impact the current level of operational efficiencies at the seaport.

BusinessFocus Nov / Dec

Seaports worldwide are in a phase of far-reaching structural change. One of the major components of restructuring seaport operations in Saint Lucia, is the eventual operation of a 24-hour seaport, which has a unique advantage, allowing round-the-clock passenger and cargo facilitation. The end result of this strategic repositioning is a reduction in operational costs and by extension handling cost and the integration of seaport services/systems with other components within the existing framework.

pm, Shift B – 4:00 pm to Midnight and Shift C - Midnight to 8:00 am (Roving Shift). The implementation of a flexible work system, within redefined normal working hours, will have huge impacts on port employees as well as external stake holders including optimization of labour and equipment, reduction in the turnaround time of vessels, faster clearance of containerized and warehoused cargo, increased transhipment opportunities and reduced cost of doing business at the port.

Globally, countries wishing to remain relevant and increase productivity, have transformed their port environment to that of a 24-hour operation as this is a significant catalyst to trade facilitation, which has in the last few decades become a major discussion in most economic forums. Considering the aforementioned, naturally as we progress SLASPA beyond 2015, the strategic intent of moving away from the traditional inconvenient operating hours to a more flexible, relevant operation is at the forefront of management’s vision.

The cruise product has also diversified. Throughout its history the industry has responded to the vacation desires of its guests and embraced innovation to offer new destinations as part of itineraries. Some cruise lines such as Crystal Cruises, Seabourn and Silversea Cruises, have embraced overnight stays. The positive impacts cruise travel has for both passengers and the local economy of cruise destinations is undeniable. The influx of ships generates millions of dollars for our economy in terms of wages, while the money passengers spend onshore provides an additional income for local businesses and Government. Traditionally, cruise lines have offered few if any overnight stays and generally leave ports before sunset. Large-ship lines in particular have made their vessels into evening playgrounds, but the emergence of evening port stays as a defining feature for Azamara Club Cruises has focused a spotlight on the growing use of this alternate deployment strategy. For the cruise season 2016-2017, two (2) cruise lines are scheduled to commence overnight stays, with one also Homeporting in Saint Lucia.

Through meaningful collaboration, SLASPA intends to work with seaport stakeholders to eliminate impediments, increase efficiencies, improve productivity and ultimately create a port environment that functions effectively and at the convenience of port users. The main purpose of this initiative is to offer a convenient service and improve the customer experience at the seaport to shipping lines, truckers, consignees and by extension the end customer. Consultations with stakeholders have already commenced in support of developing a model which is mutually beneficial to the parties involved. This serves as an excellent opportunity to foster strategic progression that will redound to our mutual benefit. Research has proven that a 24-hour port operation lends to improving the movement of goods. This initiative would allow for more optimal use of resources at the port, as long as there is cooperation from businesses along the supply chain. It also promotes reductions in wait times, a key factor for port users. Additionally, the introduction of a revised stevedoring labour regime offered through private labour companies, will encourage the provision of quality services in a competitive seaport environment, moving away from an archaic structure of uncompetitive labour rates and unproductive man-hours. The stevedoring initiative at Port Castries is only Phase 1 of a three phase project that has been conceptualised to lessen SLASPA’s liability exposure by reducing the inherent risks associated with our cargo handling operations and introduce more competitive labour cost for stevedoring operations. The services most frequently requested by our customers during overtime hours (4:30 pm onwards) include navigational services to ships and handling services to cargo which include the subsystems of ship operations, transfer operations and yard operations. The risks associated with inadequately rested staff include but are not limited to increased vulnerability to depression, increased risk of heart disease, increased levels of worker fatigue and higher occurrence of accidents and/or close calls. In order to pattern our operations in line with established industry norms, realize our efficiency benchmarks and effectively manage the safety requirements of our operations SLASPA is proposing the revision of normal working hours of key port operations and the introduction of a flexible work system for employees of the Operations and Engineering Departments. The newly proposed hours, include Shift A – 8:00 am to 4:00

This restructuring also has direct benefits to the employees of SLASPA, through the implementation of an optimal shift system, which allows for improved labour productivity and minimal impact on the well-being of individuals. The advantages of shift work are widely recognized, particularly for labour intensive careers, where long hours of work, fatigue and lack of rest breaks or time to recuperate are a few of the challenges faced by employees. Although empirical assessments have proven there may be encounters with challenging circumstances regarding the maintenance of port security regulations, the impacts stemming from these security requirements can be analysed and amended to accommodate change. From a technological perspective, SLASPA is equipped to provide the services required on a 24hour basis. The Information Systems Department in collaboration with the Seaport Operations Department, successfully led the implementation and upgrading of its Seaport Management System and the development of a Central Statistical Database, a system which fully manages and tracks containers, general and break-bulk cargo from arrival, warehouse and release. The ever-growing economy in which ports operate is constantly evolving, necessitating an organisation sufficiently flexible to identify and embrace timely evolution and modification. In its entirety, the restructuring of the seaport has significant advantages to SLASPA, the Government and the nation by extension. These benefits form part of a bigger picture of not only enhancing productivity within the Saint Lucian economy, but also decreasing cost and increasing convenience to importers and exporters as well as reducing the cost of doing business at the island’s ports of entry, thus possibly resulting in lower costs of goods to consumers. In this regard, SLASPA eagerly anticipates collaborating with key stakeholders such as the St. Lucia Chamber of Commerce, Customs and Excise Department, Unions, Brokers and Truckers to develop a framework that supports the success of the seaport restructuring initiative. ¤ BusinessFocus Nov / Dec

ECONOMY & TRADE

CARICOM Secretary General Ambassador Irwin LaRocque and delegation at the post-2015 Development Agenda summit, UN Headquarters, New York.

CARICOM Presses for Debt Relief and Concessional Financing

he issues of debt and the criteria for access to concessional financing need urgent attention in the context of financing for development if the Caribbean is to achieve the 17 Sustainable Development Goals (SDGs).

That was the position of Secretary General of the Caribbean Community (CARICOM) Ambassador Irwin LaRocque as he addressed an Interactive Dialogue at the United Nations Summit on the Post 2015 Development Agenda at UN Headquarters over the weekend. Among participants in the dialogue were the Presidents of Ireland, Argentina, Ghana and the Cameroon, the Prime Ministers of Sweden and Denmark, the Foreign Ministers of Australia and Austria as well as the United Kingdom’s Secretary of State for International Development and Mark Zuckerberg, the CEO of Facebook. Speaking on the topic ‘Fostering Sustainable Economic Growth, Transformation and Promoting Sustainable Consumption and Production’, LaRocque stated CARICOM welcomed any initiative for strong collaborative action to address these issues urgently “if our region is to continue on the path to sustainable economic growth”. He recommended that action could include all Small Island Development States (SIDS) and development partners such as the UN and its agencies, the International Financial Institutions, and the Organisation for Economic Co-operation and Development (OECD). Ambassador LaRocque outlined the major challenges threatening the Community’s development gains: “decade long persistent low or negative growth performance barely averaging one percent over the last five years; the lingering, debilitating impact of the global financial and economic crises of 2007 and 2008; the reality of geographic location in a region described as one of the most natural disaster prone in the world; and a crushing public debt burden of more than US$24 billion, attributable mainly to external shocks and climatic events – a BusinessFocus Nov / Dec

debt burden which will require growth rates between six and 10 per cent.” He pointed out that CARICOM’s high level of debt was of particular concern and constituted a major drag on sustainable economic growth in the region. “Five of our Member States are among the most highly indebted countries in the world, while ten are considered as having unsustainable levels of indebtedness, with debt to GDP ratios ranging from 65-140 per cent,” he said, noting that a significant portion of that debt was due to factors outside the control of the Region and to reconstruction after natural disasters. LaRocque commended a proposal put forward by United Nations Economic Commission for Latin America and the Caribbean to alleviate that debt burden to the international community for serious consideration. That proposal called for the conversion of multilateral and bilateral debt into special funds to address external economic shocks, natural disasters, and education and human resource development. He said it had “the potential to create much needed fiscal space and assist in fostering inclusive economic growth.” He told the session that given the limited domestic and regional resources were not sufficient to meet the financing needs for the Region’s sustainable development, there was need for external concessional financial resources. “However, CARICOM states have been graduated out of concessionary development financing due to their classification as middle income countries, based on the criterion of GDP per capita,” the Secretary General added. He argued that the criteria for concessional financing must not be based solely on GDP per capita, and must be changed to include economic and environmental vulnerability. ¤

Saint Lucia to Observe Global Entrepreneurship Week in November

s the St. Lucia Chamber of Commerce Industry and Agriculture remains committed in focusing on key issues which will impact on the fundamental foundation of a strong economy and society, creating and strengthening the Entrepreneurship Ecosystem continues to assume increasing significance. With the St. Lucia Chamber as Host, St. Lucia will once again join millions of people around the world who will be promoting and highlighting Enterprise and Entrepreneurial People during Global Entrepreneurship Week (GEW) November 16th to 22nd 2015. During that week a number of events, activities, competitions, showcases and discussions have been planned and designed to bring into focus the need to strengthen the entrepreneurial ecosystems in St. Lucia which can translate into job creation and economic growth. An initiative of the Ewing Marion Kauffman Foundation, GEW connects people through activities designed to help them acquire the skills and networks necessary to take the next step, no matter where they are along the startup spectrum. To kick start the celebration, the first partners meeting was held on Tuesday 8th September 2015 at the Bay Gardens Hotel with over 15 partner organisation in attendance and committing their support; agreeing to host activities, collaborating and contributing prizes towards the events of the week. Many proposals and ideas were discussed and debated with partners agreeing to continue to deliver on their mandate in ensuring that the GEW 2015 achieves its objectives which are to Inspire, Connect, Engage and Network young and aspiring entrepreneurs. The beacon events for the celebration of GEW are: Get In The Ring, Fashion Competition and Link Up. The organisers invite all agencies, companies and institutions with an interest or a role to play in growing Entrepreneurship, to be part of this global celebration, attend partners meeting held every two weeks at the Bay Gardens Hotel from 9:30am. Â¤

St. Lucia and Cuba to Strengthen Trade

eputy Prime Minister of Saint Lucia, Philip J. Pierre, said here that his government and Cuba will work on finding ways to increase bilateral trade and the exchange with other Caribbean states.

According to the official, the idea is to expand exports from all sides and opportunities of each market to introduce more products. Pierre told Prensa Latina that an important aspect in shaping new strategies will be the transportation, as the parties must be able to move goods, but also their staff. After thanking the welcome he received during his first stay in Havana, the visitor highlighted as an essential aspect in bilateral relations Cubaâ&#x20AC;&#x2122;s help in the training of medical personnel and the deployment of its doctors in the national health system of Saint Lucia. The Deputy Minister highlighted the permanent disposition of the island to welcome in their universities new students from different specialties, despite also being a poor nation and subject to economic, financial and commercial blockade of the United States for more than half a century. He also reiterated the support of Saint Lucia in all international forums to the Cuban struggle for the immediate lifting of that policy, whose economic damage exceed 833, 755 billion dollars. Pierre arrived in the Caribbean nation last Monday on a working visit with an agenda that included talks with Vice President of the Council of Ministers, Ricardo Cabrisas, and other representatives of local government. The talks dealt with topics such as cooperation and trade in sectors like construction, energy and transport, as well as regional integration processes and other global issues. In addition to these meetings, he toured historical interest sites in Havana before returning to his country. Â¤ BusinessFocus Nov / Dec

ECONOMY & TRADE

Creative Private Public Partnerships Key To Development

“

Creative private – public sector partnerships are the key to improving our nations, our region, our lives and the lives of the people in this Caribbean region.”

That was the advice Invest Caribbean Now CEO and Founder, Felicia J. Persaud, offered to the government of The Collectivité of French Saint Martin and delegates gathered for the fifth edition of ICN 2015 in the French Caribbean isle on September 25, 2015. The elite invitation only event which featured over a 100 delegates including government officials such as Senator Guillaume Arnell; Hon. Jeanne Rogers-Vanterpool, President of the Office of Tourism; Vice-President Of Economic Development Wendel Cocks, harbour developers as well as local stakeholders. In addition over 40 Beijing company executives including Qin, Guoying, Secretary-General of China Women’s Development Foundation, Xiong, Yumei, Executive President of the China Women Tourism Committee, Yaoxing, Zheng, Straits Tourism College of Fujian as well as representatives from major Chines corporations such as China Harbour, Panorama Group, Showland Investment Group Corp. Ltd, Beijing, Bestone Investment Ltd and others were in attendance. “We must move beyond petty politics and arrogant perceived power and understand that our growth as an island – and as a region – is tied to relationship building globally – whether in the Caribbean Diaspora, the US, China, Europe, Africa or other areas

BusinessFocus Nov / Dec

around the world,” Persaud said. “The competitive nature of the global market place demands such action and we cannot be left behind in 2015. We must think global and act global!” Her remarks came as Vice President Cocks welcomed delegates to Saint Martin and urged them to consider the island as an investment destination. While President of the Office of Tourism Rogers-Vanterpool outlined several investment opportunities including the Marigot Bay Development Project and other tourism related opportunities that fall within the Marigot Revitalization project such as luxury hotels, boutique hotels and spa facilities. Meanwhile, Vice Chairman And Secretary General Of China Qin, Guo Ying cited the impact of tourism on women’s economic development while Executive President of China Women Tourism Yaoxing Zheng offered insights into examples of how tourism can be used to develop the lives of women in rural villages globally. The 2015 event was presented by the Government of the Collectivité of French Saint-Martin, The Office of Tourism of Saint-Martin and executives at Invest Caribbean Now (ICN), in collaboration with the Sino-American Friendship Association, the Chinese American Business Development Center of New York, the St-Martin Harbor, Hard Beat Communications, One Caribbean Television, the St. Maarten Chinese Association, CaribPRWire and News Americas Now. ¤

TEL

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Saint Lucia Plays Prominent Role at UN AOSIS Ministerial Meeting in New York

ECLAC Projects Growth in 2015 and 2016

hile the wider Latin America and the Caribbean grouping looks set to see a contraction in 2015, the Economic Commission for Latin America and the Caribbean (ECLAC) says Caribbean economies looks set to grow not only in 2015

but 2016 as well. ECLAC today forecast a decline in the overall region’s economic activity for 2015 to -0.3 per cent from 0.5 per cent, and estimates that for 2016 growth will be close to 0.7 per cent. At the same time, it said, despite the regional trend towards a deceleration the region’s economies will show differentiated dynamics. The countries of the Caribbean, for example, are expected to expand, an average, 1.6 per cent in 2015 and 1.8 per cent in 2016. Mexico and Central America will grow 2.6 per cent in 2015 and 2.9 per cent in 2016. Meanwhile, growth projections indicate that South American economies – specialised in the production of primary goods, especially oil and minerals and with a growing level of trade integration with China – will register the biggest deceleration. Those economies are expected to experience contractions of about -1.3 per cent in 2015 and of -0.1 in 2016.

Among the main factors behind the growth drop are a weak internal demand; a global environment marked by a low growth of the developed world; an important deceleration in emerging economies, especially China; the strengthening of the dollar and a growing volatility in financial markets; and an important fall in primary goods prices, ECLAC said. And the United Nations body warned that in order to face the economic activity deceleration it is imperative to revert the drop of the investment rate and the lower contribution of the gross capital formation affecting growth since it not only impacts the economic cycle but also the capacity and quality of medium- and long-term growth. Energising investments is a fundamental task to change the current deceleration phase as well as to achieve a path of sustained and sustainable growth in the long term, the organisation concluded. ¤

Hon. James Fletcher makes a point during AOSIS Ministerial he Alliance of Small Island States (AOSIS), held a ministerial meeting at UN Headquarters in New York on Thursday, 24th September to discuss issues related to Climate Change and Sustainable Development.

This ministerial meeting, which was requested by Saint Lucia’s Minister for Sustainable Development, Energy, Science and Technology, Senator James Fletcher, was convened to bring ministers from Small Island Developing States (SIDS) up to date on the status of negotiations in these areas. AOSIS comprises forty-four Member States from the Africa region, the Caribbean, Indian Ocean, Mediterranean, Pacific and South China Sea. Thirty-nine of them are members of the United Nations and they represent roughly 28 percent of the developing countries and 20 percent of the total membership of the UN. Senator Fletcher, who is Saint Lucia’s Environment Minister, is one of the leading ministerial negotiators for AOSIS, particularly on the subject of Loss and Damage. He addressed the meeting on this subject and briefed his ministerial colleagues and the Prime Minister of Samoa, who was also in attendance, on the status of negotiations on Loss and Damage and the critical issues that remain unresolved for Small Island Developing States. Among the other issues discussed at the Meeting of AOSIS Ministers – held on the eve of the UN Summit to adopt the Post-2015 Development Agenda – were Climate Finance, Differentiation, Long-Term Goal, the SAMOA Pathway, the Post2015 Development Agenda and Financing for Development. ¤ BusinessFocus Nov / Dec

we partner for success

ow often do you as business owners and managers wish you had an easier way to handle the troublesome, time-consuming HR issues? How much easier would it be if you had experienced HR professionals available to your organization to improve the quality and impact of your human capital? How many times have you wished that you could spend less time on staff issues and more time focusing on the commercial aspects of your business? HRWise Inc., St. Lucia’s first Human Resource Service Company, has positioned itself as the ideal strategic business partner to support the effective management of all your human resource related needs. Incorporated in May 2014, HRWise has as one of its main objectives, to educate and support business leaders in realizing the many benefits of effective HR management, which is a critical but often overlooked aspect of business success. The company has the professional expertise and resources required to develop and fully manage the HR function on behalf of clients as a high-value, low-cost alternative to managing HR in-house. In other words, organizations have the option to outsource their HR function to HRWise or secure our services on a retainer basis. Alternatively, HRWise provides specific HR services to clients who wish to maintain internal control of their HR functions, but require professional support in specific areas e.g. design and implementation of HR administrative structures, recruitment and selection services, training, design of talent management strategies, design of performance management processes, negotiation of collective agreements, and design of compensation & benefits strategies, among other related services. At the helm of this revolutionary company is Ms. Goretti Lawrency. Known for her collaborative leadership style, high performance and innovative approach, Goretti’s experience spans human resource management at the senior local and regional

Goretti Lawrency, Managing Director executive levels, having served in various capacities, including HR Administrator, Vice President HR and Head of HR Southern Caribbean, with responsibility for the St. Lucia, St. Vincent, Grenada and Dominica business units at a leading telecommunications company. She has been instrumental in designing and executing major HR policies, the introduction of a HR Shared Service Model and numerous organizational restructuring projects inclusive of voluntary separation programs, early retirement programs and redundancies, while maintaining an amicable industrial relations climate – a signiﬁcant feat under the circumstances. The introduction of a company of this nature is testament to Goretti’s leadership prowess and passion for change. Over the past year, HRWise has undertaken outsourced HR, HR projects and HR advisory initiatives for a range of private and public sector entities and is positioning itself for continued local and regional growth. Contact us to discuss how we can partner for success.

we partner for success

Evergreen Plaza, Rodney Heights, Gros Islet 758.458.4001 | 758.484.1671 info@hrwiseinc.com | www.hrwiseinc.com BusinessFocus Nov / Dec

A Guide To

MANAGING PEOPLE

Understanding the Line Managerâ&#x20AC;&#x2122;s Role Performance Management Effective Communication ConďŹ&#x201A;ict Management Employee Development Discipline & Grievance Management Employee Engagement & Motivation Learn how to successfully manage your teams in these interactive full day programs.

Human Resource Administrative Structure Design & Support Recruitment & Selection Training & Development Performance Management Support Business Restructuring

Payroll Administration Benefits Administration Human Resource Consultancy & Projects Post Termination Support Services & more . . . BusinessFocus Nov / Dec

ECONOMY & TRADE

Leading by Example to

REACH SUCCESS By Trudy Edgar-Louis

he world is in a constant state of change. Every day, you hear of organizations who are struggling to meet the challenges of the new competitive landscape. To succeed in today’s business environment, organizations and leaders must grow and change at least as fast as the world around them changes. The most important change for leaders is their view and understanding of the role of people. During the Industrial Revolution and most of the 20th century, people were seen as cogs in a great machine. Organizations wanted workers who could do simple, repetitive tasks as efficiently and quickly as possible. Leaders were the “head” and workers were the “hands.” To achieve this dynamic, the best form of leadership was a command and control process. The leader was responsible for all of the creativity, thinking, and decision making. The workers were expected to simply follow the orders of the leader. In today’s information economy, to prosper and even to survive, an organization must tap into the creativity, imagination, and decision-making capabilities of every employee. This means that the people – along with the information, knowledge, and skills they possess – are the most important resource in any organization. Consequently, the very nature of leadership has radically changed. Leaders should lead with one purpose in mind: to achieve increasingly positive results from the efforts of their team members. Highly effective leaders see the qualities of passion, trust, commitment, and loyalty as absolutely essential for improving results from their organization. Truly effective leaders also understand that no leader can convince team members to become something the leader is BusinessFocus Nov / Dec

not. The old expression, “Do as I say, not as I do” carries no weight in a work environment that strives to motivate team members. Leaders who want passion, trust, commitment, and loyalty from team members must first develop these values in themselves. Effective leaders understand that purpose is the ignition to passion, integrity is a prerequisite for trust, service to others generates commitment to the leader and the organization, and stewardship ensures that team members develop their potential, which fosters loyalty. To ignite passion, trust, commitment, and loyalty, highly effective leaders base their leadership on a foundation of four cornerstone values: purpose, integrity, service, and stewardship. •

Purpose provides the “why.” Your purpose is why you are doing what you are doing. When you know why a person is doing something, it enables you to understand that person’s intentions, motives, and priorities. People don’t work just to have something to do, they want to make a difference, they want to contribute to something they believe in and are passionate about. Only a noble, worthy purpose will fan the flame of passion.

•

Integrity - Leaders are required to be individuals worthy of trust and genuine respect among those they lead. Leaders at every level cannot expect followers to grow and develop unless they are willing to improve themselves. Leaders must first learn and master personal leadership (leading themselves) before they can truly master leading others. The root of the word “integrity” is integer – which means a complete, whole, indivisible number. Leaders

with integrity live complete, whole, well-balanced lives. All great leaders display personal integrity by being dedicated to the pursuit of significant goals in all areas of life – not just goals for the organization. Numerous studies have shown that team members consistently regard integrity and honesty as the most important qualities of effective leaders. Leaders with integrity display consistent thoughts and actions; their words and deeds do not contradict each other. Team members want to know that their leaders will do what they say they are going to do, and that they will keep their commitments. •

Service- Highly effective leaders succeed because they desire to be of service. With today’s global business climate shifting away from production of goods toward a knowledge and service orientation, leaders who respond to challenges

Trudy Edgar-Louis is the LMI Licensee for St. Lucia and the OECS. She represents one of the leading US based Performance Improvement Companies, Leadership Management International. Contact details: expandoecs@gmail.com or 758-284-7736

with a commitment to service empower their organizations to grow and prosper. Organizations now recognize that customer loyalty is vital for ongoing success. To achieve this loyalty, businesses must offer the highest quality products and services and be responsive to customer needs. Leaders must also give the same consideration to team members to earn their loyalty. An attitude of service must start with the leader. When top leaders demonstrate that they genuinely care about the people they lead, their team members will respond in the same manner. The end result: team members who want to be of service to customers and customers, who in turn, will continue to buy your product or service. Both customers and team members will go where they feel welcome and stay where they are valued and appreciated. •

Stewardship - Leaders who are committed to service develop a strong sense of responsibility, or stewardship, over the resources and assets they have in their charge. A steward places emphasis not just on the financial assets, but also on the invaluable, intangible assets of an organization. The collective talent of team members is recognized as the core resource of any company or organization. True stewardship acknowledges human potential as the organization’s most important asset. Successful leaders believe stewardship is a vital, permanent part of their management effort. This is because they see their team members as repositories of human potential. As stewards of this incredible untapped potential, highly effective leaders feel an ongoing responsibility to help team members grow and develop in all areas of life. An organization can grow only if its people grow. Great leaders are able to mold a partnership that enables all team members to dream great dreams, make noble plans, and daily pursue those plans together. Leading an organization and embracing these core values on a daily basis is not easy. It takes clear focus, unwavering commitment, and supreme selfconfidence. Most failings of leadership are a direct result of a leader’s lack of clear and consistent values. A strong value system forms the foundation of a positive self-image. ¤

St. Lucia and IFC Work Together to Support Effective Tax Incentives

FC, a member of the World Bank Group (WBG), and the Government of St. Lucia kicked off the second of three workshops designed to help government officials measure the costs and benefits of tax incentives and leverage these incentives to promote productive new investments in the Caribbean.

The workshops are supported by the Department of Foreign Affairs, Trade and Development of Canada (DFATD) and Switzerland’s State Secretariat for Economic Affairs (SECO). Tax incentives have been a key feature of investment promotion strategies for most countries in the Organization of Eastern Caribbean States (OECS). However, there is little evidence to suggest that these incentives correlate with investment flows. While the region offers some of the most generous incentives packages, there has not been a corresponding increase in investment. The workshops help key technical personnel in the OECS identify best practices in tax incentive policy and administration and offer a framework for analyzing the effectiveness of investment incentives in their countries, according to IFC. “Finding the right balance between tax incentives that attract investors and the need for collecting revenues is essential,” said Dr. Sebastian James, Senior Economist at the World Bank. “This can be achieved by having an evidence based approach to tax incentives which helps countries understand the impact of tax incentives and their role in attracting foreign investors. The goal is to provide governments with all the information they need to develop effective tax regimes that support their local economies.” Dr. Reginald Darius, St. Lucia’s Permanent Secretary of the Ministry of Finance, noted that the country is keenly interested in measuring the fiscal costs and socio-economic benefits of tax incentives to ensure the competitiveness and sustainability of its incentives regime. This week’s workshop will focus on developing detailed country-specific models to analyse tax expenditures. It will provide OECS participants with training on how to calculate fuel tax, exempted goods, as well as how to calculate tax expenditures on income tax. A previous workshop held in March of this year provided participants with simple models for tax expenditure reporting and helped them use national statistics to calculate tax expenditure for VAT, customs duties and exemptions, and corporate income taxes. ¤ BusinessFocus Nov / Dec

ENVIRONMENTAL FOCUS

$71.5 Million Renewable Energy Package Unveiled for Eastern Caribbean

he Inter-American Development Bank (IDB) and the Caribbean Development Bank (CDB) has set up a US$71.5 million loan and grant package that will fund renewable energy, energy efficiency, and institutional capacity projects in six Eastern Caribbean countries.

partnerships. The PPP approach will encourage private partners to assume the loans and minimise the risks associated with the geothermal development. Governments will be able to diversify their energy mix without increasing their debt load,” added Gischler.

The Sustainable Energy Facility for the Eastern Caribbean (SEF) will support the six independent countries of the Organisation of Eastern Caribbean States (OECS) – Antigua and Barbuda, Dominica, Grenada, St. Kitts and Nevis, St. Lucia, and St. Vincent and the Grenadines – which are island states with small and isolated electricity markets, lacking the scale necessary to import cheaper fossil fuels, such as natural gas, and inadequate development of renewable energy potential. The SEF Programme has the potential to change the energy matrix of the beneficiary countries and increase energy security, which is critical for these economies to be competitive, IDB said in a statement.

A component of this facility is concessional financing from the Clean Technology Fund. The availability of these resources will catalyse the private sector capital and expertise required for developing sustainable energy projects in the region. Tessa Williams-Robertson, Head of CDB’s Renewable Energy and Energy Efficiency Unit, highlighted the critical importance of a Facility like the SEF that makes concessional resources available for investment in sustainable energy.

“This operation has the potential to trigger a radical transformation of the energy matrix of the Eastern Caribbean. Geothermal power plants established in each of the Eastern Caribbean countries with potential could have aggregate capacity of proximately 60MW, which would substitute the equivalent amount of diesel and heavy fuel oil currently used for baseload power generation. This would displace an average of almost a million barrels of oil per year, which is equivalent to a 44 percent reduction in oil imports or US$56 million per year,” said Christiaan Gischler the IDB’s team leader of the SEF. Gischler added that that public private partnerships could be a mechanism by which many of the energy projects could be successfully delivered. “Under SEF, Eastern Caribbean governments and geothermal developers will be encouraged to form public and private BusinessFocus Nov / Dec

“A substantial focus of the SEF will be to provide seed resources to CDB’s GeoSmart Facility which is being established to support geothermal energy development in the region. GeoSmart will provide financing instruments appropriate to address the level of risk associated with each stage of the geothermal development,” she said. SEF Financing consists of: A Global Credit Loan (GCL) from IDB’s Ordinary Capital Resources (OCR) to CDB of up to USD 20 million A grant to CDB of up to the equivalent of US$19,050,000 from the Clean Technology Fund A grant to CDB of up to the equivalent US$3,013,698 from the Global Environment Facility Trust Fund (GEF Grant) A counterpart contribution of US$29,435,000 is available within CDB’s existing resources for the relevant disbursement period to finance projects which meet SEF objectives, including for private sector electric utilities and at least one energy sector/policy loan for at least one of the beneficiary countries. ¤

New Study Finds Coral Reefs Under Attack From Chemical in Sunscreen

new study published recently in a toxicology journal has found that a chemical widely used in personal care products such as sunscreen, poses an ecological threat to corals and coral reefs and threatens their existence. It only takes one drop of that chemical, oxybenzone, to cause disaster.

The results of the study which was conducted in the US Virgin Islands and Hawaii, come less than two weeks after NOAA declared the third ever global coral bleaching event and warned that locally produced threats to coral, such as pollution, stress the health of corals and decrease the likelihood that they will resist bleaching, or recover from it.

Oxybenzone is found in over 3,500 sunscreen products worldwide, and pollutes coral reefs from swimmers wearing sunscreens and through wastewater discharges from municipal sewage outfalls and from coastal septic systems.

It demonstrates that exposure of coral planulae (baby coral) to oxybenzone, produces gross morphological deformities, damages their DNA, and, most alarmingly, acts as an endocrine disruptor. The latter causes the coral to encase itself in its own skeleton leading to death.

“The use of oxybenzone-containing products needs to be seriously deliberated in islands and areas where coral reef conservation is a critical issue,” said the study’s lead author Dr. Craig Downs of Haereticus Environmental Laboratory Virginia. “We have lost at least 80 per cent of the coral reefs in the Caribbean. Any small effort to reduce oxybenzone pollution could mean that a coral reef survives a long, hot summer, or that a degraded area recovers. Everyone wants to build coral nurseries for reef restoration, but this will achieve little if the factors that originally killed off the reef remain or intensify in the environment.” Between 6,000 and 14,000 tons of sunscreen lotion are emitted into coral reef areas each year, much of which contains between one and 10 per cent oxybenzone.

These effects were observed as low as 62 parts per trillion, the equivalent to a drop of water in six and a half Olympic-sized swimming pools. Measurements of oxybenzone in seawater within coral reefs in Hawaii and the US Virgin Islands found concentrations ranging from 800 parts per trillion to 1.4 parts per million. This is over 12 times higher than the concentrations necessary to impact on coral. A team of marine scientists from Virginia, Florida, Israel, the National Aquarium (US) and the US National Oceanic & Atmospheric Administration, undertook the study. ¤

BusinessFocus Nov / Dec

ENVIRONMENTAL FOCUS

Protecting Marine Areas: By Richard Branson

The Way Forward to Regenerate the Ocean

was delighted to learn that here in the Caribbean, The Bahamas has just announced a major expansion of its marine protected areas. This means that The Bahamas is well on its way towards meeting a commitment made as part of the Caribbean Challenge Initiative (CCI) Leaders Summit of 2013: to protect at least 20 per cent of their marine environment by 2020. The Summit took place on Necker Island in 2013 and I was lucky enough to attend. It’s great to know the new protected areas in the Bahamas will help conserve and protect habitat for grouper and bonefish spawning aggregations, coral reefs, sea grass meadows, mangrove nurseries, and important bird areas. As well as the creation of these new protected areas, The Bahamas has made sure to establish a trust fund dedicated specifically to financing their management. This is all wonderful news, and much needed.

lessen the impacts by helping restore and restock marine life, encourage species abundance and diversity, and build resilience to change. Designating very large ocean areas as fully protected marine reserves where no destructive or extractive activities take place from the Arctic to the Antarctic and everywhere in between, could be the simplest way to revitalise and regenerate our living planet. It is staggering to think that about 70 per cent of the Earth’s surface is ocean, that it contains a greater diversity of life than anywhere on land, and yet, less than 3 per cent is fully protected. Individually and together, governments are beginning to recognise the need for action, and we now have an opportunity to actively encourage them to do so.

It struck me upon reading this, that if smaller Island nations can do this, so can bigger countries. Science suggests we need to fully protect very large areas of ocean from destructive and extractive activities, so that at least 30 per cent of the global ocean is fully protected. And the reasons why are simple and profound.

Next month, governments will decide whether to declare what has been described by some scientists as the ‘Serengeti of the ocean,’ Antarctica’s Ross Sea, as well as large areas of the Southern Ocean near East Antarctica as protected areas. More than four years in the making, with a proposal led by the United States and New Zealand and supported by the Antarctic Oceans Alliance, this would be a step toward the creation of a broad system of Southern Ocean marine reserves, and protect life at sea on an order of magnitude greater than anything before.

The ocean provides the oxygen for every second breath that we take; locks down 25 per cent of the carbon dioxide that we emit and provides food for millions of people across the planet. It drives the weather, and its great currents bring sustenance to the plates of billions around the world. However, ocean waves hide the biggest potential threat to life on our planet. A combination of overfishing, pollution and warming and acidifying seas threaten this life support system. Marine reserves could

I have also been following the work at the UN for high seas protection. Once thought to be barren and devoid of life, the high seas are one of the largest reservoirs of biodiversity on Earth. UN negotiations for a new treaty to protect life in the global ocean have begun, but time is of the essence. These negotiations need to speed up and the resulting treaty needs to enable the full protection of large areas of these international waters. ¤

BusinessFocus Nov / Dec

Saint Lucia Increases Renewable Energy Use

he island builds climate resilience by increasing renewable energy use in the public sector.

The National Mental Wellness Centre (NMWC) and the headquarters of the National Emergency Management Organisation (NEMO) have been equipped with photovoltaic (PV) systems allowing them to tap into the renewable energy of the sun. The development is in keeping with government`s policy direction to increase electricity generation from renewable resources by 35 percent by the year 2020, while reducing energy consumption in the public sector by 20 percent over the same period. The transition to renewable energy sources is a fundamental component of the energy security and price stability thrust of the Government of Saint Lucia. Renewable energy technologies such as photovoltaics also help Small Island Developing States (SIDS) demonstrate their commitment to greenhouse gas reductions despite their negligible contributions to global warming. Global greenhouse gas emissions is cited as the primary cause of climate change.

Saint Lucia to Amplify Regional Voice on Climate Justice

he Saint Lucia leg of Caribbean Voices on and for Climate Change was launched on Thursday October 8, 2015 at the Pigeon Island National Landmark.

Caribbean Voices on and for Climate Change is the brain child of Sustainable Development Minister Sen. Hon. Dr. James Fletcher. The campaign seeks to bring forward and amplify genuine Caribbean voices, and to build bridges between governments and civil society in our response to the threats caused by climate change. This is increasingly critical for Caribbean countries as many of our communities sit on the shoreline of climate change devastation. At a regional meeting held in Saint Lucia on 30 – 31 July 2015 media workers, artistes, civil society representatives and climate negotiators acknowledged the severity and urgency of the current and future impacts of climate change on the Caribbean, and they stressed the need to raise awareness of these threats, within and outside the region.

The implementation of the systems at the NMWC and NEMO, is an important achievement in the work program of the Energy, Science and Technology Unit of the Ministry of Sustainable Development, Energy, Science and Technology.

The meeting also highlighted the need for greater sensitisation and mobilisation within the region, to support the Caribbean’s positions in upcoming negotiations at the Climate Change Conference (COP21) in Paris in December 2015.

“The use of photovoltaic technology is increasing in Saint Lucia and now stands at a meagre yet significant 328 KW of solar roof-top PV,” Permanent Secretary Sylvester Clauzel said. “While there are a few demonstration sites, the time is opportune for great dissemination of the technology particularly on public buildings. The need for ready access to energy during times of disaster cannot be overemphasised as interruption of the electricity supply can cause significant problems.”

As a result, a regional campaign has been conceived, dubbed #1point5tostaylive, to convey the key message that small island states and other vulnerable regions cannot accept an international agreement that would not commit the world to a rise in average temperature that remains below 1.5 Degrees Celsius above pre-industrial levels.

PV systems can provide backup power for communities, increasing the ability to cope both during and following a disaster event.

At Thursday`s meeting, the main elements of the campaign will be presented, including the role of Caribbean artistes, a Saint Lucian Media Climate change Challenge and a documentary on Climate Justice produced by the Government Information Service will be viewed.

The PV system at NEMO has been inspected and approved by LUCELEC. The system at NMWC has been inspected with certification for the system and building received on Oct. 13. These certificates have been forwarded to LUCELEC for system inspection and final grid connection. ¤

This campaign is an important component of Caribbean artillery in preparations for the major conference on Climate Change (COP21) that will take place in Paris, France in December 2015 and that is seen as a defining moment for the future of the planet. ¤ BusinessFocus Nov / Dec

ENVIRONMENTAL FOCUS

Mission Director for USAID Eastern and Southern Caribbean Christopher Cushing addresses attendees of an inaugural Caribbean forum on DRR in Education in Saint Lucia

USAID Hosts Inaugural Caribbean Forum on Disaster Risk Reduction Education in St Lucia

rom October 12-15, the United States Agency for International Development (USAID) sponsored an inaugural Caribbean forum on disaster risk reduction (DRR) in Saint Lucia as part of efforts to ensure that DRR is incorporated into the region’s education sector. Last year, USAID directed more than US$24.5 million towards DRR in the region. Co-sponsored by the Sir Arthur Lewis Community College (SALCC), the theme was “Implementation and Best Practices in the Caribbean Region.” The forum focused on DRR and management within the context of special, early childhood, and higher education. The conference attracted representatives from the ministries of education of ten countries in the region, including the minister of education for Saint Lucia; leading regional and international policy makers; researchers; and academics. The forum created opportunities for networking and sharing best practices. Chairperson of the Board of Governors of SALCC, Fortuna Husbands Anthony, said the relevance and timeliness of the forum was critical: “This year we have wept with our sister country Dominica and only last week the devastation and loss of life in The Bahamas brought home the message that, as a people, we must be educated on DRR. In my humble opinion, our schools, along with other agencies, must be at the forefront to educate all the citizenry.” Christopher Cushing, mission director for USAID Eastern and Southern Caribbean, underscored the importance of including BusinessFocus Nov / Dec

DRR within the educational sector to foster an effective response. “Education plays a critical role in fostering a culture of disaster risk reduction. Spreading the message of disaster preparedness and risk reduction within schools, universities, and at the community level will help prepare individuals for the risks they face.” Cushing praised educators for their contribution and emphasised the inherent strength and resilience of the region’s education sector with regard to natural disasters. He also praised the sector’s ability to withstand exogenous factors such as drugs and violence. Providing insight into USAID’s efforts to date, regional advisor for USAID’s Office of Foreign Disaster Assistance for Latin America and the Caribbean Sidney Velado said that the Agency has addressed DDR in education for the past 15 years through a school safety course. The course provides teachers and other staff with the concepts and tools necessary to reduce disaster risks and produce emergency preparedness and response plans for their schools. He highlighted the importance of sound planning and professional training to equip educators with the requisite knowledge to effectively address DRR. In addition to expert plenary presentations and working group sessions, the three-day meeting had ten panels that addressed financing DRR in education, building resilience to DRR at the early childhood development level, and community involvement in DRR in education. ¤

‘Tis The Season’

eck the halls ‘tis Christmas! As most businesses get in the festive mood and prepare to ring in a new year, it is easy to become side tracked with the constant demands during this period and lose sight of the security aspects of their business. In between gift shopping, office decorating and deadlines to close off yet another challenging year, one should address the security and safety aspects of operations, so it can be business as usual. Here are some helpful tips to keep you abreast of current trends and help usher in a new year in a safe way. Decorations can be pretty difficult too!

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Christmas trees are beautiful especially when decorated. However, they can easily be set on fire due to intense heat from lights or faulty decorations can cause breaks in wiring. Remember to water them (for live ones) and switch off/unplug the outlet when not in use. Ensure trees aren’t blocking exits or touching overhead lights. It may even be necessary to trim trees after purchase. All decorations especially lighting should be checked by an Electrician. Suitable fire safety equipment like extinguishers or sand pails should be in hand if the unthinkable should occur.

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Rid the office of worn out decorations. It is cheaper and safer to replace. Never overload outlets. Ensure extension cords are tangle free and safely placed to avoid a tripping hazard.

Security is also an important area. Some persons are known to work longer hours to meet deadlines during this time and most predators are aware of these practises. They also believe that end of year equates stacks of cash stored in office. Note these helpful tips to keep thieves from preying on tired and absentminded employees.

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Invest in motion-sensor outdoor lighting if not already installed as it tends to get darker at an earlier time, at this time of year. Park your vehicle closer to the building exit for easier access on departure. Try not to leave your car unlocked while loading your vehicle as someone can easily jump in without your knowledge. Avoid using your mobile phone while locking up as this distraction can put your life at risk. Don’t forget to always set your burglar alarm. Setting a reminder on your phone can also guarantee you remember to perform this task.

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Don’t keep more cash then necessary in your office and secure in a safe or access controlled room to minimise threat level. ¤

Do enjoy the season and keep safe!

Kezia Preville is the Business Development Manager at Regional Fire & Security Ltd which operates offices based in St. Lucia, Barbados and Trinidad & Tobago; the location of its parent company. She currently manages the St. Lucia office and can be contacted on info. stl@1rfsgroup.com or (758) 451-3473 for more information

BusinessFocus Nov / Dec

Allison Jules

Director of Operations & Finance

he St. Lucia National Lottery celebrated a 10 year milestone in October, one that they are very proud of. Ten years is indeed a long time and it has been a journey not without occasional difficulties but the share determination focus and vision of The St. Lucia National Lottery made the journey a most enjoyable one and less a task than that envisioned. This could not have been achieved without a group of dedicated, efficient and committed group of people who staff The St. Lucia National Lottery. However all of these great attributes that define us are a result of leadership which nurtures us and allowed us to grow and be molded into conscientious, success driven and creative workers, evident by the tremendous strides we have made. In 2005 we re-launched with Daily Grand which at that time carried a top prize of $1000, Lucky 3 with one draw, Super 6, lotto and eight Instant tickets, all $2. Today we boasts six online games; Lucky 3 with two draws per day, six days per week, Double Daily Grand, enhanced from Daily grand with a top prize of $2000, Power Play which replaced lotto, Big 4, introduced in February 2013 with one draw, now with two draws per day, six days per week, Super 6 and Tic Tac Toe. Our Instant product portfolio has also grown to 13 games with three price points; $3 with a top prize of $25, 000; $5 with a top prize of $50, 000 and $10, the ever popular whole tun cash with a top prize of $150, 000. This isn’t the end, BusinessFocus Nov / Dec

for we plan to introduce another Instant game with a top prize of over $300, 000. All the successes we speak of is not just from our internal growth, a huge part of this success for us comes from our ability to contribute to St. Lucia, to the development of our youth, through sports . We share a relationship with the National Lotteries authority which allows us to contribute monthly, specifically towards the development of youth and sports; and during the past ten years we have contributed over 30 Million Dollars to the NLA, again specifically towards youth and sports development. Our agent base has grown to 115 active online agents, a true testament of confidence and trust. I wish to say thank you to the many business men and women who view lottery as a true business venture. Commissions are paid at 10% for selling Instant tickets and 6% for selling online tickets, obviously the higher agents set their sales goals the more commissions are recognized. What is a lottery without players; our player base has grown tremendously and so has the amount of money we have paid out to winners, a total of $107 Million Dollar; I believe this is evidence that we are doing something right. We wish to thank all our loyal supporters and those who play because they know that in doing so they are contributing not only to their success but that of the youth of St. Lucia who are able to continue striving for excellence in their various sporting disciplines.

At the head of the St. Lucia site is Allison Jules, Director of Operations and Finance. Allison has been with the company for 10 years but is no stranger to the lottery industry having transitioned from the National Lotteries Authority. The 10 year journey has provided opportunities and exposure to a vast range of knowledge in the gaming industry resulting in the responsibility for overseeing the operations of the site. Included in this role of Director of Operations are responsibilities for developing and managing the financial and accounting systems and procedures of the entity.

Natalia Destang

Sales & Marketing Assistant Fulfilling the role of the Sales and Marketing Assistant at St. Lucia National Lottery over the last year has been an amazing experience for Natalia Destang, as she had imagined; an experience that has become more of a passion than a task. Natalia came from the Retail Sector with four years’ experience as a sales associate at Sea Island Cotton Shop. She has developed a true fondness for the lottery industry and everything it embodies. She thrives on knowing that she is part of an establishment which transforms lives every day; as is delivered in its tag line ‘Changing Lives’. Her experience thus far has been an eventful one and she definitely looks forward to a foreseeable future.

Michael Lascaris

Regional Systems & Security Manager

Having been with the company from its inception in 2005, Michael came with a wealth of industry experience from CBN St. Lucia Inc.’s predecessor entities. He began as the Systems Manager, with responsibility for managing the information systems initiatives of the company which included analyzing the current with new technologies for data and information management and security. In October of 2005, Michael and the CBN/CBN St. Lucia Inc. teams launched the online lottery gaming system in St. Lucia, which was further upgraded in 2009 to be fully wire-less. He was charged with the role of Regional Systems Manager in 2013 with direct responsibility for CBN St. Lucia Inc. and CBN Dominica Inc.’s systems and security initiatives as well as consultancy services for CBN’s other regional partners and customers.

Kareena Hardy Executive Secretary

Kareena Hardy has in excess of 15 years’ experience in office administration, having previously served as Logistics Administrator at Fujitsu (OY) in the Netherlands, and later, as Office Manager and Personal Assistant to the Managing Director at software development company SmartFocus Ltd. in the UK. In July 2007, Kareena joined CBN St. Lucia Inc. as the Executive Secretary, providing administrative support to the management team, coordinating meetings and travel arrangements, and procuring goods and services. Her responsibilities also include assisting with the treatment, resolution and administration of Human Resource-related matters for the company. Kareena has twice been chosen to represent CBN St. Lucia Inc. as an international volunteer, to assist with the coordination of the World Lottery Association’s 2010 Convention in Brisbane, Australia and the World Lottery Association’s 2014 Summit in Rome, Italy.

Shanna Whitfield Draws Supervisor

Shanna Whitfield joined the St. Lucia National Lottery with over ten years of managerial experience, mainly in the hospitality industry. Shanna continued to challenge her abilities and open avenues for her personal and professional growth and development when in 2012 she ventured out of her comfort zone and embarked on a career change, becoming the Draw Supervisor at the St. Lucia National Lottery. There she holds the responsibility for draw operations and personnel at the Draw Studio. An attitude like no other, her perseverance and positivity has been key to her successes across the board as she transitioned between the two industries. Her principal function in this new working environment is to maintain the integrity of the live draw broadcasts by ensuring procedures are accurately adhered to and draws are delivered professionally and aesthetically. She describes her current profession as a meaningful experience since it broadens her abilities and knowledge base as a working professional. BusinessFocus Nov / Dec

Tawny Antoine

Merchandizing & Distribution Supervisor

With responsibility for overseeing four field staff and maintaining excellent Customer Service, Ms. Antoine grew into her new role from the post of Sales & Marketing Assistant which she held from 2011 to 2013. Having shown great initiative, determination and the capability to handle more responsibilities Tawny was promoted to Merchandizing & Distribution Supervisor two years later. She has evolved into a serious young professional who sets measurable standards for herself and her team as they continue to achieve increases in the agent base and excellence in customer service.

Alvin Blaize

Operations Supervisor

Alvin joined the company in December 2014 in the capacity of Operations Supervisor. His duty is to spearhead the Business Unit Internal Audit function together with the management of the Business Unit’s Receivables portfolio. He manages a team of four dynamic ladies; two Accounts Supervisors and two Accounts Clerks. They are the first point of contact to all of St. Lucia National Lottery’s customers. Alvin began his career with Cable & Wireless now known as LIME, where he spent twenty years all in the field of Finance; having worked in all sections of the Finance Department. Subsequent to this he was offered the post of Accountant at the St. Lucia Workers’ Credit Union having served as their Treasurer on the Board of Directors for over ten years. BusinessFocus Nov / Dec

ON BRANDING: TRUTH TOLD BEAUTIFULLY “Great Brands Don’t Sell Product, They Sell Emotion”

M By: Hanna Fitz

ost brands spend thousands of dollars a year on advertising campaigns, event sponsorship and other promotions. But for small businesses which do not have the luxury of large marketing budgets, how do you attract more customers and move them from loyalist to advocates? What sets brands like Nike apart from the crowded market for sporting goods or Coco Cola from other fizzy drinks? How did Apple make such a big commercial come back in 1997? What are these brands doing differently? Well you might say they have bigger marketing budgets, but it goes deeper than that and I will share their secret sauce. These companies focus on combining several key ingredients: the absence of product, drawing attention to their core values by telling truth beautifully and making universal understood emotional connections. Here are some of the ways great brands tap into the hearts of their customers and keep them coming back:

#1 Sell Universal Emotions

Regardless of how rational people claim to be, emotions rule our daily lives. People generally make decisions based on how they feel at a particular time. Psychologist, Robert Plutchik developed the emotion wheel and identified 8 primary emotional dimensions: happiness vs. sadness, anger vs. fear, trust vs. disgust, and surprise vs. anticipation. Often great brands influence our behaviour by tapping into our positive emotions. Tag Heuer taps into our trust emotion and challenges our fears by asking “What are you made of?”. Coco- Cola has built its brand around the concept of happiness and is able to create subliminal perception with its “Open

Happiness” message. Their advertising often portrays this emotion with various real life experiences. Coco-Cola hardly ever talks about the product, how great it taste, the unique recipe or any product centered information. Instead they have focused on great storytelling, showing people enjoying life and sharing happy moments. This is the secret of Coco-Cola’s success in connecting with customers. Coco-Cola is always at the center of various positive experiences, the kind of happiness that almost everyone can relate to, regardless of demographic, socio-economic and cultural factors. The emotions that they tap into are universal. It’s no surprise that Pharell Williams “HAPPY” was the most successful song of 2014 with 13.9 million units sold worldwide. People love to feel happy and be associated with happiness.

2. Hero vs. Villain

For as long as anyone can remember, stories of heroes vs. villains have always captured our hearts and emotions. Walt Disney is a global success because of the brand’s ability to create stories that capture our imagination, illustrating the setbacks, challenges and pain, while leaving us with the sweet satisfaction of victory and happily ever after. Nike which means “victory” and uses athletes at the top of their game, pushing their limits to ensure victory against their (mental or external) opponents. The athletes wearing Nike in its commercials, show the brand at the center of their journey to success and the achievement of greatness. It always uses ordinary people achieving their goals. This subtle message allows the audience to associate “achievement” with the brand.

3. Simple and Actionable Message Great brands like Apple, Nike and Patek Philippe all have very simple taglines that

Hanna Fitz is the founder and Chief Brand Strategist at Seashell Consulting Inc. She has worked with a number of companies in the Caribbean and Europe to find solutions to their #1 problem “getting more customers”. She has a first class honours degree in Corporate Management from Anglia Ruskin University, a LL.M in International Commercial Law from Northumbria University, Certificate in Managing Luxury brands, Certified Project Manager and Inbound Marketer. Follow her on Twitter @HannaGFitz can be universally understood. Apple’s “Think Differently” tagline was launched for the first time in 1997, when Steve Jobs decided to move the company’s branding in the direction of product less marketing. Apple realized that it had been spending millions of dollars on advertising yet the company nearly hit bankruptcy before Steve Jobs returned and turned things around. The commercials became more purpose driven, inspirational and affirmed that thinking different is an ingredient of greatness. The tagline challenges the customer to think different and challenge the status quo much like Apple. Nike’s “Just Do It” is an epic tagline that will be talked about for generations to come. This three-word statement is a motivator all by itself. It is a call to action, it sends a message of drive and accomplishment. It is simple yet, everyone, regardless of culture, can relate to it. Finally, Patek Philippe’s tagline “Begin your own tradition” is simple yet very effective in connecting emotionally with its target audience. Their campaigns highlight the universal emotion of the father son relationship. Almost everyone can relate to that special piece of jewellery or watch that has been passed down from one generation to the next. If you never had this tradition in your family, then they are challenging you to begin. Therefore, the key is to connect with the things that matter to people combined with a “call to action” message. Your brand does not need to rant and rave about features and benefits all the time. There is a saying, you gain more from giving. Let the success, joy and achievements of real people speak for your brand. Tap into the emotions that matter to your target audience and do so artfully through great storytelling. Rick Julian said “there is nothing more memorable than truth beautifully told.” ¤ BusinessFocus Nov / Dec

YOUTH IN FOCUS

Youth Employment Crisis Easing but Far From Over – ILO

he global youth unemployment rate has stabilised at 13 per cent following a period of rapid increase between 2007 and 2010 but it is still well above the pre-crisis level of 11.7 per cent, according to the ILO’s Global Employment Trends for Youth 2015 report released recently. The report highlights a drop in the number of unemployed youth to 73.3 million in 2014. That is 3.3 million less than the crisis peak of 76.6 million in 2009. Compared to 2012, the youth unemployment rate has decreased by 1.4 percentage points in Developed Economies and the European Union and by half a percentage point or less in Central and South-Eastern Europe (non-EU) and CIS, Latin America and the Caribbean and Sub-Saharan Africa. The remaining regions – East Asia, South-East Asia and the Pacific, the Middle East and North Africa – saw an increase in the youth unemployment rate between 2012 and 2014, or no change in the case of South Asia. Because of a shrinking youth labour force, the youth unemployment rate remains stubbornly high despite a decline in the number of unemployed youth. In fact, the rate is expected to creep up to 13.1 per cent in 2015, according to the report’s projections. “It is encouraging to see an improvement in the youth employment trends compared to the GET for Youth 2013,” says Sara Elder, the report’s lead author. “But we shouldn’t lose sight of the fact that recovery is not universal and that almost 43 per cent of the global youth labour force is still either unemployed or working yet living in poverty. It’s still not easy to be young and starting out in today’s labour market.” More young women and men in education but still facing a difficult labour market transition. Global shares of youth in the total labour force, whether employed or unemployed, are decreasing over time. One reason is that more young people (although still not enough) are participating in education. However, millions of young people in low-income countries continue to leave school to take up jobs when they are too young. According to the report, 31 per cent of youth in low-income countries have no educational qualifications at all, compared to 6 per cent in lower middle-income countries and 2 per cent in upper middle-income countries. The report also highlights a persistent gender gap with the rates of young women’s participation in the labour market being significantly lower than those of young men in most regions. They continue to be also more exposed to unemployment than their male counterpart. More young people in developed economies are now finding work but the quality of jobs is below their expectations. And still too many remain stuck in long-term unemployment. In the European Union, more than one in three unemployed youth has been looking for work for more than one year. BusinessFocus Nov / Dec

Meanwhile, developing economies continue to be plagued by structural underemployment, informal employment and working poverty. While working poverty (living on less than US$2 per day) has decreased over the past 20 years, it still affects 169 million (one in three) young workers in the developing world. The number increases to 286 million if the near poor are included (living on less than US$4 a day). The report offers new evidence on how young people move into the labour market based on data from recent school-to-work transition surveys (SWTS)* . For young people who aspire to a stable job, the transition period takes an average of 19 months. A young person with university education is able to move to a stable job in one-third of the time needed for a youth with primary education. In most cases the transition takes longer for young women than men. Time to scale up action: Investing in skills and in quality job creation Rapid changes in technology, in patterns of work and employment relationship, as well as new forms of start-ups, require constant adjustment to new labour market conditions and addressing skills mismatches. Providing youth the best opportunity to transition to a decent job calls for investing in education and training of the highest possible quality, providing youth with skills that match labour market demands, giving them access to social protection and basic services regardless of their contract type, as well as levelling the playing field so that all aspiring youth can attain productive employment regardless of their gender, income level or socio-economic background. “We know that today’s youth do not face an easy labour market transition and with the continued global economic slowdown, this is likely to continue, but we also know that greater investment in targeted action to boost youth employment pays off. It is time to scale up action in support of youth employment,” says Azita Berar Awad, Director of the ILO’s Employment Policy Department. A combination of efforts that place priority on job creation and target the specific disadvantages of young people are required to reap the benefits of public and private investments and of other measures to restore economic growth. “The 2030 Sustainable Development Agenda,” Berar Awad continues, “and its emphasis on youth employment in Goal 8, provides a new opportunity to mobilise broad global partnerships to support action on a more significant scale. Increased investment is needed to alleviate the scars of the crisis on the present generation as well as to ensure more inclusive labour markets and societies.” * The Global Employment Trends for Youth 2015 report includes data from 30 school-to-work transition surveys (SWTS) from the Work4Youth project, a global partnership between the ILO and The MasterCard Foundation. ¤

NCPC Empowers Young Entrepreneurs Towards Increased Productivity

he National Productivity and Competitiveness Council (NCPC) reinforces its commitment towards promoting increased productivity and competitiveness by embarking on actions and activities which educate and encourage a mind-set change amongst the Saint Lucian citizenry. Continuing on in this vein, the Council is seeking to empower and encourage future success amongst young entrepreneurs to equip them with the tools which will promote increase in innovations and by extension making their businesses more competitive. The NCPC hosted as part of Productivity Awareness Week 2015 “The Competitiveness Enrichment Seminar” which was held on October 15, 2015 from 9 a.m. until 3:00 p.m. at the ICT Centre on Bourbon Street, Castries. The seminar featured informative and engaging sessions touching on, amongst others, subjects such as Information Processing, E-Commerce, Social Media Marketing and Customer Service. Event organiser Marina Suraj of the NCPC states: ‘If you are between the ages of 18-35 years and are an entrepreneur with a micro-business, this opportunity is for you! ¤

Bay Gardens Resorts Awards Top Common Entrance Performers

t. Lucian owned and operated resort chain, Bay Gardens Resorts has awarded the top eleven (11) performers at this year’s common entrance exam. Splash Island Water Park Managing Director, Ms. Julianna Ward Destang, accompanied by the Bay Gardens Resorts Executive Director, Mr. Sanovnik Destang, granted these students who were joined by their parents, special prizes at an intimate presentation ceremony hosted at the Seagrapes Beach Bar overlooking Splash Island Water Park. The top three (3) performers were granted a special Lunch voucher for two at the newly opened Seagrapes Beach Bar while all 11 top performers were granted 2 sets of 2 hour Splash Island Water Park passes. “I am delighted that we are able to reward some of St. Lucia’s youth for their achievements and dedication to success” said Mr. Sanovnik Destang

Bay Gardens Resorts would like to once again congratulate these students and wish them the best in their future endeavors. ¤ BusinessFocus Nov / Dec

TOURISM FOCUS

CTO Wants Open Skies Policy in the Caribbean

Secretary General of the Caribbean Tourism Organization (CTO) Hugh Riley ecretary General of the Caribbean Tourism Organisation (CTO) Hugh Riley has urged regional authorities to institute an Open Skies policy and wherever possible to eliminate secondary screening at Caribbean airports.

Riley said that while an Open Skies policy would allow regional carriers to take unlimited flights to all Caribbean Community (CARICOM) member states and encourage the growth of competition among carriers, elimination of secondary screening would encourage greater demand for intra-regional travel. He has also called for improved interline arrangements for a “vastly enhanced” baggage transfer and improved passenger experience. Riley, who spoke at the recent airline route development forum, “World Routes 2015” in Durban, also made a plea for collaboration in a number of areas, including intelligence sharing with the use of the Advance Passenger Information System (APIS), and security processing. “Cooperation in these areas will encourage and facilitate greater investment by airlines into and across the Caribbean region. Better connectivity means greater economic benefits.” Citing the post-September 11 television campaign in the United States, “Life Needs the Caribbean” and the 2007 Cricket World Cup as examples, Riley said the Caribbean has shown its ability to put effective regional strategies in place and can do the same to grow travel into and throughout the region. “This type of cooperation and collaboration needs to be the standard practice in serving the region’s various tourism needs,” he said. The Secretary General added that it was important to finalise and implement the amended Multilateral Air Services Agreement; facilitate unlimited third, fourth, and fifth freedom

BusinessFocus Nov / Dec

of traffic rights for scheduled passenger services from and between international airports and sub-regions within CARICOM and; establish a CARICOM Single Domestic Air Space to help generate additional international traveller demand which, in turn, will encourage airlines to establish routes to the region. “Unnecessarily lengthy policy development and slow implementation processes hinder progress,” he said. The World Route Development Forum attracted senior representatives from airlines, airports and tourism authorities who meet to plan and discuss new and existing global air services. It is organised by the aviation route development company, Routes. CTO member countries Antigua and Barbuda, the Bahamas, Puerto Rico and the Turks and Caicos Islands attended this year’s event. Riley’s attendance at the event was aimed at elevating the Caribbean brand; exploring opportunities for the Caribbean; presenting the prospects for expansion and improvement of connectivity within the Caribbean; and discussing challenges facing regional and global aviation and offering solutions. He also highlighted the work of the CTO Aviation Task Force as a facilitator within the Caribbean and beyond. “I was pleased with the extremely high quality of the interactions we made in Durban and the level of interest there is in the Caribbean: interest in exploring the tourism potential between the Caribbean and Africa, as well as expanding into other nontraditional markets. “I fully expect that contacts we made here will be used to the benefit of Caribbean tourism in general and CTO’s membercountries in particular,” Riley said. ¤

hief Executive Officer of Sandals Resort International (SRI) Adam Stewart copped the Caribbean Hotelier of the Year Award which was presented by the Caribbean Hotel and Tourism Association (CHTA).

The presentation was made during the Caribbean Hospitality Industry Exchange Forum (CHIEF), which took place from October 2 – 4 at El Conquistador Resort, A Waldorf Astoria Resort in Puerto Rico.

Adam Stewart Named Caribbean Hotelier of the Year

Stewart is the 35th recipient of the award and is the highest professional honor bestowed in hotel and resort operations in the Caribbean. The award recognizes excellence in all areas of operations, as well as a commitment to the training and development of staff, contributions to the community and a demonstrated commitment to sound environmental practices. It also acknowledges each recipient’s active role in both national and regional issues affecting Caribbean tourism. ¤

St Lucia’s BodyHoliday Undergoing $20 Million Renovation

LIAT Celebrates 59 Years of Service to the Caribbean

t. Lucia’s BodyHoliday resort recently began a $20 million renovation. The project will include a series of upgrades and additions “designed to maintain the property’s level of luxury and excellence,” according to a statement. The changes include the introduction of the new Thalasso on the Rocks, an overwater spa facility, a yoga deck, a lounge area and dining cabana and an underground sea salt grotto. The resort will also have a new restaurant, The Garden House, including raw and fresh organic produce from the property’s one-acre farm. The farm will also include a new private dining space called ITAL. According to the property, the renovation will also include a renovation of all 33 treatment rooms and public spaces. ¤

IAT – The Caribbean Airline celebrated on October 16, 2015 its 59 years of continuous service. Chief Executive Officer David Evans said LIAT is honoured to be of service to the Caribbean region for 59 years. LIAT, then an acronym for Leeward Island Air Transport Ltd., was founded in Montserrat in October 1956 by St. Kitts born Sir Frank Delisle. Mr. Evans said LIAT has grown over the years and is now the main mode of transportation for people travelling between the islands. “From a single Piper Apache aircraft in 1956, we now use nine state of the art ATR 600 series aircraft to fly thousands of people a year to 17 destinations around the region,” Mr. Evans said.

“Our loyal and dedicated staff have built an airline that, after 59 years, is still committed to the region; an airline that focuses on providing convenient air transport connections to the countries we serve. “We thank you for your support over our last 59 years and look forward to celebrating many more years with you on board,” Mr. Evans added. LIAT operates more than 500 flights per week from Puerto Rico in the north to Guyana in the south - providing the most extensive inter-island network of any carrier in our region. Last year LIAT carried over three quarters of a million passengers across its route network. ¤

BusinessFocus Nov / Dec

TOURISM FOCUS

Minister of Foreign Affairs and Foreign Trade Senator Maxine McClean and Iceland’s Minister of Foreign Affairs Gunnar Sveinsson shake hands following the signing ceremony of an air services agreement. (GP)

Barbados Signs Air Services Agreements with Iceland and India

arbados and Iceland have signed an air services agreement. It entitles the airlines designated by the parties to, among other things, fly over as well as land in the territory of the other country.

The deal further permits airlines from within the Caribbean Community (CARICOM) and from within the European Economic Area to benefit from its provisions. Minister of Foreign Affairs and Foreign Trade, Senator Maxine McClean, and Iceland’s Minister of Foreign Affairs, Gunnar Sveinsson, co-initialled the agreement this week on behalf of their respective countries. Barbados has an extensive network of Air Services Agreements globally, which are aimed at facilitating air travel to and from Barbados and encouraging new investments in the air services sector. Most recently, in July 2015, Barbados and Hong Kong signed a similar agreement aimed at developing air transport and tourism out of the Asian region. This is the second major agreement between Iceland and Barbados; the two countries concluded a Double Taxation Agreement in 2011.

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Barbados also signed an air services agreement with India which will allow for easier travel between the two countries. According to the Barbados Minister of Tourism and International transport, Richard Sealy, the agreement, which allows for full fifth freedom rights, would definitely benefit both Barbados and India. He signed the document along with high commissioner of India, Murugesan Subashini. The minister explained that fifth freedom rights were essential for far flung destinations, as it would allow airlines designated by Barbados to transport passengers to Mumbai and Delhi in India and some points beyond. Subashini expressed pleasure that the agreement had been concluded, pointing out that it opened the door for more persons to travel to Barbados from India and vice versa. She added that India had a large population, and that the middle class stood at around 400 million persons, which was an excellent target market for tourists. Subashini also highlighted the fact that India had a number of training programmes that Barbados could take advantage of, particularly now that travel between countries was easier. In addition to the air services agreement, the two officials signed a memorandum of understanding, which allows for both countries’ designated airlines to operate seven services per week in each direction on the routes specified in the agreement. ¤

Expedia Completes $1.6 Billion Acquisition of Orbitz

xpedia has completed its acquisition of Orbitz Worldwide, a deal that represents an enterprise value of $1.6 billion.

The deal is the latest significant acquisition for Expedia, which also acquired Travelocity at the beginning of this year. “We are pleased to welcome Orbitz Worldwide to our family of leading travel brands,” said Dara Khosrowshahi, Expedia, Inc. Chief Executive Officer. “Our mission is to revolutionise travel through the power of technology. Given Orbitz’s focus on transforming the way consumers around the world plan and book travel, we couldn’t be more aligned. As we bring our talented teams and capabilities together, we will be well positioned to accelerate the pace of innovation to deliver even better customer experiences to Orbitz’s loyal customer base and to further enhance the marketing and distribution capabilities we offer to our global supply partners.” The deal was completed after the Department of Justice did not object to the merger of two major travel industry players. “We know online travel booking is important to US consumers and to the airlines, car rental companies and hotels that serve those consumers,” said Assistant Attorney General Bill Baer of the Justice Department’s Antitrust Division. “Over the course of a six-month investigation, lawyers and economists from the Antitrust Division reviewed tens of thousands of business documents, analysed transactional data from the merging companies and from other industry players and interviewed over 60 industry participants of various types and sizes. The Antitrust Division investigated the concerns that have been expressed about this transaction. We took those concerns seriously and factored into our analysis all of the information provided by third parties. At the end of this process, however, we concluded that the acquisition is unlikely to harm competition and consumers.” ¤

Lussoria & Associates' New Role at Ladera Resort

fter four successful years repositioning Ladera Resort as one of the top experiential resorts in the world, Olivier Bottois has re-launched his company Lussoria & Associates (L&A). L&A is a Chicago based management company founded by Bottois in 2009, that started with hospitality projects in Canada and the United States. “It is a great opportunity to bring Lussoria to the Caribbean Region, says Bottois. “I also look forward to continuing the successful positioning of Ladera as the first luxury experiential resort in the Caribbean. I am also proud to have put together an “all St. Lucian” team, promoting from within and excited to continue to work with the wonderful Ladera family.” In his new role, Bottois will continue to lead standards, business development initiatives, strategic planning as well as sales, marketing and revenue management for Ladera. “As VP of Operations, Olivier has had a tremendous impact on Ladera’s ongoing success and taken the property to a whole new level,” said Holly Scott, Chairman of the Board. “After two consecutive record-breaking years, top accolades from both travel industry associations and the international media community we are delighted that Olivier is continuing to grow Ladera with the added impact of his internationally known company and Lussoria’s connections. We are a winning combination working to enhance Ladera’s position as one of the World’s Most Romantic Resorts.” ¤ BusinessFocus Nov / Dec

HEALTH & WEALTH

UNAIDS Welcomes New WHO Guidelines on the Use of Antiretroviral Medicines

U virus.

NAIDS today welcomed the release by the World Health Organization (WHO) of new guidelines on the use of antiretroviral medicines as a significant step towards improving the lives of people living with HIV and reducing the transmission of the

The guidelines recommend that antiretroviral medicines be prescribed to people as soon as possible after their HIV diagnosis regardless of their CD4 count (CD4 is a measure of immune system health). The guidelines also recommend that people at higher risk of HIV infection be given access to pre-exposure prophylaxis (PrEP) as part of a combined HIV prevention strategy. “These new guidelines and recommendations are a highly significant moment in the AIDS response,” said Michel Sidibé, Executive Director of UNAIDS. “The medicines and scientific tools now at our disposal provide us with a real opportunity to save millions of lives over the coming years and to end the AIDS epidemic by 2030.” The WHO guidelines, produced with the support of UNAIDS, are being released following the increased weight of research evidence that has emerged over the past 12 months. This included data from the international randomised clinical trials Temprano and START (Strategic Timing of Antiretroviral Treatment), which found compelling evidence of the benefits of immediately starting antiretroviral therapy.

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The data from Temprano and START followed a series of research findings over several years demonstrating the health benefits of starting HIV treatment earlier. Several research studies among groups at higher risk of HIV infection have also indicated the significant efficacy of PrEP in reducing new HIV infections. The new guidelines recommend that PrEP be offered to anybody at substantial risk of HIV exposure. The guidelines will also help reinforce the UNAIDS Fast-Track approach, which encompasses a set of targets to be reached by 2020. The targets include 90% of all people living with HIV knowing their HIV status, 90% of people who know their HIV-positive status having access to treatment and 90% of people on treatment having suppressed viral loads. They also include reducing new HIV infections by 75% and achieving zero discrimination. “We are at a crossroads in the response to AIDS,” said Mr. Sidibé. “We know what works – now we need to put people first and fully respect their right to health.” UNAIDS reaffirms the importance of respecting a person’s right to know their HIV status and to decide whether and when to begin antiretroviral therapy. HIV prevention and treatment decisions must be well-informed and voluntary. Wider and more equitable delivery of antiretroviral therapy and PrEP will require increased efforts to address the social and legal barriers that inhibit access to health services for people living with HIV and for marginalised populations at higher risk of infection. ¤

Saint Lucia Health Ministry Launches Measles, Mumps and Rubella Survey

he Ministry of Health formally launched the Measles, Mumps and Rubella Survey on Friday September 25th in collaboration with the Ministry of Education endorsed and supported by the Pan American Health Organisation (PAHO).

Being the Major provider within the Public Health Care System of St. Lucia the Ministry of Health is obligated to promote and protect child health. Medical Officer of Health, Dr. Sharon Belmar-George said immunisation or vaccination is a proven strategy and tool for controlling and eliminating life threatening infectious diseases in children. “It is one of the most cost effective health investments with proven strategies and it can be made accessible to children throughout our communities.” Belmar-George added that based on the recommendation of PAHO/WHO, the Ministry of Health has formulated several strategies to ensure every child in St. Lucia has access to immunisation or vaccines via the 33 Wellness Centres, 2 hospitals and the Gros Islet Polyclinic free of charge. To date the Ministry of Health has maintained a 95% coverage in children below 2 years old. “However we are quite concerned about children from the 4, 5-6 age range and a little later on where persons have not been fully vaccinated. And that has put those children and other children at risk of developing vaccine preventable diseases…So part of this survey will allow us to asses our level of coverage of vaccines of children within the schools.” Belmar-George noted. Manager for the Expanded Programme on Immunisation, Nurse Julietta Cassius-Frederick noted that this survey is conducted against the backdrop of St. Lucia and rest of the Americas being certified by PAHO/WHO as Measles and Rubella Free. “Hence the reason why we as the Caribbean are being urged to conduct activities to maintain that elimination process. So

the MMR Survey is one such strategy that we are undertaking to ensure that Measles and Rubella is free from our shores. However for our second dose of our MMR Vaccine which we normally give at 4-5 years, it’s a concern to the Ministry and hence we need to be able to improve that, therefore this survey what it will do, it will help us improve on our immunisation programme. It will also help us identify if there are any inconsistencies and things we would have to improve on in terms of data quality, the health records of our children both on their health cards and the records at our facilities.” Cassius-Frederick indicated. In collaboration with the Ministry of Education, 2 students per grade in every school have been selected to form part of the survey with the parents of these selected students being the ones who will be interviewed about immunisation and immunisation services. Sophia Edwards-Gabriel, Health and Family Life Education Specialist in the Ministry of Education spoke to the collaboration with the Ministry of Health. “One component of quality education is having quality learners and off-course to have quality learners we need persons who are of good health and so therefore it’s also the business of the education sector to ensure that our children are healthy. We are particularly concerned with their physical health as well as their psycho-social health and so the Ministry of Education supports health promotion through the health and family life education curriculum which is taught throughout schools at all levels from K-12.” The survey will be conducted by trained interviewers and supervisors identified by ID Cards from Ministry of Health. The Ministry solicits the cooperation of members of the public particularly parents who have been identified for the survey to respond as honestly as possible to the questions posed. The result of which will allow for improved data collection and policy decisions that will improve the immunisation programme and the general health of children. ¤ BusinessFocus Nov / Dec

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HEALTH & WEALTH

events 2015/16

Regional Consultative Group for the Americas (RCG-A) Conference 3-4 December 2015, Barbados The RCG-A will meet to discuss a number of issues including a report on the recent Financial Stability Board (FSB) held in London in September 2015. The twoday meeting from December 3, is expected to be attended by officials Argentina, Bahamas, Bermuda, Bolivia, Brazil, British Virgin Islands, Canada, Cayman Islands, Chile, Columbia, Costa Rica, Guatemala, Jamaica, Mexico, Panama, Paraguay, Peru, Uruguay and the United States.

Caribbean Travel Marketplace 2016 January 21-23, 2016 – Atlantis Paradise Island, the Bahamas Caribbean Travel Marketplace is the Caribbean’s largest, most important and longeststanding tourism marketing event. Over two days of business meetings, over 350 Caribbean travel suppliers and 250 international and domestic buyers from over 20 countries conduct business negotiations that generate future travel to the Caribbean. Caribbean Travel Marketplace presents the opportunity to secure wholesale bookings from major global markets at the beginning of the year. For further info: www.caribbeanhotelandtourism.com

7th Annual St Lucia Business Awards January 23rd, 2016, St Lucia The St. Lucia Chamber of Commerce Industry and Agriculture will host the St Lucia Business Awards as the grand finale event in St Lucia’s Nobel Laureate Week by honouring business excellence on the island. The goal of the awards continues to be, rewarding and celebrating top performing companies within Saint Lucia’s private sector. The Awards have brought much prestige and attention to the many winners and nominees over the years, testament to the high regard the awards and its independent adjudication process are held by all. For further info: www.stluciachamber.org

Capacity Caribbean 2016 Feb 9-10, 2016, San Juan, Puerto Rico Celebrating its 10th year running in 2016, Capacity Caribbean is the only wholesale telecommunications event for the entire Caribbean market. The event aids to unite the local telecommunications market with international service provider. For further info: http://www.capacityconferences.com/Capacity-Caribbean.html

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MAJOR MOVES Rodinald Soomer – the NEW CEO of CDF The Barbadosbased CARICOM Development Fund (CDF) has a new Chief Executive Officer (CEO), who will lead the organisation through its second funding cycle, 2015-2020. He is Rodinald Soomer, an Economist, who was previously employed in the Division of Economic Affairs with the Organisation of Eastern Caribbean States (OECS) Commission, from May 2005 to August 2015, where he headed the Economic Development Policy Unit. Soomer holds a Bachelors Degree in Economics from the University of the West Indies (UWI) and a Masters Degree in Economics from Britain’s York University with a specialization in Project Analysis, Finance and Investment. With the CDF, Soomer’s key responsibility will be to provide direction and leadership to the CDF’s planning, strategy development and implementation processes. These include identifying funding sources, quantifying resource requirements, designing strategies to approach potential contributors and development partners, and administering appropriate policies for the sustainability of the Fund’s capital. He will play the lead role in negotiations with regard to resource mobilization and in advocating the CDF’s vision and mission within the CARICOM region and the donor community. ¤

Saint Lucia’s First Ambassador to Taiwan – Mr. Hubert Emmanuel His Excellency Raymond Mou recently announced that former

Permanent Secretary, Hubert Emmanuel, will be Saint Lucia’s first Ambassador to Taiwan. The announcement was made by Taiwan’s new Ambassador to Saint Lucia, H.E. Ray Mou, at a reception celebrating Taiwan’s 104th National Day. Both countries had previously agreed to synchronize the announcements of the respective new ambassadors in Castries and Taipei, to coincide with the official celebration of Taiwan’s National Day. Mr. Emmanuel has also served as the Permanent Secretary in the Ministry of Agriculture and Fisheries. ¤

Onel SandfordBelle – New General Secretary of the Association of Caribbean Media Workers (ACM) Onel Sanford-Belle is a journalist, producer and journalism entrepreneur, pushing for a paradigm shift in Caribbean Journalism. She is St Lucia’s 20142015 #1 television news anchor/ personality, Managing director of ElShaFord Productions; a journalism start-up that produces the pioneering Caribbean newsmagazine series, Sanford-Belle presents. Onel Sanford-Belle has more than 15-years experience in her field and her work has spun meaningful debate in a number of Caribbean islands. She is a former Virgin Islands Television Network (VITV) primetime news anchor and producer, and more recently, appeared nightly in St Lucians’ living rooms as the lead anchor on DBS Television. As part of her role and responsibilities as General Secretary of ACM, she will focus on institutional and membership strengthening. She has been a member of the organization for the past 12 years and this is her 2nd term on the ACM executive.

Ian Herman Appointed New General Manager of Foster & Ince Group of Companies, St. Lucia Ian Herman has been recently appointed as the General Manager for Foster & Ince Cruise Services (St. Lucia) Ltd and Platinum Port Agency (St. Lucia) Ltd. Mr. Herman was the former Marketing Manager for Special Markets and Product Enhancement at the St. Lucia Tourist Board for almost 11 years. Previously, he served as the Manager of the Minvielle and Chastanet Tourist Department. In accepting such a position, Mr. Herman stated: “I look forward to the challenges facing the island’s cruise sector and working to expand Foster & Ince Cruise Services Group of Companies’ business locally and regionally and leveraging our relationship with our many partners around the world”. Chairman of the Foster & Ince Group of Companies, Mr. Martin Ince said: “I am delighted to welcome Ian to our management team here in St. Lucia. Ian’s understanding of the needs of the cruise sector and his wealth of knowledge and experience in a highly competitive tourism industry will help ensure that Foster & Ince St. Lucia maintains its focus and to grow its presence locally and globally”. ¤

Edmunds appointed Director of Agricultural Sector Relations of Caribbean Agricultural Network Dr. Joseph Edsel Edmunds of St Lucia has been appointed Director of the Agricultural Sector Relations of the Caribbean Agricultural Network (CAN) based in the United BusinessFocus Nov / Dec

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MAJOR MOVES States by the President of the Network, prominent Dominican lawyer and Caribbean development advocate Gabriel Christian. The appointment letter states that “This position grants you the mandate to do all things reasonable and necessary to link our organization to government and non-government entities for the purpose of promoting Caribbean agriculture. We believe that your stature and experience can go a long way in advancing our regional interest and that of our affiliates in Africa, the Americas, and further a field” Dr, Edmunds has served as a consultant to various international agencies in the South Pacific, Africa, Latin America and the Caribbean and is a world renowned Nematologist. The Agricultural Network, a nongovernmental organization, was launched on April 16 in Washington, DC with established links with African, Latin American and Caribbean scientists and members of agro industries which have been successful in generating economic agricultural enterprises in developed and developing countries. ¤

Scotiabank Saint Lucia welcomes new country manager Veteran banker Elie Bendaly is the new leader in charge of Scotiabank’s operations in St. Lucia. Bendaly brings a wealth of Caribbean management experience to his new position where he will oversee Scotiabank’s three branches in Castries, Rodney Bay and Vieux Fort. He comes to the post directly from Grenada where he served as Country Head for the past three years. During his tenure there, he led Scotiabank to win The Banker Magazine’s prestigious Bank of the Year award in Grenada as well as the Business of the Year award from the Grenada Chamber of Commerce. Previously, he served as Country Head for Scotiabank in St. Maarten for six years. A dedicated Rotarian, Bendaly has devoted his energies to community BusinessFocus Nov / Dec

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service in the countries in which he’s worked, particularly in the area of health. In Grenada, he conceptualised and spearheaded the Together We Care community initiative, a joint fund-raising campaign which raised XCD $50,000 to assist HIV/AIDS programmes in Grenada. This programme was modelled on Stronger Together, another fund-raising project which he started in St. Maarten in 2006 for the benefit of the local AIDS Foundation and which continues to this day. Bendaly began his career with Scotiabank in 1970 in London, Ontario, Canada. Over the years he held progressively more senior positions in operations and management in Scotiabank branches in Toronto as well as in the bank’s Caribbean Regional Office before his move to the Caribbean. Scotiabank’s managing director for Caribbean East, David Noel said Bendaly was a natural choice to head the bank’s operations in St. Lucia given his experience and dedication to the customer, stating: “Elie knows our markets here very well – this will be his third consecutive posting in the Eastern Caribbean so he is well positioned to take on his role here quickly and seamlessly. More importantly, he is a customer service champion – our customers in Grenada were used to seeing him at the doors of whichever branch he was at that day, waiting to welcome customers every morning.” ¤

Mr. Stephen Husbands - The new Hotel Manager at Sandals Regency LaToc Golf Resort & Spa. The Barbados born HM, Stephen Husbands, brings with him a wealth of knowledge and experience to the Sandals brand and Saint Lucia. His reputation of bringing out the best in his teams while focusing on efficiency through effective policies and systems precedes him. Before joining the Sandals Regency team Mr. Husbands worked at The Body Holiday

at Les Sport, Golden Tulip Hotels & Resorts, Intercontinental Hotels in the UK, Jury Inn, Audley’s Wood Hotel, Grosvenor House and Park Lane to name a few, in various positions from general manager to financial controller, vice president of finance and operations. Sandals Resorts International welcomes Mr. Husbands to the team. ¤

St. Lucia Association of Music Educators elects new executive On Wednesday, 07th October 2015, Music Teachers from around St. Lucia gathered at the Marigot Secondary School. The main goal of this meeting was the revival of a significant organisation for music educators in St. Lucia called SLAME, (St. Lucia Association of Music Educators). The meeting culminated with the National Anthem, sung by a group consisting of teachers. Teachers seemed enthusiastic and eager to hear what Mr. Jason Joseph, one of the curriculum officers for music, had to share. Mr. Joseph together with Mrs. Priscila Lucien welcomed teachers and followed with addressing pertinent matters relating to the teaching of music in schools. In addition, as part of music month in November 2015, teachers shared on various planned activities to make this year’s music month a dynamic and memorable one. The agenda continued with the election of an Interim Executive for SLAME. Elected was President – Mr. Tony Wilkinson, Vice President – Mr. Oswyn James, Secretary – Ms. Sonancia James, PRO – Ms. Pearleta Avril and Treasurer Mr. Ken Berrance. The Interim Executive of SLAME has its terms of reference as follows. -To ensure that the SLAME Constitution is in existence, available and current for its future operations. -To locate and be in possession of all existing important official and Administrative documents of SLAME. -To prepare the organisation, SLAME for Election of Officers at the soonest. The interim Executive/Committee of SLAME is expected to move full speed ahead as they plan to make the association a more active and efficient one. ¤

NEW COMPANY REGISTRATIONS COMPANY

NATURE OF BUSINESS

DIRECTORS

Anglyn Eco-Farm Ltd.

Agricultural

Dawn Dolcy

Cadetâ&#x20AC;&#x2122;s Electrical Ltd.

Electrical Supplies and Contracting

Jascha Tarique Cadet

Cap Technologies St. Lucia Ltd.

Graphic Design Services and Consultancy

Steven Clarke

Caribbean Hearing Clinic Co. Ltd.

Hearing Aid

Gladys Taylor

Chefs Choice Pasta Ltd.

Manufacturing of Pasta and Related Products

Kenneth Bennett Lalsingh, Chad Lalsingh, Kenny Lalsingh, Dharmendra Shah

Citizenship Investment Services Inc.

Citizenship and Investment Consultancy Services

PIF Corporate Services Inc

Citizenship Saint Lucia Inc.

Citizenship and Investment Consultancy Services

PIF Corporate Services Inc.

Deals Inc.

Wholesale and Retail

Francis Pierre

Drake Shops 1 Inc.

Retail

Andie Wilkie

Drake Shops 2 Inc.

Retail

Andie Wilkie

Fairest Isle Properties Inc.

Property Development

Dylan Douglas Bourne

Fiduciary & Citizenship Services Ltd.

Fiduciary and Citizenship Services as ell as Patricia Prudent-Phillip, Marcellus Phillip Related Services

Hibiscus Tours St Lucia Ltd.

Tourism Excursions, Services and Accommodation

Instamedia Inc.

Photography, Event Photography, Tourism William Barnes Mortley, Chelsea Ochilien, Related Photography, Purchase and Sale Bradley Ochilien, Marilyn Joseph of Related Material and Equipment

JAA Ltd.

Holding Company

Andy Delmar, Janique Delmar, Alden John Delmar

Kay Bois Ltd.

Villa Rental and Accommodation

Jeff Bullen, Janice Bullen

Kleydun Consulting Services Inc.

Construction Management

Lavinia Dunkley-Adjodha

L T-Colab Ltd.

Social Entertainment

Andy Delmar, Veil Tobeirre

LWGL Lotto World Group (St Lucia) Ltd.

Gaming Lottery

Marco Stifani, Martin Hollingsworth

MEPS Inc.

Comprehensive Engineering Services and Products

Joe Lindberg

Moma Inc.

Business and Fashion

Mae Sabbagh-Wayne, Oya Soysal

Papa Bois Ltd.

Manufacturing and Distribution of Crafts

Jallim Eudovique

Premium Distributor Inc.

Wholesale Distribution of Consumer Goods

Curtis Francois, Joan Daniel

Proteus Technologies Inc.

Information Technology

Randal Neptune

Sandy Hoofs St. Lucia Ltd.

Riding Stables

Josh de Frietas, Keri de Frietas

Sooo Lucian Tours & Services Ltd.

Handling Excursions, Car Rental, Real Estate & Hotel Accommodation

Cecilia Gidharry, Humbert Gidharry

Tapion Pharmacy Inc.

Pharmaceutical

Marie Grandison Didier, Romel Daniel

Telwilky Productions Inc.

Music, Arts and Entertainment

Tony Wilkinson

Therrestra Ltd.

Building Construction

Hugo Perez Ovalles

Vasu Ltd.

Property Holdings

Theodora Jean Baptiste, Kerwin Jean Baptiste

Daniel Nunez, Mindy Khodra

BusinessFocus Nov / Dec

105

ADVERTISERâ&#x20AC;&#x2122;S INDEX COMPANY

Page

1st National Bank

Bank of Saint Lucia

Carasco & Sons

Cool Breeze

Digicel

EC Global Insurance

Ernst & Young

105-160

Fast Cach St. lucia Ltd.

First Citizens Investment Services

Home Services

Hot Sports Auto Rental

Island Style Tile and Bath

Regal Insurance

Sentinel Security

UWI Open Campus Saint Lucia

Windward & Leeward Brewery

Counter Top Factory

Building Technical Services & Management Inc.

Consolidated Foods

St. Lucia Distillers

Celestial Self Development Centre

Natmed

Ferrands Foods

Paradise Water

Royal Bank of Canada

Baron Foods Ltd.

Soufriere Estate

Ramco Plastics

Free Zone Management Authority

St. Lucia Marketing Board

St. Lucia Electricity Services

St. Lucia Bureau of Standards

TEPA

Windor Trading Co. Ltd

St. Lucia Coaliation of Services

Courtyard Art Studio

Digicel

20-21

SLASPA

74-75

Construction & Recycling Inc.

72-73

HR Wise

80-81

St. Lucia National Lottery

90-92

Lewis Industries

66-67

Digicel

ISBC

Harris Paints Ltd.

OSBC

LIME

ISFC

BusinessFocus Nov / Dec

106

DIGICELBUSINESS.COM

GSM GATEWAY SERVICE

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GOOD FOR YOUR BUSINESS F Easy to setup. Digicel Business will install and configure for you F # 12 !-12 0-32',% F 4',%1 -, +- '*#A i6#" ," ',2#0, 2'-, * "#12', 2'-,1 F 0-4'"',% ',"31207 *# "',% Â?1 F *-1#" 1#0 0-3. H J F '+.*# ," #!-,-+'! * .#0 1#!-," '**',% F 2#01 $-0 -,# 3. 2- nm 4-'!# *',#1 F moGr &#*. "#1) .0-4'"#1 !-,2',3-31 13..-02