St. Lucia Business Focus 88

Issue No. No. 88 88 Issue

Aug/Sept 2016 2016 Sept/Oct

Du Boulay

Bottling CELEBRATING Company Ltd. 44 YEARS Of Sweet Success

www.stluciafocus.com

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BusinessFocus Sept / Oct

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Issue date: July 2nd, 2015

RUNNING A SMALL BUSINESS IS DIFFICULT ENOUGH...

GETTING A LOAN SHOULDN’T BE. Axel Finance

CALL (758) 450-8222 AXCELERATE YOUR LIFE TODAY.

slu@axcelfinance.com Castries Lamar Building, Bridge Street, P.O. Box C2009 Vieux Fort Gablewoods South Mall, Unit #22 Soufriere GTM Building, Bridge Street

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www.axcelfinance.com

No. 88

BF Sept/Oct 2016

CONTENTS FEATURE

29. 44 years of sweet success 30. Du Boulay’s Bottling Company: 44 years in the making 32. The Four Brothers 33. Q & A with Dunstan Du Boulay 34. Producing excellent products from outstanding talent and awareness 35. Du Boulay’s recognized as investment MVP in the Eastern Caribbean with RIYA title 36. Du Boulay’s – Preserving and protecting the environment 38. Du Boulay’s – A caring corporate citizen 40. Du Boulay’s – Investing heavily in the future of Saint Lucia sports 42. Du Boulay’s – Company brings Coca Cola FIFA World Cup trophy to St. Lucia 44. All in the family 48. Du Boulay’s – A family atmosphere 50. Du Boulay’s staff profiles

Money Matters

22. The ‘Pearl of the Caribbean’ comes to Saint Lucia 24. China to fund new EC$40 million Dominica hospital 26. FundRiseHER launched for region’s female entrepreneurs 26. Massy Group delists from Barbados Stock Exchange 60. Must Reads

Environmental Focus

62. Caribbean countries to benefit from new World Bank initiative

80. 5 WAYS TO CREATE A GREAT BRAND EXPERIENCE 81. Nelva Antoine is Baron’s 2016 SuperMom 82. WHY PROJECTS FAIL 83. Arawak CementHas a New Look 84. Top 10 Qualities of the Perfect Employee

Economy & Trade

Global

64. World Bank and Caribbean Export partner to strengthen early-stage investment in the Caribbean

04. Editor’s Note 06. Business Briefs

68. New FAO, ECLAC and ALADI report warns of threat to region’s food security

08. Directors: Don’t be coy with your COIs!

69. US group calls for new laws in the Caribbean to reduce seafood catch

Business Tech

70. Suriname’s Fly All Ways airline launches service to Guyana and the region

86. Meet a Dedicated NRDF Board Member 87. Automotive Art Celebrates Another Award!

Tourism Focus

88. Barnard Family Celebrates 50 Years in the Tourism Industry 80. Belize and St. Maarten Students Win Gold in 2016 FCCA Foundation Children’s Essay Competition 91. SAINT LUCIA’S 2016 NORTH AMERICAN SHOWCASE CELEBRATES TOP PERFORMING TOUR OPERATORS

Health & Wellness

11. Leaders Corner: Great power comes with great responsibility

71. Dairy Queen franchise to expand to five Caribbean countries

12. New C&W to be region’s technology leader

Youth in Focus

18. Introducing Digicel’s Chief Speed Officer

78. St. Lucia to host Annual RICS/IPTI Caribbean Construction & Valuation Conference for first time

85. University of the West Indies Set to Go

66. IDB launches a practical guide for Smart City management

14. Scotiabank is ‘2016 World’s Best Consumer Digital Bank’ – Global Finance 16. Security of mobile devices

76. Is Entrepreneurship Part of Your Destiny?

63. Commonwealth to help Caribbean access climate change funds

56. Expanding the Du Boulay’s portfolio

10. Basic Cents: Turning your business into a brand name

75. Jamaica moves ahead with new $50 million solar facility

72. CXC records decline in candidates and increase in subject entries for CSEC 2016

In the Know

74. How to build a business

92. The Benefits of Autonomy 93. Have you ever considered wearing contact lenses?

94. Events 2016 95. Major Moves 98.New Company Registrations 100. Advertisers Index

75. ANSA McAL acquires US brewery BusinessFocus Sept / Oct

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Celebrating the Du Boulay Brothers!

Unity of Purpose + A Shared Vision = Longevity and Success..

Most Caribbean nations reflect a private sector which has in large measure evolved around family owned enterprises which have for the most part been driven and led by a patriarch or matriarch. These enterprises are critical to local investment and private sector development as they are totally committed to the local landscape and are focused on how to grow and expand their business operations.

Lokesh Singh Editor / Managing Director

In St Lucia, we have a rich legacy of such persons who have grown into iconic personalities who are known and celebrated islandwide for their entrepreneurial exploits and success.

Some of the names that come to mind include J.Q. Charles, Joe and Fred Devaux, Francis Carasco, Ornan Monplaisir, Michael Chastanet, Chris Renwick, Charmaine Gardiner, Joan Du Boulay and Joyce Destang among others. Most of these persons have received national awards for their efforts and have been recognized and celebrated as faces of the Front Cover and in the pages of our Business Focus Magazine.

In this issue, our Special Feature is dedicated to one such family – the Du Boulays – owners and operators of the Du Boulay Bottling Company Ltd and one of the most progressive manufacturing and investment groups in the island. Driven by the efforts and experience of their father in managing the old Ice Factory, four brothers led by Dunstan and Tony Du Boulay came together, pooled their resources and skills and built a business that has over the past 44 years evolved into a world class manufacturing operation.

Their unity of purpose and commitment to the corporate goals and growth of the group is indeed admirable and trend setting. We also celebrate their investments in growth, expansion and diversification and succession planning with the education and involvement of the next generation of Du Boulays in the leadership and management of the business interests.

The recent announcement of a merger with the Windward & Leeward Brewery is a statement and endorsement of their success and the changing times in which we live. The best news is that the legacy of DBC and their products will continue to thrive.

In this issue we also note the efforts of the new Government and the announcement of the largest investment project of US$2.6 Bln to be located in Vieux Fort. This coming on the heels of our previous issue highlighting Vieux Fort and the South as an area rich with investment opportunities.

We hope that this will indeed be the catalyst for many more such investments to capitalize on the opportunities in Vieux Fort and the south as St Lucia’s new investment capital.

BUSINESSFOCUS Business Focus magazine is published every two months by Advertising & Marketing Services Limited (AMS), Saint Lucia.

Editor / Managing Director: Lokesh Singh lokesh@amsstlucia.com Graphic Designer: Cecil Sylvester | Carlisle Searles Advertising Sales: Cennette Flavien - cennette@amsstlucia.com Hudson Myers - hudson@amsstlucia.com Webmaster: Advertising & Marketing Services Photography: Cecil Sylvester | Carib Export | Jamaica Observer Le Sport | NRDF | LUCELEC | Trinidad Guardian Invest Saint Lucia | Du Boulay’s Bottling Co Ltd. Caribbean News Now | Caribbean Business Report Carlisle Searles Contributors: Lokesh Singh | Dr Chris Bart | Sarah Munn Alex Holder | Oliver Bottois | Hanna Fitz | Samuel Rosenberg | Lyndell Halliday Dr Takira Glasgow | Glad Taylor | Brian Ramsey Kezia Preville | Trudy O Glasgow | Trinidad Guardian Michel Outridge | Dr Basil Springer | Carib-Export Sir Richard Branson | Invest Saint Lucia | Ravin Singh Jamaica Observer | Barbados Nation Caribbean News Now | Caribbean Business Report 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.

We hope that you will enjoy reading about the new initiatives and articles featured in the pages of this Issue of Business Focus and be inspired by the Du Boulay brothers and the many others influencing business in St Lucia and further afield.

Happy Reading!

On The Cover: The Du Boulay Brothers - 44 Years of Sweet Success.

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Business data is only as good as the back up system that is in place. That’s why it’s so critical to have a modern and dependable system in place to safeguard valuable business information.

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Why Digicel Online Back up Cost-effective with pay-as-you-go structure Ease of use Optimal business continuity Elimination of human error Scalability Largest private cloud in the region Data stored to Digicel’s Tier III data centre certified by the UpTime Institute 24/7 helpdesk provides continuous support

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 WWW.DIGICELBUSINESS.COM

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BUSINESS BRIEFS Desert Star Investors Solid, PM Says

As promised, Prime Minister Allen Chastanet has given St. Lucia a report about his recent trip to China. The verdict? So far, so good.

Chastanet was invited to visit China by Teo Ah Khing, Chairman of Desert Star Holdings Limited and a major investor. Ah Khing has applied to start a multibilliondollar resort development in the south of St. Lucia. The Prime Minister reports his host has shown himself to be transparent.

“Mr. Ah Khing and his team have really opened themselves up to scrutiny and transparency,” Chastanet said. “They welcome it and they understand that given the magnitude of the project they are proposing, questions must be asked. Beyond that, they have invited me to every event and function that could possibly give the island extensive exposure. As Prime Minister, I believe valuable linkages were formed and should redound to some good opportunities for our economy.” ¤

OCM Group to Buy Stake in Green Dot Ltd

One Caribbean Media Limited (OCM) has entered into an agreement to purchase a 51 per cent stake in Green Dot Limited, providers of digital cable tv and broadband internet services.

In an announcement posted on the Trinidad & Tobago Stock Exchange, BusinessFocus Sept / Oct

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OCM Group CEO Dawn Thomas said the investment is supportive of OCM’s diversification strategy and “presents new opportunities for the partnership.”

She added: “OCM wishes to emphasise that the change will see key management being retained so that customers of the cable TV and broadband internet can look forward to the enjoyment of their services without interruption.

“The transaction is subject to regulatory approval, but it is not expected that this will give rise to any difficulty or cause undue delay in completing the transaction.

Green Dot, which has been operating in Trinidad & Tobago for more than ten years has recently expanded in Suriname and Grenada.

OCM is a publicly owned media company listed on the stock exchanges of Trinidad & Tobago and Barbados. The Group has extensive ownership and interest in a wide range of media houses regionally to include flagship entities Trinidad Express and Barbados Nation newspapers and radio and television stations in Barbados, Trinidad & Tobago, Grenada and Saint Lucia among others. ¤

development, growth and mobility within the group.”

Including the St. Lucia-based stores, there are now 46 Massy Stores retail locations across the region, namely in Trinidad and Tobago, Barbados, St. Vincent and, most recently, Guyana.

With the rebranding comes the introduction of the free Massy Card, which replaces the Mega J, Super J and GL Foodmarket Loyalty Cards, rolling them all into one Rewards Card for customers.

Massy Group, for which Massy Holdings Ltd. is the parent company, is a diversified regional conglomerate that operates in six Caribbean countries, Costa Rica, Colombia and the United States. ¤

Rendezvous Reopens Malabar, Introduces Local Club Card

CFL Stores Rebrand as Massy

The company formerly known as Consolidated Foods Ltd. (CFL) has been rebranded as Massy Stores. This rebranding encompasses the former CFL’s 11 stores under the names of Super J IGA, Mega J and GL Foodmarket.

Speaking at the ribbon-cutting ceremony for the changeover, Managing Director for Massy Stores (SLU) Ltd. Martin Dorville said this will result in several new opportunities.

“We can expect new partnerships with local and overseas suppliers,” Dorville said. “The already excellent retail experience for our customers will be enhanced further through new services and integrated offerings at their favourite Massy Store. Our staff will have more opportunities for professional

St. Lucia’s Rendezvous Resort, located along Vigie Beach, has reopened its beach restaurant Malabar Beach Club. After being closed briefly for upgrades to the property, the Beach Club is now available for lunch and casual evening dining.

In addition, the hotel is introducing a Club Card, which will offer special pricing options for local residents and regular patrons, creating an opportunity for more people to enjoy the property, which has previously been solely all-inclusive. ¤

Minister Issues Warning About De-risking Minister in the Ministry of Finance Sen. Hon. Ubaldus Raymond says the Caribbean will be hit hard by U.S. banks’ de-risking measures. St. Lucia, and the rest of the region, must find solutions to this growing concern, he says.

De-risking is when international banks

BUSINESS BRIEFS

withdraw from their relationships with local banks due to fears of money laundering and questionable funds sources, which could cause the international banks’ regulators to impose heavy fines on them. But local and regional banks rely on such international relationships to enable residents to conduct international financial transactions.

“They (banks in the United States) are trying to protect themselves against money laundering and anti-terrorism financing and they want to ensure that monies that leave the borders of certain countries or regions are legitimate monies,” Raymond explained.

“Because businesses here have to transact with the outside world, and if you don’t have a corresponding bank, it will make it very difficult for them to do business.” ¤

Dolphin Cove looks to St. Lucia for Expansion

Chairman and Founder of marine park Dolphin Cove, Stafford Burrowes, says it is likely the company will bump up its plans to expand in St. Lucia, instead of the Turks and Caicos Islands (TCI).

Jamaica-based Dolphin Cove has been trying to expand regionally for more than four years, but obtaining the necessary approvals in TCI has been slow going.

“We may jump over TCI and bring St. Lucia in a little quicker,” Burrowes said. “There is a new Government in St. Lucia and I think that they will be more responsive to us as investors.”

The difficulty in establishing the TCI Park stems from pushback by animal rights lobby groups. Burrowes says it’s a hurdle operators of animal parks typically face, but it’s what has led to the delay.

“We have our permit to operate a Dolphin Park and our engineering drawings and EIA (Environmental Impact Assessment) are with the TCI Planning Department. But like everywhere, there is a pushback and it is very strong there,” Burrowes said.

The company bought land in St. Lucia in 2012 and in the TCI in 2013. It currently operates four locations on the north coast of Jamaica. Burrowes said the company is anxious to launch its new parks. ¤

Taiwan Provides Lights for Four Sports Venues

Youth Given an EDGE for Success The first class of EDGE students has graduated from a three-week summer program intended to improve work ethic among young people.

Created by human resources company HR Wise, the Empower, Discover, Grow and Excel (EDGE) program seeks to improve knowledge, clarify workplace expectations and build stronger work ethic among young adults. The program aims to ensure its graduates stand out and will be easily recognized as individuals who have received EDGE training.

The program is built on two components, the first being the three-week summer program that covers a range of topics including career planning, communication, workplace etiquette, customer excellence, interview skills, entrepreneurship and social media. The second component is in the form of an internship, taking place from September to November, for graduates who are ready to enter the workforce.

HR Wise intends to host the EDGE initiative as an annual program. ¤

Buzz Restaurant Under New Management St. Lucia-Taiwan relations remain strong with a $2.2 million donation to sports development made by Taiwan’s Ambassador.

The donation is allocated for providing lights to four sporting facilities on the island, located in Babonneau, Canaries, Dennery South and La Fargue.

Prime Minister Allen Chastanet expressed sincere gratitude for the donation, and discussed his government’s plans to build a sporting academy and to place dedicated sports coaches at primary and secondary schools.

“Any money spent in sports is not a cost, but an investment,” Chastanet said. “This contribution and specifically the lighting of four additional playing fields in St. Lucia will go a long way in helping to support the long-term goals we have for sports in our country.” ¤

Buzz, a well-known seafood restaurant in Rodney Bay, has a new “dynamic duo” at the helm: Matthew Hartmann and Marisa Groenewald.

Hartmann has been working in the hospitality industry in Barbados and St. Lucia for 20 years. He has managed some of Barbados’ most exclusive restaurants and worked as food and beverage manager at St. Lucia’s boutique hotel Cap Maison Resort and Spa. A passionate wine aficionado, Hartmann has played a part in securing Wine Spectator awards at many of the restaurants he has managed.

Now serving as co-owner of Buzz Restaurant and Bar, Hartmann has free reign to infuse the restaurant with everything that’s inspired him over his career.

“I am very passionate about the restaurant industry and environmental conservation,” Hartmann says. “Bringing these two interests together, I always aim to maximise the use of the freshest local produce, hence the addition of lionfish to our menu.” ¤ BusinessFocus Sept / Oct

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Directors:

Don’t be Coy with your

C

By: Dr. Chris Bart

Dr. Chris Bart, FCPA is a recognized global governance authority, the author of two best sellers, and Co-Founder of the Caribbean Governance Training Institute.

The Institute is currently providing throughout the Caribbean an intensive 3 day corporate governance program leading to the prestigious, internationally recognized, Chartered Director (C.Dir.) designation. For more information visit CGTI’s website: http://www. caribbeangovernancetraininginstitute. com/ or phone Lisa at 758 451 2500

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OIs or ‘conflicts of interest’ are part of - and the bane of - modern corporate governance. Indeed, actual, perceived and potential conflicts of interest can materialize at any time both at the board and senior management levels. In fact, it is almost impossible for directors and officers to avoid having COIs from time to time.

However, they are not necessarily by themselves intrinsically evil or dishonorable. The key is to make sure that, when they arise, appropriate steps are taken to keep them from harming the organization. Interestingly, while COIs may be highly evident and noticeable to some (especially outsiders!), they can also be very tough for those actually involved in the conflict to pinpoint and discern by themselves. This article aims to remove some of the murk surrounding COIs in order to help directors and officers of Caribbean organizations either avoid such conflicts altogether or manage them in ways that reduces the risk of reputational and financial harm.

COIs!

Why The Problem?

So why are conflicts of interest a problem for governance? It’s because the legal obligation of every director and officer of any organization is to always act in that organization’s “best interests”. This obligation is typically referred to as their ‘fiduciary duty’ and requires them to both protect and care for the assets and interests of their organizations over and above any other interest, personal or otherwise. In other words, directors must give their undivided loyalty to the organizations on whose boards they serve. Conflicts therefore occur when, in having to make decisions or offer advice on anything involving the organization’s funds or facilities, the interests - direct or indirect - of a board member clash with those of their organization. When this occurs, their professional judgment, objectivity, and ultimately their integrity, has the potential to be compromised and questioned.

The Many Faces of COIs As it turns out, not all COIs are the same. There are actually three types of COIs: actual, potential and perceived. An actual COI occurs when an officer or director is asked to make a decision that directly affects their personal, financial and/ or professional interests. Examples include both voting on contracts which would bring personal advantage as well as appropriating opportunities that he or she becomes aware of by virtue of being a director or officer.

Perceived conflicts of interest exist in decision situations where the immediate family members and/or close associates of a director have certain potential financial interests or professional/personal relationships with the organization such that the director’s decision could appear, by virtue of that interest or relationship, to be biased against the organization.

A potential conflict of interest materializes when a director or officer has competing interests that could conflict with their ability to perform their duties in the future, such as when the person sits on both a company board and the board of its subsidiary or when the person is an executive who also sits on the board to whom he/she reports.

COI Radar Detector Notwithstanding these variations in COIs, one of the best ways to determine if a board member is in a conflict of interest situation is to ask whether the director’s interests are the same as, or significantly different from, the interests of the other board members. Another good test is to ask: “How would this decision look if the nature of the personal, professional and financial interests were suddenly revealed on the front page of the local/national newspaper? Would the newspaper’s audience understand and accept the rationales given for why there was no need to disclose the actual, perceived or potential conflict?

COI Treatments So once a COI has been identified, then what? Doing nothing is not an option at this point because if the COI is not appropriately handled, it can threaten the integrity and reputation of the corporation and even result in fines and imprisonment for the conflicted director. So how should COIs be managed? The first step is to make complete disclosure and report the conflict formally as soon as the situation comes up and before the conflicted activity in question commences.

In some rare instances, directors with a conflict may be granted a waiver, usually from the board itself, thereby exempting them from trying to remove themselves from the conflict. This would typically involve a situation in which a director is an officer, director or employee of an outside organization that stands to gain financially from a decision requiring the participation and consent of the conflicted director.

Assuming such a waiver is not forthcoming, however, the gold standard approach for dealing with a COI is for the affected director to not participate in any fashion whatsoever in the decision being deliberated by the board. This even includes leaving the room for the duration of any discussion and vote on the matter at hand because it is felt that with even his or her silent presence, it could improperly influence other board members in how they ultimately choose to vote.

Notwithstanding, this general application for dealing with COIs, other suggested, but often less satisfactory, alternatives are for the director or officer with the conflict to simply relinquish altogether the personal or private interests that gave rise to the conflict with their duties. And of course, resignation may be an appropriate last resort if the COI cannot be worked out in any other way.

In Conclusion For the record, there is no absolute prohibition against a director or officer acting for two or more entities. After all, many directors and officers sit on multiple boards. Accordingly, the issue of COIs will always depend on the particular situation and facts at hand. Yet, many Caribbean boards still do not know how to recognize the myriad of ways in which COIs can materialize and worse, how to effectively deal with them thereby leaving their firms and themselves extremely vulnerable to punitive and costly damage. So here’s the big, uncomfortable question for Caribbean directors: to what extent does you and your fellow board members have the knowledge to both recognize and either avoid or mitigate COIs when they occur? If you think that there is room for improvement in the way your board manages this important governance function, you might want to consider sending them to one of the corporate governance training programs currently available in the region – like the extraordinarily unique 3 day Chartered Director Program (“C. Dir.”) currently being offered by The Caribbean Governance Training Institute. After all, it’s not education which is expensive, but rather ignorance. ¤

The Board Chair and/or Chair of the Governance Committee are usually the best ones to inform about the COI. In reporting the COI to them, the goal should be to ascertain their views on whether they believe an actual, potential, or perceived conflict of interest exists and how it should best be dealt with.

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BUSINESSTECH TECH BUSINESS

TURNING YOUR BUSINESS INTO A BRAND NAME

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By Samuel Rosenberg

or every large global brand like Microsoft, Google and McDonald’s, there are far more local brands that everyone in your town knows about and understands exactly what is available from the business. Most business owners wish to see their business becoming a recognised brand name. This applies equally from retail stores to fast food outlets, coffee shop chains and radio stations. There are many great successful brand stories, from relatively small islands.

To create a recognised brand, you need to become memorable to a large number of people. It is not simply enough to be visible and to showcase your services and products. The requirement to be remembered and thought about first amongst your competitors is due to your image and the experience your customers feel when dealing with your business.

The target for your business is to ensure that your brand must become desired and to do so, you must be the preferred choice of the majority. Whatever your products or services, be they for business or charity, they will become extremely credible and your products fulfill all of

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the promises you offer to your customers and clients. Ultimately, your brand and branding will become much greater than your products and services. It will grow a life of its own which brings value and meaning to your customers.

For some individuals, branding will become personal. For a singer, artist or actor, your personal brand merges with your personal image. For these chosen lifestyles, it is just as important as with any business branding to build a longterm strategy that ensures you’re sending out the message of your choice.

With the majority of branding, your logo will be distinct. When you see the McDonald’s logo, you instantly understand what the business does, how it transacts its business, where they are available and a guide to the price range.

You have also been educated about the level of expectation of happiness and joy you will receive after purchasing the product.

will be reflected across your website and social media networking for a high level of consistency to make your marketing activities easy for your customers to see and understand.

Initially, it may be difficult to decide upon your branding. If you get this wrong there may be some setbacks, but they need not be terminal to your business. Many large global brands are able to change their logo, marketing and public messages over the course of time so that their customers stay and learn to see the new branding activity while continuing to trade with the same business.

By looking at branding globally and locally, you will see what works for others and will then be able to make high-quality decisions to bring branding to your own business for a successful future. ¤

This becomes your target to produce a logo where you are able to educate your customers and potential customers to understand exactly what they will receive before and after dealing with you.

Your business branding will reflect the story you wish to tell to anyone who is prepared to listen. By making your story personal, it allows individuals to understand who you are and what you do as well as your business experience. This

Samuel Rosenberg is the founder and CEO of Axcel Finance Ltd., the leading regional microfinance institution. Share your thoughts and email your questions to srosenberg@axcelfinance.com

LEADERS CORNER

Great Power Comes with Great Responsibility

O

By Oliver Bottois

ne of the greatest lessons that I learned over the past decades as a hospitality leader is that titles are short lived. Long term success in business has more to do with solid relationships, credibility, reputation, respect and financial achievements for the stakeholders in your organization.

“With great power comes great responsibility” and the ability to deliver results in all areas of running a business (People, Product and Profit) is a key factor in job longevity.

The decisions we make every day have a long term impact and must reflect good judgment, experience and the ability to surround ourselves with real talent especially in areas where we have less experience. While many of us may identify themselves as a “Renaissance Man” (or woman), it has become increasingly challenging to perform successfully as a specialist in many areas, especially in the new era of technology and globalization.

Change is reality and never stops. The ability to adapt and make quick sound

decisions are increasingly important.

We depend on the team to make sound decisions in “real time”. We no longer run a business as we did only five years ago!

Our ability to balance strengths and witnesses of the team of course has a great impact on results.

One of my great mentors and direct boss Cliff Preminger (Past Owner of The Whiteface Lodge in New York) taught me that he would give me the title and salary but also the authority to do the work as he was going to hold me responsible for the results. He did not want to be bothered as he was an investor, not a Hotelier and hired me to do the job. Now a “best practice” in my book as I lead my own team.

Many stakeholders forget that authority comes with responsibility and vice versa.

Give your team the authority and not only a glorified title if they are held accountable for results... Or take the responsibility. They will respect you for it and recognize you as their leader. ¤

Oliver Bottois is a third generation French Hotelier with luxury hotel experience in six countries, Bottois is a Four Seasons Hotels & Resorts and Leading Hotels of the World alumni who led some iconic hotels and resorts in the US, Canada and the Caribbean. He is the founder and Director of Lussoria Hospitality, A Management and Marketing company specializing in boutique independent properties asset value enhancement.

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BUSINESSTECH TECH BUSINESS

New C&W to be Region’s Technology Leader

C

able & Wireless Communications, (C&W), is now part of Liberty Global, the world’s largest international cable television company.

“Liberty brings global strength, innovation and experience, and combined with the deep historic roots, and with the long tradition of Cable and Wireless, along with the spirit of entrepreneurship of the former Columbus Group, creates a telecom leader that will continue to transform the region through sustained investment and development.”

So said John Reid, acting CEO C&W Communications, at the recently held 32nd Annual CANTO 2016 Conference and Trade Exhibition in San Juan, Puerto Rico.

Speaking to over 300 delegates at the Ministerial Roundtable at CANTO, Reid indicated that Liberty offers C&W even greater potential to become a technology leader in the region.

The Company plans continued investment in its telecoms infrastructure to provide “faster, better and more extensive digital experiences across the Caribbean region,” said Reid. “In the last year alone, C&W re-invested 22 per cent of our revenue on capital expenditures, in terrestrial and sub-sea fiber capacity, new products and applications, as well as next generation mobile networks across the region.

Being part of the Liberty Global family provides an even greater opportunity to bring world-class innovation and content to the region to facilitate and foster economic and social growth, creativity and well-being the Caribbean.”

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Reid also stressed the need for a group effort to ensure that the Caribbean harnessed the positive power of the change to deliver positive transformations for all of their constituents.

“We have an incredible chance through our infrastructure to bring the Caribbean to the world, and the world to the Caribbean. All of the building blocks are being put in place; it is critical that we come together to solve the critical issues that face our industry by investing in our infrastructure, in our people, and in our technology to fundamentally enrich the lives of every Caribbean citizen,” said Reid.

“To this end, C&W will continue to play its part to deepen its stakeholder relationships and work towards fulfilling its mission of ‘Connecting Communities and Transforming Lives.’.

“The rate of development in our sector continues to accelerate, whether it’s new technology and new standards, the emergence of new apps, unique programming and exponential data growth, and as such our strategies and business models must also continue to develop. In every way the industry is moving forward and Cable & Wireless Communications is at the forefront of that change.

“We are investing in the digital highways of the 21st century; whether helping to connect customers, entertain them in their homes, or enable their businesses, we will continue to bring incredible innovation and benefits to our region.” ¤

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Bank of William

Bank Of St. Lucia

LIKE US ON: FACEBOOK.COM/BANKOFSAINTLUCIA

WWW.BANKOFSAINTLUCIA.COM

Telephone: 1 (758) 456 6000 | Fax: 1 (758) 456 6720 | Email: info@bankofsaintlucia.com

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BUSINESS TECH

Scotiabank is ‘2016 World’s Best Consumer Digital Bank’ – Global Finance

S

cotia bank has been recognized by Global Finance magazine as the Best Consumer Digital Bank in Latin America, the Caribbean and Canada for this year.

This announcement comes at a time when the bank will be receiving an award for Best Digital Strategy of the year by Retail Banker International.

“We are very proud to have been recognized by Global Finance for the digital solutions we offer to our customers across the Caribbean, Latin America and Canada,” said Ignacio Deschamps, Group Head, International Banking and Digital Transformation.

“At Scotiabank, one of our top priorities is to make it easier for customers to do business with us by becoming the leading digital bank in the markets where we operate,” Deschamps added.

Scotiabank is undergoing a digital transformation to meet the changing expectations of customers, according to a release issued by the bank.

Some of the plans that are in the pipeline include the launching of a new online and mobile banking platform across Latin America and Caribbean countries to make it easier for customers to do business.

Secondly, the introduction of new digital branches in Mexico City and Canada and creating the Scotiabank Digital Factory, a stand-alone organization focused exclusively on delivering digital customer solutions.

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The appointment of an Executive Vice President of Digital Banking is also in the making.

The financial institute will be creating a Banking Lab at Western University’s Ivey Business School, and the Scotiabank Centre for Customer Analytics at Queen’s University Smith School of Business.

And, the institute will be partnering with Kabbage, a leading financial technology and data company in the online lending business, to provide small business customers in Canada and Mexico with a new, streamlined digital lending experience.

Scotiabank was recognized as 2016 World’s Best Consumer Digital Bank in 23 countries including Guyana, Canada, and countries in Latin America and the Caribbean.

The bank won in two international regional subcategories, Best Integrated Consumer Bank Site and Best Mobile Banking App. Scotiabank also won in six regional subcategories in Canada, Best Integrated Consumer Bank Site, Best Mobile Banking App, Best Online Deposits, Credit and Investment Product Offerings, Best Bill Payment and Presentment, and Best Website Design.

Winning banks were selected based on a number of criteria.

Scotiabank is Canada’s international bank and a leading financial services provider in North America, Latin America, the Caribbean and Central America, and Asia-Pacific. ¤

Fast Cast St. Lucia Ltd

FASTCASH

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BUSINESS TECH

Security of Mobile Devices

By Brian Ramsey

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.

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M

obile devices are everywhere. At every turn you see people on their mobile phones and tablets sending texts, surfing the Internet, checking their email and doing all manner of activities that the various apps allow them to do.

Giving into the wave of pressure from staff and recognizing the productivity improvements that are possible through the use of mobile devices, companies have increasingly begun arming their staff with mobile devices or allowed their staff to use their own devices in the performance of their work. Undoubtedly companies have experienced a performance boost as a result. No longer are customers told that that the person did not see the email because they were not in the office or that they will get a response on Monday when the person goes to the office.

Mobile devices are therefore a tremendous benefit to Caribbean companies but they carry a risk that many companies are not recognizing.

This risk is compounded by the fact that employees often bring their own devices to work and use them for work purposes. Some employers view this BYOD approach as a cost savings to the organization because they think that now they do not have to incur the cost of purchasing and maintaining mobile devices for employees. The risk that some Caribbean companies are not recognizing is that mobile devices if not properly

configured can open up unauthorized means of access to company information, which in turn can lead to damaged reputation, corporate espionage, loss of revenue and more. The unauthorized access can also lead to the introduction of viruses and malware on a Company’s system which can actually shutdown a company’s IT system and cripple a company’s operations. The risk is further magnified by the fact that employees in seeking to reduce the usage of their data plans and thus save on their personal cost will frequently use any open wireless networks that they discover and often have their mobile devices configured to search for open wireless networks and use those first. Open public wireless networks however are often unsecured and so frequented by hackers looking for victims.

There are several measures that companies should have in place in they are allowing the use of mobile devices.

The first and simplest method is that anybody who wants to use a mobile device to access the Internet and the company network should have installed and regularly updated antimalware software for their device. The second measure is that mobile devices should be configured to avoid unsecured wireless networks, and Bluetooth should be hidden from discovery. In fact, when not in active use for headsets and headphones, Bluetooth should be disabled altogether. These measures while good first steps are not the only

protective actions that companies should take with mobile devices.

Increasingly individuals have realized that they cannot simply have mobile devices open to be picked up and used by anyone.

People have caught on to the fact that if their mobile device is stolen anyone finding it will have access to their personal information and able to use their device and incur charges that they will have to pay. As such most individuals have configured their mobiles to require a password to be entered. Where a mobile is being used for work purposes the access granting should go beyond just a password to ensure that possession of a mobile device doesn’t automatically grant access to important information and systems. Most modern mobile devices now include local security options such as built-in biometrics - fingerprint scanners, facial recognition, and voiceprint recognition and companies should require the use of one of these combined with the password.

Most experts recommend that “all mobile device communications be encrypted as a matter of course, simply because wireless communications are so easy to intercept and snoop on. Those same experts go one step further to recommend that any communications between a mobile device and a company or cloud-based system or service require use of a VPN for access to be allowed to occur. VPNs not only include strong encryption, they also provide opportunities for logging, management and strong authentication of users who wish to use a mobile device to access applications, services or remote desktops or systems”.

The difficulty that is faced when companies opt to go the BYOD route is that the user owns the device, not the organization, which makes security somewhat trickier for IT to establish and maintain. Other experts have therefore recommended that in those situations, companies should “require such users to log into a remote virtual work environment. Then, the only information that goes to the mobile device is the screen output from work applications and systems”. As only screen output goes to the device the data does not remain on the device once the connection to the company’s network is terminated. Since accessing a remote virtual work environment invariably occurs through VPN connections, communications are secure as well.

Blair’s Auto Parts

Blair’s Auto Parts Bois D’Orange, Gros-Islet Hwy, P. O. Box QAB 275, La Guerre Tel: 1(758) 450-6609 1(758) 717-5723 1(758) 488-0402

We Offer a Wide Range of Parts for all Types of Vehicles

Suzuki • Nissan • Toyota • Mitsubushi • Isuzu • Mazda We also sell brake pads for:

APV • D-Max • Navara • Mark 11 Model 2000 – Up. Other parts in stock are:

Water Pumps • Lead Wires • Brakes Hoses • Suspension Parts Wheel Cylinders • Mounts and MUCH MORE

For companies that want to go further they can implement mobile DLP technologies. These DLP applications provide data classification features to label messages and documents (metadata labeling), as well as features that analyze content and filter it when a mobile device interacts with a corporate server. This they can prevent information that has been classified as Sensitive or certain types of emails from downloading to a mobile device. Some of the DLP products prevent sensitive information from being transferred to devices based on a user or group rather than a device ID. Along with the technological measures, companies need to educate users on the dangers of data leakage. Employees should be taught what is considered sensitive and confidential information and about security of devices. Employees should also be taught about the implications of data leakage not only to the organization but ultimately the danger to their own job security. Most employees will help protect an organization’s assets once they understand what constitutes “confidential” information and the consequences of its leakage plus the risks that organizations face through unauthorized mobile access. ¤

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

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D

igicel Caribbean Limited recently announced living legend, world record holder and the world’s fastest man, Usain Bolt, as its Chief Speed Officer (CSO).

With his unprecedented “three-peat” at the Olympic Games in Rio, Bolt has taken his rightful place in the annals of history and sealed his position as the greatest athlete ever. The unique “job for life” comes in tandem with the agreement of a lifetime partnership between Digicel and Bolt – an honour only a very small number of the absolute greatest athletes in the world have ever achieved – and a first for Digicel.

Digicel has been a proud sponsor of Bolt since 2004 when he was fresh out of high school. Fast-forward 12 years and 21 major championship victories, Bolt continues to entertain the world with his lightning bolt speed and captivating personality.

In his role as Digicel CSO, he will get up close and personal with Digicel customers in a number of ways from both a commercial and community point of view and will continue to inspire, motivate and captivate customers and fans across the globe for many years to come.

The innovative new partnership will see him bringing his unique understanding of speed to customers via Digicel products, networks and marketing and partnership initiatives — and to aspiring youth athletes via speed camps, motivational and mentorship sessions. Digicel will also support Bolt in his passion

BusinessFocus Sept / Oct | 18

for giving back by bringing technology solutions to young people that will help them develop and grow.

And to ensure that customers get to celebrate his lifetime contract with him, Digicel will reward one lucky customer in each country with a free lifetime post-paid contract via a social media competition to be run across its markets worldwide.

Peter Lloyd, director of marketing for Digicel Group, said: “We are honoured to be turning our 12-year relationship with Usain into a lifelong relationship. Our relationship with Usain transcends sport — he is a unique human being who inspires millions of people across the world. We take pride in having been the first to offer superfast LTE and fibre to the home services in our markets across the globe and to be delivering a truly cutting edge communications and entertainment experience to our customers. As our Chief Speed Officer, we expect Usain to challenge us constantly to deliver awesome experiences to our customers be it from a product, service or community perspective.”

In accepting the new role and his lifetime contract, Bolt said: “I’m very humbled. It’s been an amazing journey with Digicel – they have been there for me since I was 17 years old and now we will be together forever. As Digicel CSO, I am opening a new chapter and will be making it my mission to ensure that speed stays at the top of the agenda.” ¤ Jamaica Observer

FOR ALL YOUR CATERING NEEDS!

Goddards Catering Group

After successfully operating as the official Caterer for Cricket World Cup 2007, Goddard Catering Group saw the need to raise the bar on catering services throughout the region.

This led to the birth of GCG Events in October of 2008.

GCG Events is an affiliated company of Goddard Catering Group and a member of the Goddard Enterprises Group of Companies.

Our vision is to become the premier catering company in the region by providing culinary experiences that consistently meet and exceed customer expectations. To achieve this GCG Events has invested in a state of the art facility, an internationally trained team of event experts, and ingredients that meet our exacting standards. From conception to completion, our experienced team will help you turn your dream event into a reality.

GCG Events is committed to make each and every event, “Simply Outstanding” At GCG Events we are dedicated to making you the perfect host. We strive to make every catered event, distinguished, blissful and stress-free. Our high standards, supreme service and exceptional quality will make your event a flawless, unforgettable experience.

• • • • • • •

WEDDINGS CONFERENCES BANQUETS OFFICE PARTIES SOCIAL GATHERINGS COCKTAIL PARTIES OTHER EVENTS

GCG Events is delighted to assist brides, grooms and their families with the menu planning for that significant day of their dreams. From grand and lavish to intimate and informal, we can make your special day something you and your guests will always remember.

Your employees and guests will surely appreciate your catering choice whilst consuming each delightful bite of their lunch, canapé or breakfast. Choose one of our menus or allow our chef to create a personalized menu for you that matches your vision and theme. Our team will make sure everything runs smoothly to ensure you and your guests have an unforgettable time.

Hewanorra Int’l Airport | P.O. Box 363 Vieux Fort, St. Lucia, W.I. +1.758.459.6400 Ext: 6429 | +1.758.728.9400

uvf.gcg-events@goddardcatering.com www.gcg-events.com BusinessFocus Sept / Oct | 19

DIGICEL BUSINESS INSTALLS CLOUD BASED CAMERA MONITORING SYSTEM AT DUTY FREE POINTE SERAPHINE

DAWN LAMBERT - Operations Manager Duty Free Pointe Seraphine PHILBERT LUBRIN - Digicel Corporate Sales Manager

Invest Saint Lucia has partnered with Digicel Business by introducing Digicel Eye, A Cloud-Based video monitoring system that has been designed to cover the Duty Free Pointe Seraphine Shopping Complex providing 24/7 surveillance.

Digicel Eye makes it easier for Invest Saint Lucia to keep track of their business operations via a fully managed CCTV service without the expense and hassle of hardware purchase, installation and maintenance, thereby providing huge savings to Invest Saint Lucia.

Digicel Eye comes with round the clock customer support as well as “storage in the cloud” – eliminating the possibility of data loss or manipulation when customers need it most – in the event of a natural disaster, physical damage or theft and providing access to from any location on any device.

Lyndon Samuel, IT Systems Manager of Invest St Lucia commented, ‘The IT team can rest assured that the cloud-based Digicel Eye will ensure guaranteed 99.9% uptime and always BusinessFocus Sept / available Oct | 20 access.’

Digicel Eye is powered by the latest Stratocast technology which offers a number of unique features that can be accessed from multiple devices (smartphone, tablet, laptop, desktop etc.) – allowing customers to monitor, tag, share and export their video clips wherever they are in the world. The system uses the latest technology in cloud-computing platforms to eliminate the need for on-premise servers and storage, making it easier, cheaper and more reliable than traditional offerings. The solution comes with a wide range of high definition video surveillance equipment tailored to individual needs.

DIGICEL BUSINESS

Digicel Eye allows you to monitor your property at anytime and anywhere. View live and recorded video that is safely stored in the cloud from your laptop, tablet or smartphone.

Contact Digicel Business today at: 1-(758) -724-6001 Or digicelbusinessslu@digicelgroup.com BusinessFocus Sept / Oct

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MONEY MATTERS

The “Pearl of the Caribbean” Comes to Saint Lucia USD 2.6 Bln World Class Resort and Lifestyle Development Project Set for Development on a 700 Acre Site in the South of the Island

Left to Right - Prime Minister Hon. Allen Chastanet and Mr. Teo Ah Khing of Desert Star Holdings Ltd. BusinessFocus Sept / Oct | | 22 22

S

The signing ceremony for the Pearl of the Caribbean Project aint Lucia will become home to one of the Caribbean’s iconic resort and lifestyle developments after Prime Minister Hon. Allen Chastanet signed an agreement recently to build the island nation’s first and only international standard integrated development.

The ‘Pearl of the Caribbean’ is valued at over USD2.6 billion and occupies a 700-acre site to the south of the island. The project will comprise a marina, a racecourse, a resort and shopping mall complex, casino, Free Trade Zone, extensive entertainment and leisure facilities, eco-tourism as well as architecturally designed villas and apartments. Overall, the Pearl of the Caribbean Development is designed to be a well-balanced project with open space making up over 50% of the overall development. It is designed to be a sustainable and self-contained development and is expected to generate between 500 to 800 jobs in construction during its initial phase of implementation.

The agreement was signed by the Government of Saint Lucia and the project’s Master Developer DSH Caribbean Star Limited in Saint Lucia and construction of the initial phase of the project is set to commence in 2017. The signing marks a significant milestone in the three (3) years of negotiations between DSH Caribbean Star Limited and key agencies of the Government of Saint Lucia including Invest Saint Lucia (ISL), the Citizenship by Investment Unit (CIU) and the Development Control Authority (DCA).

The Pearl of the Caribbean is also set to play a lead role in the development of a new horse industry in Saint Lucia, proving a new tourism and entertainment option for international tourists as well as new employment opportunities for locals. Upon completion, the project will be able to house more than 1,000 racehorses and have the capacity to hold feature racing carnivals, establishing Saint Lucia as a racing and entertainment centre in the Caribbean and leveraging off the international appeal of the sport to promote Saint Lucia to a diverse audience base.

The announcement of the Pearl of the Caribbean is the latest high profile step in Saint Lucia’s drive to create new industry and bring in new investments. The signing follows on from the government’s launch of the Saint Lucia Citizenship by Investment Programme in January 2016 and confirmation of the extensive upgrading of the Hewanorra International Airport which is located only two kilometres from the Pearl of the Caribbean development.

The objective of the Master Plan proposal is to create a new tourism district targeting not just the short term visitors to Saint Lucia but investors in the properties such as the Homestead Villas, waterfront Villas and other commercial properties.

The Pearl of the Caribbean is expected to appeal to international investors, especially in emerging markets like China, South East Asia and Russia. The Pearl of the Caribbean proves high quality investment opportunities and resort style living on an island famed for its unspoilt beauty, pristine beaches and World Heritage sites. Investment opportunities in this project also qualify for Saint Lucia’s Citizenship by Investment Programme.

China’s booming investment and outbound tourism sectors have significantly boosted economies across Europe, North America, South East Asia and Australasia over the last decade. In 2015 the World Travel and Tourism Council stated that Chinese outbound tourists spent a staggering USD215 billion, a 53 percent increase on the USD140 billion spent in 2014.

DSH Caribbean Star Limited is an affiliate of Desert Star Holdings Limited, a Hong Kong based registered management and investment company with international investments in commercial and equine property. Recently, Desert Star Holdings and a joint venture partner signed two significant agreements in China to kick start a commercial breeding industry in Ordos, Inner Mongolia and to manage the country’s premier racecourse, Ordos Yiqi Racecourse, in the same region. It is estimated that China’s horse industry has the potential to generate up to USD2 billion in direct economic benefits over the next decade.

The total direct and indirect economic impact of a commercial equine industry on the Chinese economy may be as much as USD8 billion which includes the creation of 34,000 new jobs. The first notable event held in China since this announcement will be the CECF Ordos (20-21 August), an event founded by the China Horse Club.

DSH Caribbean Star Limited is also affiliated with the China Horse Club, a leading lifestyle, business and thoroughbred racing club which has extensive ties with leading international participants in the horse racing industry including Coolmore (Ireland, USA, Australia), WinStar Farm (USA), Sheikh Fahad’s Qatar Racing (Britain), Newgate Farm (Australia), SF Bloodstock (USA, Australia, Europe), Vinery Stud (Australia), Sheikh Mohammed Bin Khalifa Al Maktoum (Dubai), Barbara Banke (USA), Ananda Krishnan (Malaysia) and Markus Jooste (South Africa) among others. ¤ BusinessFocus Sept / Oct

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MONEY MATTERS

China to Fund New EC$40 Million Dominica Hospital

D

ominica has launched the construction of an EC$40 million (One EC dollar =US$0.37 cents) National Hospital that China says represents a new era in relations between the two countries.

China’s Ambassador to Dominica, Li Jiangning told the ground breaking ceremony recently that the new facility “will bring higher quality medical services to the community in the years to come.

“I am confident that this new facility once it is completed would enhance the capacity of Dominica to deal with new emerging health issues and challenges as well as current ones. It will contribute to long term social and economic development of this beautiful country.”

Model of the new Dominica Hospital This is Dominica getting a new modern well equipped hospital to benefit every single citizen in our beautiful country.”

Skerrit said he was urging all Dominicans “to proclaim to the region and the world that Dominica has just started construction of a modern state of the art hospital and soon will boast some of the finest healthcare service in the region”.

The Chinese diplomat said the new hospital will be “one of the most complicated and challenging project to construct for both sides, thanks to the tremendous efforts put in by both sides”.

He said the new facility could also spawn a new tourism product, “health and convalescent tourism which would be a wonderful adjunct to our famous nature island experience”.

Prime Minister Roosevelt Skerrit said that the new facility should serve as an impetus for Dominicans to put aside their political differences and unite for the socio-economic development of the Caribbean Community (CARICOM) country.

The construction of the hospital by a Chinese firm, forms part of the four-pillar projects agreed to in a Memorandum of Understanding (MOU) between the two governments when they re-established diplomatic relations in 2004.

“I need more Ambassadors for Dominica from Dominica. It is amazing ladies and gentlemen that we travel and hear the most delightful things foreigners say about this country and then you read what is advanced by persons whose navel strings are buried right here on this island.”

The new hospital is being built on the same site at the present Princess Margaret Hospital, at Goodwill, on the outskirts of the capital.

“It is absolutely amazing some of the things they say. That is why I am saying that I want this hospital project to be apolitical. This is not Labour or UWP starting construction for a new hospital.

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Talks of constructing a new hospital in Dominica goes back to 2010 with Prime Minister Skerrit announcing three years later that the facility was among projects to be undertaken that year through gratuitous aid and concessionary financing from Beijing. ¤

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MONEY MATTERS

FundRiseHER Launched for Group Delists Region’s Female from Barbados Entrepreneurs Stock Exchange

F

emale entrepreneurs in Jamaica and the region are to benefit from a Caribbean-wide funding campaign aimed at assisting them to raise capital for their business ventures.

The campaign, dubbed “FundRiseHER”, was launched recently at the Knutsford Court Hotel in New Kingston, Jamaica.

It seeks to raise US$1 million to benefit 50 women entrepreneurs from at least 10 Caribbean countries. This will be done through crowd funding, which is the practice of funding a project or venture by raising monetary contributions from a large number of people.

The regional initiative kicked off at the recently held Caribbean Community Heads of Government Conference in Guyana on July 5.

Jamaica’s Minister of Education, Youth and Information Senator Ruel Reid endorsed the project, noting that it has the potential to drive economic growth.

Senator Reid, who represented Prime Minister Andrew Holness at the launch, said FundRiseHER “will provide Caribbean women entrepreneurs with international visibility and a high profile, as well as open doors to attracting follow-on investment”.

“Female entrepreneurs have the power to spark economic growth, create jobs, drive progress and create businesses to solve some of the world’s greatest problems,” he noted further.

T

he Trinidad based Caribbean conglomerate Massy Holdings Limited is voluntarily delisting from the Barbados Stock Exchange (BSE). Registered Massy shareholders in Barbados were advised of the decision in a July 27 circular letter which was published on the Trinidad &Tobago Stock Exchange.

The voluntary delisting follows a decision made at the company’s annual general meeting on February 6, 2015, when shareholders unanimously approved a resolution to that effect.

In the circular letter, corporate secretary at Massy Holdings Limited Wendy Kerry told shareholders the company has received the de-listing order from the Financial Services Commission (FSC) to give effect to the de-listing subject to certain conditions.

Massy’s shares are expected to be de-listed from the BSE on September 30, and shareholders will have the option to sell their shares on the BSE by that date. The de-listing from the BSE will not prevent them from continuing to maintain their investment in Massy nor from trading in the company’s shares, Kerry said.

Shareholders can continue to hold their shares by transferring them to the Trinidad & Tobago Central Depository (TTCD), or by requesting a physical share certificate. These can be facilitated through a registered broker in either Barbados or Trinidad &Tobago.

“It is also about the entrepreneurs, who will come forward to contribute their services as rewards and who will bring attention to their businesses for having done so,” she said, noting that corporate sponsors and philanthropists will put up matching funds and/or purchase services from entrepreneurs as rewards.

She said: “We encourage all shareholders to take advantage of the opportunity to transfer their shares to the TTCD as the benefits of transferring include, ease of trading in the future and avoidance of having to follow the detailed procedures where a physical share certificate is lost or misplaced. “The transfer of shares from the BCSD (Barbados Central Securities Depository Inc) to the TTCD will attract a fee of approximately BD$20 per transfer and will be covered by the company on shareholders’ behalf, for all transfers which take place by September 30, 2016.”

For shareholders who do not select either option by September 30, the TTCD will prepare and mail a physical share certificate

by October 31, 2016. This share certificate will replace shareholders’ holdings registered on the BCSD.

“But, ultimately, it is about building the crowd funding industry so that Caribbean people can gain familiarity with and engender support for this alternative funding methodology through which they can raise capital for their businesses and also their worthy causes and ventures,” she explained. ¤

The Massy Group has recently raised its profile in Saint Lucia with the major acquisition of the Super J Group of Supermarkets and the launching of Massy Distribution. All of these businesses have since been rebranded to reflect the new Massy Group Corporate brand. ¤

Meanwhile, co-founder of FundRiseHER, Cecile Watson, said the power of the initiative goes beyond the 50 women entrepreneurs for whom grant funds of between US$10,000 and US$25,000 are to be provided.

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First Citizens Investment Services

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Trinidad & Tobago 1 (868) 622 3247 | 1 (868) 657 2662 St. Lucia 1 (758) 450 2662 Barbados 1 (246) 417 6810 St. Vincent 1 (784) 453 2662

First Citizens Investment Services Limited is a licensed broker/dealer in the Eastern Caribbean Securities Market and is also incorporated in Barbados as First Citizens Investment Services (Barbados) Limited.

1 (868) 62-FIRST (623-4778) | www.ďŹ rstcitizenstt.com

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Issue date: July 2nd, 2015

MONEY MATTERS

Du Boulay’s Bottling Co. Ltd

DU BOULAY’S BOTTLING CO. LTD. BOTTLERS OF YOUR FAVOURITE DRINKS COCA-COLA* SPRITE*ICY * CRYSTAL CLEAR BusinessFocus Sept / Oct

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FEATURE FEATURE

Feature Cover 44 Years of

Sweet Success

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FEATURE

Du Boulay’s Bottling Company: 44 years in the making

A

modest production plant, a single truck and 12 members of staff – that’s how Du Boulay’s Bottling Company Ltd. (DBC) began on March 1, 1972.

It was four brothers (Dunstan, Frank, Leslie and Tony) who came up with the idea a year earlier, in 1970, to branch out into beverage manufacturing. They had been working with their father, Donald Du Boulay, in his business Du Boulay’s Ice Factory, an ice manufacturing and cold storage operation. Determined to find a way to complement the family business, the brothers saw an opportunity. Dunstan and Tony performed a critical assessment of the marketplace and aggressively began pursuing the acquisition of equipment in order to realise the new vision within the shortest possible time frame.

Du Boulay’s Bottling Company opened its doors with the brothers’ own soft drink brand ICY, named after their father’s ice factory. They later added 7 Up to their product offerings. The two other bottling businesses in St. Lucia were subsequently absorbed as DBC began to expand and to build its brand portfolio. Later, the company ended its arrangement with PepsiCo to produce 7 Up, and instead signed with the Coca-Cola BusinessFocus Sept / Oct

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Company, taking on Coca-Cola and Sprite beverages. Forty-four years later, the four brothers – Dunstan, Tony, Leslie and Frank – remain directors of the company and DBC is arguably the leading beverage manufacturing establishment in St. Lucia and the Organisation of Eastern Caribbean States (OECS) territories.

Servicing practically every segment of the market, from St. Lucia’s smallest street vendors to its largest wholesalers and retailers, DBC holds a strong presence at all supermarkets and has almost total exclusivity in the island’s restaurant, fast food and hospitality sectors. Its lineup of international quality products includes Coca-Cola Classic, Coca-Cola Light, CocaCola Zero, Sprite, Sprite Zero, Minute Maid Juices, Glacéau Vitamin Water, PowerAde Isotonic Beverage, Full Throttle Energy Drink, its flagship range of ICY soda flavours, Crystal Clear Cran-Water and Crystal Clear premium purified bottled water.

“Over the years we have established strong business relationships with almost all our major suppliers and vendors, having particularly strong ties with the largest supermarket and hotel chains. We are actually in one particular case shareholders of one of our major suppliers – Rose & Laflamme (B’dos)

Limited,” says one of the four founding brothers and current DBC Managing Director, Dunstan Du Boulay.

Located between Manoel Street, Bridge Street and Hospital Road in Castries, DBC is one of five Coca-Cola bottlers in CARICOM and produces Coca-Cola products for St. Lucia, Dominica, Grenada and St. Vincent and the Grenadines. In addition, DBC produces Fanta soft drinks for Grenada and St. Vincent and the Grenadines.

“DBC boasts one of the most formidable portfolios in the beverage business with internationally renowned products. The uncompromising quality of our products combined with our quality of service are certainly our most defining attributes,” Du Boulay says.

The company now operates a fleet of 17 vehicles and has a complement of more than 120 members of staff – a far cry from its modest beginnings of one truck and 12 employees. As any successful business, DBC has of course evolved throughout its four decades in operation, but what has remained consistent during the entire time is the steadfast hold on the initial vision Dunstan, Tony, Leslie and Frank had back in 1970.

“Having entered the beverage business, it was very clear to us that to be really successful we had to be the frontrunners in the industry and from those early days we set our standards to the highest realistically achievable within our market,” Du Boulay says.

The company’s mission statement reflects exactly that. It reads: To produce products of the highest quality at the most economical price, to achieve the highest levels of consumer service and satisfaction and to provide an enjoyable and challenging environment for all employees.

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“Overall, I would have to say our vision was always to evolve exponentially but, as we know, in all business there exists a level of adaptation to the ever-changing marketplace,” Du Boulay says.

“Suffice it to say, our commitment to our evolution made adapting to unforeseeables that much easier for us. Whatever the particular catalyst, we have relentlessly pursued a mission of continuous growth and expansion, embracing the many advantages of new technology.”

Indeed, DBC is actively pursuing that mission of continuous growth and expansion. ¤

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Through our diverse group of companies we continue to build on strong traditions, and remain committed to excellence in everything that we do.

Earn points at all Massy Stores and Massy Card Partners island wide and watch your points grow.

Visit www.MassyCard.com for more information M&C Group of Companies PO Box 99 | 9-11 Bridge Street, Castries, Saint Lucia 758-458-8000 | www.mandcgroup.com BusinessFocus Sept / Oct

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LEslie

Dunstan Du Boulay

Tony Du Boulay

Leslie Du Boulay

Frank Du Boulay Dunstan Du Boulay – Managing Director

Oversees the overall aspects of running the company, including production.

Tony Du Boulay– Director

Oversees the Marketing, Sales and Distribution departments Though less active now on a daily basis, brothers Leslie and Frank still hold their positions as Directors and shareholders.

They are involved in company meetings and important decision making, and they are called upon whenever their expertise is required.

Leslie Du Boulay – Director

Ran the Blow Moulding section of the Bottle Production department for many years at DBC’s former facility in Cul de Sac.

Frank Du Boulay – Director BusinessFocus Sept Sept//Oct Oct | | 32 32 BusinessFocus

Q&A

With Dunstan Du Boulay

Q: How do you manage working with so many family members successfully?

Q: What has kept you motivated to stay with the company for so long?

A: It’s the relationship we have, the closeness that we have developed over the years. Because of the nature of our relationship, we can make business decisions within the fastest possible time.

A: We never stop moving. It’s like riding a bicycle, if you stop peddling, you fall down.

Q: What’s it like working with the younger generation?

A: The younger generation have come in and fallen into line because they have the example to follow. They’ve blended in to the environment and fit in very comfortably with all the other members of staff as well.

Q: What do you think has been the key to doing so well and staying in business for this long?

A: The key to doing so well has been to keep investing in new technology. By investing in technology and always keeping our prices as low as possible, we were able to compete favourably against any other products, even those products from outside (St. Lucia). And as a matter of fact, for a number of years, up to this point in time, our products are still about 20 to 30 percent cheaper than similar products in all the other islands in the region.

Q: If you had to pick one thing in the history of the company that you’re most proud of, what would that be?

A: I think we are generally pleased and proud with all the achievements and accomplishments. However, what really makes us feel very proud, is that the success of the company has not been for the benefit of the shareholders and directors, but it has been to the benefit of every member of staff. Almost every one of them owns their own home, a number of them have their own businesses, and are doing very well at that. I think, you know, if you run a business and you end up making millions of dollars, and everybody else working with you doesn’t achieve anything, their status in life remains the same, as far as I’m concerned, you’ve failed.

Q: What are you most looking forward to about DBC’s future?

A: For the company to continue to grow and to expand, and to be the leading beverage company, not in St. Lucia, but in the Eastern Caribbean.

Q: What have been some of the challenges that you’ve overcome?

A: Quite frankly, whatever challenges may have presented themselves over the years, we literally bulldozed them out of the way. “No” or “can’t” is not in our vocabulary. “No” and “can’t” should not be in anybody’s vocabulary. We always look for the brighter side of things, being optimists. We have been successful pursuing that philosophy.

Q: What advice would you give to young entrepreneurs looking to start a business?

A: We started this business as humble as you can start. Over the years, we made tremendous sacrifice. We tried never to remove any money from the company. For over 30 years, we never drew a dividend; everything that came into the company was plowed back into the company. So I’d say for young people – I know it’s more difficult now due to the nature of the business and the hostile global and economic environment – any young person willing to start a business, once they commit themselves to it, persevere, prepare to make sacrifices, and keep plowing everything back into it, the only thing that can stop you is yourself. Once you are determined to achieve, and you have the ambition to do it, you have the resolve, and you have the basics to make a start, nothing in the world can stop you but yourself. The tougher things appear to get, the more you have to keep going. It is important to remember the old saying, “The darkest hour is nearest to dawn.”

This interview was edited and condensed.

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Producing Excellent Products from Outstanding Talent and Awareness

A

s Saint Lucia and other developing island states continue to explore avenues of innovation and take advantage of evolving technologies, Du Boulay’s Bottling Company Ltd. has not gone unrecognized for its innovations in this regard.

Earlier in 2016, the company copped the coveted Saint Lucia Manufacturers Association (SMA) Platinum Award for Excellence in Human Resources, a Diamond Award for Social Responsibility and Gold Award for Product & Customer Service Quality.

The accolades sit as additional jewels in the crown of the Du Boulay legacy in business and personal growth – having empowered thousands of Saint Lucians and the island’s economy for 45 years.

The company was also recognized by the SMA for its Implementation of Standards and Best Practices.

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Managing Director Dunstan Du Boulay expressed not only appreciation for the company having been recognized for its investment in communities, product quality and HR excellence, but sought to connect these accolades to the longstanding dedication of the scores of talented Saint Lucians who have and continue to invest their time and genius into the growth of the organization.

“Our company is only as strong as the men and women who continue to invest their time and talent into making the technologies work and producing products that our island and the rest of the Caribbean have come to recognize and trust,” Du Boulay said.

The company’s achievement in this regard was further underlined by personal commendations from the now former Minister for Commerce, Business Development, Investment and Consumer Affairs, Emma Hippolyte, who expressed “pleasure in seeing the success and

strides of the manufacturing sector”. Du Boulay’s has been in the forefront of this industry growth for two generations.

She said, “they continue to produce goods of international quality and standards, create jobs and drive the economy.”

Du Boulay’s Bottling Company Ltd. also received in 2016 the Minister’s Award for Innovation.

It further snagged first place in The Lawson Calderon Eco Manufacturing Awards, which, according to Dunstan Du Boulay is a testament of the company’s ongoing environmental awareness undertakings that come in keeping with the increasingly environmental conscience of the Caribbean and the wider world. ¤

DBC Managing Director Dunstan Du Boulay (right) receives RIYA award from CAIPA President McHale Andrew.

Photo Courtesy Of Caribbean Export Development Agency

Du Boulay’s Recognized as Investment MVP in the Eastern Caribbean with RIYA Title

D

u Boulay’s Bottling Company has been recognized as one of the top investors in the region, outshining close neighbours like Antigua & Barbuda, Dominica, Barbados, Grenada, St. Kitts and Nevis, Saint Lucia, St. Vincent and the Grenadines, and even Trinidad and Tobago at the 2016 Regional Investor of the Year Awards (RIYA) held in May at the 2016 Caribbean Caribbean Investment Summit in Miami, Florida.

The 45-year-old company emerged the winner in the Local Investor of the Year category, edging out two other nominees: Chocolate Dreams Ltd. from Jamaica, and Bowjay from Guyana.

The RIYA is a collaborative initiative that seeks to recognize and promote the contribution of foreign and local investors to the Caribbean economy.

While Du Boulay’s did not win the overall award of Regional Investor of the Year, its

Managing Director Dunstan Du Boulay, who received the awards on behalf of the company and its team, pointed to the Caribbean Export Development Agency (CEDA) and the Caribbean Association of Investment Promotion Agencies (CAIPA) for naming the Company as the Local Investor of the Year, paving the way for its ultimate category win.

“For me it was a great experience,” Dunstan Du Boulay said during a sit down with Business Focus, “I will carry the memories of that evening and hearing our company’s name resonate throughout those halls, for years to come.”

CAIPA President and CEO of Invest Saint Lucia McHale Andrew, who also attended the Summit, remarked that this latest award is testimony to the fact that Saint Lucia’s manufacturing sector is on a path for continuous growth, with the industry making up at least 5% of the island’s GDP and employing 6% of the local workforce.

The Caribbean Investment Summit was funded and co-organized by the InterAmerican Development Bank (IDB), the Caribbean Export Development Agency and Caribbean Association of Investment Promotion Agencies (CAIPA) as part of a Regional Public Goods Initiative titled “Support to Foreign Direct Investment in the Caribbean”. The event targeted more than 100 investors and site selection intermediaries from the US market who were given an opportunity to learn about investment ready projects in the participating CAIPA member countries.

Participating countries included Antigua and Barbuda, Bahamas, Barbados, Belize, the Cayman Islands, Curaçao, Dominica, Dominican Republic, Grenada, Guyana, Haiti, Jamaica, Montserrat, St. Kitts and Nevis, Saint Lucia, St. Vincent and the Grenadines, Suriname, Trinidad and Tobago and the Turks & Caicos Islands. ¤

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FEATURE

Du Boulay’s – Preserving & Protecting the Environment

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nvironmental awareness continues to be a necessary cornerstone of modern business operations in the Caribbean and the world over and investing in evolving technologies that specifically target these are crucial to the success of these investments.

Such is the case with Du Boulay’s Bottling Company Ltd. (DBC) which professes to have prioritized evolutionary-type improvement that encompasses all facets of its operations. This comes with the adoption of an Integrated Management System, which includes standards and practices in the areas of quality, food safety, health and safety, and (equally important) the environment.

The approach targets key performance indicators to drive all aspects of the operation, including productivity, quality, occupational health and safety, fleet management and both customer and consumer satisfaction.

(International Organization for Standardization standards relating to occupational health and safety management). International auditors cite DBC as one of the few companies in the Caribbean to have achieved all of the above certifications and note it as likely the only company in St. Lucia to be both ISO-14000 and ISO-18000 certified.

With these certifications, the company has been able to maximise use of limited water resources through its fully automated internationally recognized waste water treatment plant, while optimising energy conservation and environmental protection. It has also incorporated a host of upgraded equipment and improvements along its production line to include the manufacturing of its own range of packaging, the use of its own CO2 manufacturing plant with a 3000lb daily capacity that allows for the direct in-line carbonation of beverages.

“We understand the importance of the environment,” says Director Tony Du Boulay, “and we are committed not only to the continued growth of our operation, but also sustaining the environment within which we operate.”

The innovations and environmentally affable investments go much further but it is understood that the company today is able to simply load raw materials in one end of its plant and collect a fully loaded, cross-stacked pallet of shrink-wrapped finished product, ready for delivery to local buyers or for export to regional and international locations, on the other.

He pointed to DBC’s commitment to the maintenance and continued improvement of both its award-winning business best practices as well as the implementation of operational standards that comply with both national and international expectations.

Some 85% of its generated waste is recycled today and the company has set its sights on upping that number by 10% through greater collaboration with the electronics, oil, plastic, and metal recycling facilities right here in St. Lucia.

The company continues to upgrade and revamp its facilities by regularly investing in newer, more technologically advanced and efficient equipment and training. To date, DBC has undergone a full facility upgrade on five occasions and has acquired a series of certifications that underline its trajectory of environmental consciousness.

DBC remains committed to employing strict measures to conserve energy and maximise limited water resources. These efforts, it says, have paid substantial dividends and have landed the company an efficiency rating among the leading bottling operations in the Coca-Cola Latin American Business Unit, which includes more than 30 bottling facilities.

Among the awards are the HACCP (Hazard Analysis and Critical Control Points); ISO-9001 (International Organization for Standardization requirements for a quality management system); FSSC-22000 (Food Safety System Certification scheme); ISO14000 (International Organization for Standardization series of environmental management standards); and the ISO-18000

Further efforts to reduce the company’s carbon footprint include battery operated forklift trucks, energy efficient LED lighting, solar powered ventilation in the production area, and a plan to implement a major solar power system later this year to cut electricity consumption by about 50 percent. ¤

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Caribbean Line

Ipswich Antwerp La Pallice

Professional & Confidential Services

Setubal Dominican Republic Haiti

St. Martin Guadeloupe Martinique St. Lucia Barbados Trinidad Guyana Surinam French Guiana (S.L.M.) Brazil (Macapรก)

Caribbean Awning

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Du Boulay’s A Caring Corporate Citizen

V

alidating its awarding-winning position as a responsible corporate citizen, Du Boulay’s Bottling Company Ltd continues to invest heavily in the sports, education, and community development across Saint Lucia, using the power of its operations and global brands it represents to give both value and mileage to its initiatives.

Marketing Manager Troy De Freitas says Corporate Social Responsibility is as important to the company’s operations as making a profit – being enshrined in its mandate from the point of initial operations.

“As a company we have always prided ourselves on being a good corporate citizen, and as such, we have and will continue to make it a priority to substantially invest in various sectors of St. Lucia with support for the promotion, development and sponsorship of sports, cultural, educational and other social activities across the island,” he said.

The company stands toe-to-toe with more regionally established companies with a more than $200,000 annual investment in people and community development.

The company has been involved with events such as Carnival, Jounen Kwéyòl and the St. Lucia Jazz and Arts Festival, and with charities such as the St. Lucia Sickle Cell Association, the St. Lucia Arthritis and Lupus Association, the Rotary Club of St. Lucia and Friends of Golden Hope. It also supports the Red Cross, the National Emergency Management Organisation (NEMO) and the Royal Saint Lucia Police Force.

“DBC has always maintained a rigorous policy of giving back to the community via the sponsorship of local sports, arts, craft and human development,” says DBC Managing Director Dunstan Du Boulay.

The company has long been involved with track and field, basketball, cricket, football and tennis. ¤

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CPJ St. Lucia

Tropical Shipping

“ Congratulations to Du Boulay’s Bottling Co. Ltd on their 44 Years of leadership in Caribbean Bottling”

Stuart Brothers (W.I) Ltd Stuart Brothers (W.I) Ltd

(W.I) Ltd, 196 Western Main Road, Cocorite, Trinidad. Tel # -1868-622-2070, Fax 1-868-622-2949, email : stuartbrothers@stuartbrosltd.com.

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FEATURE

Du Boulay’s – Investing Heavily in the Future of Saint Lucia Sports

O

n the heels of the 2016 Rio Olympics, which saw Saint Lucia for the first time in its history standing amongst the world’s greatest on the final stage, Du Boulay’s Bottling has a lot to be proud of having invested heavily over the past four and a half decades in sports development across many fields covering the length and breadth of Saint Lucia.

“We are the only company in the Caribbean to maintain active sponsorship of a sporting event for over 30 years,” said Dunstan Du Boulay, and very few can challenge that assertion.

The company, with its more than $200,000 annual budget to honour its Corporate Social Responsibility, stands in an arena all by itself, especially when compared to many locally born businesses.

One of its major feathers in the Du Boulay sporting cap would be the Annual International Tennis Federation (ITF) Coca Cola Junior Tennis Tournament, where every year in August, in excess of 200 players under the age of 18 from more than 20 countries around the world, get together right here in St. Lucia to compete for the coveted ITF title. This is a DBC and Coco-Cola sponsored tournament and carries with it the marketing weight of both brands which adds tremendously to the bragging rights of successful competitors.

The international nature of this tennis tournament has seen the players from BusinessFocus Sept / Oct

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Antigua & Barbuda, Australia, the Bahamas, Barbados, Brazil, Canada, China, Croatia, the Czech Republic, the Dominican Republic, England, Finland, Germany, Greece, Hong Kong, India, Italy, Mexico, Russia, St. Lucia, St. Vincent and the Grenadines, Sweden, Switzerland, Trinidad and Tobago, the United States and Venezuela.

But tennis is not the only sporting discipline that has seen significant capital injection from Du Boulay’s, customary Caribbean sports like Cricket and Football have also reaped considerable dividends over the past 45 years.

“Further to this we have also maintained lengthy and continued sponsorships of local cricket, football and a range of other sporting disciplines,” Du Boulay said.

On the subject of Football, the company, through its Coca-Cola affiliation and asserted position as a quality producer of the product, had in 2013 spearheaded the tour of the much sought after FIFA World Cup Trophy in Saint Lucia.

Then Minister of Tourism Lorne Theophilus said, ““we may never be able to witness this in at least our lifetime,” underlining the significance of the occasion.

Theophilus added, “FIFA made a very important and very good decision in choosing St Lucia as a destination and also partnering with Du Boulay’s Bottling Company Limited, representatives of Coca Cola here, who have been very active in

the development of sports for decades in St Lucia.”

Du Boulay’s had also that year been a major sponsor of the Blackheart Knockout Football Competition, which hosted an exhibition match between the winning Gros Islet team and a select Coca-Cola team. The winning team had the honor of the FIFA trophy, even if only for a moment, as their spoils.

Dunstan Du Boulay believes, “it is safe to say that we actively seek to set ourselves apart via our corporate functionality, especially as it relates to sports and its impact on young lives. The potential for international growth is of course something we cannot ignore.

“St. Lucia now sits favourably with Jamaica and other Caribbean nations to have made an impact on the world stage in sports and I believe that our athletes, with the appropriate backing from corporate citizens like us, can continue to make a significant impact in the global sporting arena. The potential for recognition of all sports for our island when that becomes a reality is limitless.”

Du Boulay’s Bottling Company Ltd. said it is “honoured to be an integral part of the sporting community in Saint Lucia and is focused on giving back via activities that benefit society as a whole and keep our nation strong.” ¤

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Du Boulay’s -

Company Brings Coca Cola FIFA World Cup Trophy to St. Lucia

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he FIFA World Cup Trophy’s tour of Saint Lucia will stand as one of the most significant years in Saint Lucia’s sporting history, not just for football.

Even the Governor General rolled out the red carpet for this coveted emblem of dominance – representing true superiority in the most popular sport the world over.

And all of this was thanks to Du Boulay’s Bottling Company and its magnificent contribution to the quality of production of the Coca-Cola brand in Saint Lucia and Latin America.

Red carpets rolled out from South to North as the trophy toured the island.

But what is most impactful is the human impact of its presence at the then Beausejour Cricket Grounds (now Daren Sammy Cricket Ground) where thousands gathered to not only be in the presence of one the greatest sporting prize of all time, but also to witness their own compete at winning it – even if only for a moment.

For that we saw the 2013 Blackheart Champions Gros-Islet coming up against a Coca Cola All Star Team. The former lost on penalty strikes after a scoreless draw in regulation time but the experience was second to none in their football careers.

Outside of the players’ perspective, the occasion, thanks to Du Boulay’s came in BusinessFocus Sept / Oct | 42

for an exceptional social experiment with an after-game gathering that included prestigious Saint Lucians from as high as the Governor General Her Excellency, Dame Pearlette Louisy; now leader of Her Majesty’s Oppositon, Hon. Phillip J Pierre; the British High Commissioner, Andy Bryce; and of course Du Boulay’s Bottling Company Limited and FIFA representatives.

The event received the full support of Saint Lucia, irrespective of their communities.

Director of the Saint Lucia Tourist Board (SLTB), Louis Lewis committed the Board’s endorsement and support of the initiative, “because we are constantly in pursuit of initiatives that distinguish us from our competitors.” This statement transcended the boundaries of sports and tourism in the island.

Louis added, “This is a shining example given the fact there are 209 countries associated with FIFA and only 88 were selected for this tour.”

The Saint Lucia Tourist Board has since used the tour as a marketing tool to amplify the island’s position as a potential sports tourism destination.

General Manager of the Coca-Cola Company in the Caribbean and Venezuela, Jeremy Faa, who has been associated with

the company for 17 years, said it was “a very special experience” to be present in markets like St Lucia and to witness the “passion” and “privilege” to be associated with both football and Coca-Cola.

“It is a great honour to be here and for Coca-Cola to be able to bring the trophy to St Lucia,” he said.

Comments like those further cement the Du Boulay’s commitment to sports development in Saint Lucia, and Managing Director of Du Boulay’s Bottling Company Limited, Dunstan Du Boulay has made no secret of his company’s joy in bringing this sports icon to the island.

“Throughout the years our company has played a major role in sports in St Lucia through sponsoring of tennis, cricket and football,” Du Boulay said.

He added, “That trophy, the most iconic symbol in football, has become the most sought after and recognized sports prize in the world. We were very fortunate and privileged to have been selected as one of the destinations to which the trophy would travel.”

While thanking everyone who made the event a success, Du Boulay referred to the occasion as “a momentous and historic event which can only enhance and promote the game even more in St Lucia.” ¤

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FEATURE

ALL IN THE FAMILY Richard Du Boulay – General Manager

W

Year started: 2011

e’ve all heard the old adage “Never do business with family,” but DBC has proven that family businesses can work, and can even succeed, in

this case for 44 years and counting. “Running a family business can sometimes be very challenging, particularly with members operating in close proximity,” Dunstan Du Boulay says. “However, due to our nature and temperament and the strong bonds of trust and confidence which we maintain in each other, instead of posing challenges, our relationship has molded a spine of steel into the company and, further to this, facilitates decision making in the shortest possible time frame.”

Louise Du Boulay, who has worked with her family in the company for 17 years, concurs. “It has its challenges. You’re going to have your ups and downs as usual,” she says. But on the flipside, we all know there’s nothing like family. “It’s comforting to work with them,” she adds.

The four brothers who first decided to branch out into beverage manufacturing (Dunstan, Tony, Leslie and Frank) have all continued to be involved in the company throughout the years, and now all serve as Directors. In recent years, members of the next generation have come into the fold, such as Richard Du Boulay, Dunstan Du Boulay’s son. ¤

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R

ichard Du Boulay, son of DBC Managing Director Dunstan Du Boulay, took on the role of General Manager five years ago. Though he oversees all aspects of the company, he has followed in his father’s footsteps and paid close mind to the production side of things.

Richard says his role when he joined the company was to build on the legacy created by his dad and uncles, improve certain areas, such as computerization and the finance department, and seek growth opportunities in terms of diversifying the business.

“I think it is fair to say that I completed two aspects of this, namely computerization and the finance department, and started the diversification process in the startup of CPJ St. Lucia,” Richard said.

As for what it’s like to work with his family, Richard says, “It is extremely challenging as you have to balance the professionalism of the work environment with family relationships, which we have always managed to do successfully.

It’s about each person understanding their role in the workplace and maintaining that mutual respect for each other that has been the success story of DBC.” Richard is committed to keeping DBC successful and honouring the legacy his dad and uncles have created. His strategy for success?

“Continuously looking for ways to grow the business (increasing revenue) and reducing costs wherever possible without compromising the quality of product and service to our customers. Acknowledging that we are operating in a rapidly changing global environment and adapting to these changes throughout - technological changes, operational changes and environmental changes.”

Louise Du Boulay – Accounts Manager Year started: 1999

T

ony Du Boulay’s daughter Louise finished school in Canada and came back to join her father and uncles in the family business about 17 years ago.

Though she’s now the Accounts Manager, Louise has also worked in the DBC depo and the warehouse, loading vehicles and dealing with distribution. She then started working in administration and accounting, helping to pull together the file system the company has now.

Louise says it’s nice to be part of her family’s company because she’s seen how the company’s been built from the ground up.

She was just a child when the company was first starting out, and has grown up alongside it. It’s that family relationship, which extends beyond Louise, her dad and her uncles, and out into the staff too, that Louise feels makes DBC unique.

Whether it means just having a chat with someone who’s had a bad day or helping someone out with a personal struggle, Louise says the company treats staff like family. And a lot of what management has done to help employees stays under the radar.

“They don’t brag,” she says.

Jason Charlemagne – IT Manager Year started: 2013

A

nother member of the next generation is Jason Charlemagne, whose father is one of the original four Du Boulay brothers, Leslie. Charlemagne has been the IT Manager for the past three years, working to keep a handle on just about everything that can fall under the Information Technology umbrella, whether that means setting up a computer system or getting someone’s phone to work.

Charlemagne joined the company at a critical stage in 2013, when DBC was looking for ways to evolve and move forward with its IT department. Charlemagne brings a quality education to the table: He holds a Bachelor of Commerce degree in IT Management from Ryerson University in Toronto, Canada, and a Master of Science degree in IT Management from England’s University of Liverpool.

“As soon as I came on board, I was welcomed with open arms,” Charlemagne says.

When asked what it’s like to work with so many of his family members, Charlemagne said it’s a relaxed environment, but at the same time the expectations as an employee and as a family member are higher.

“They’ve known me my entire life,” he says.

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Troy De Freitas – Sales & Marketing Manager Year started: 2010

T

roy De Freitas, the son of the four brothers’ only sister, Dierdre Du Boulay, joined the company six and a half years ago. De Freitas hails from Trinidad, where his mother lives, but now considers himself both Trinidadian and St. Lucian.

De Freitas brings an extensive résumé to the table, having worked in sales since he was 16 years old. Since joining DBC, he has worked tirelessly to keep the sales and marketing side of the company innovative and constantly evolving. Among his accomplishments is the current DBC logo, which was the company’s first logo to be recognized internationally. De Freitas conceptualized and designed the logo to help define the company’s corporate identity.

As for what it’s like working with his uncles, De Freitas says it’s been an unparalleled learning opportunity – an education you can’t get in school.

“There’s no words to explain it, to be honest,” De Freitas says.

The invaluable experience Dunstan, Tony, Leslie and Frank have after 44 years in business has taught De Freitas about building strong business relationships and having respect for people.

De Freitas, who left Trinidad for the DBC job, also gained a deep understanding of St. Lucian culture and the local business environment from his uncles.

In an interesting parallel, Dunstan’s son Richard has followed in his father, Dunstan’s footsteps to spend a significant amount of time working in production, while De Freitas has taken after his Uncle Tony and has worked as the company’s Sales & Marketing Manager for almost seven years.

“It’s almost like history is repeating itself,” De Freitas says.

Going forward, DBC is operating under the experienced guidance of the four brothers who have been there from day one, with an injection of fresh ideas from their children and nephew. De Freitas explains the younger generation is not trying to reinvent the wheel, but let it take its natural evolution in a modern way.

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De Freitas is perhaps most proud of the DBC logo, which helped establish a recognizable image for the company in the eyes of the public. De Freitas says that’s where he’s received the most recognition – from consumers who compliment the company’s image and promotional efforts, and ultimately, that’s what matters most.

De Freitas has also created advertising campaigns for each of DBC’s products across all media platforms, introduced social media and a company website, and designed a new ICY brand logo to compete against new age competitors.

In addition, he’s built two DBC Cool Down Zones, the first of their kind in the region. They’ve been used at events such as Carnival for the past two years to offer shade and a cooling mist to hot, sweaty eventgoers.

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FEATURE

Du Boulay’s -

A Family Atmosphere

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ome of DBC’s staff members have been with the company since its inception, and a large majority of them have been there for more than 20 years.

What is perhaps most unique about DBC is its family atmosphere, which extends beyond the Du Boulay family members themselves. Employees are not merely people who work for the company, they are viewed by management as unique, whole individuals who are important because of much more than just the work they do. They are mothers, fathers, scholars, scientists – people with histories and people with futures who are respected for their work and their character.

In addition to the close-knit corporate culture the Du Boulay family has created, the company’s headquarters is made up of intimate offices that lend themselves to a natural interactive work environment.

Integrated Management Systems Manager Tessa InnocentBarnard remembers her first month with DBC fondly.

It was back in 2008, when she was in the middle of working on getting the company HACCP-certified. (HACCP stands for Hazard Analysis and Critical Control Points.) It was a big job and she had to work a couple Sunday nights. She remembers Dunstan Du Boulay bringing her a ginseng drink the company was bottling at the time, to help get her through the night. Later during her employment, when Innocent-Barnard had to be in hospital for surgery, she remembers Tony Du Boulay was the first person to visit her. It’s simple gestures such as these, that stick with people and make them feel cared for.

That care extends into the office atmosphere, which InnocentBarnard describes as warm.

“They encourage you,” she says, referring to the company’s directors. “You get that pat on the back.”

Without a solid team, no business can successfully get off the ground, let alone succeed for decades. Clearly, after 44 years, DBC is doing something right.

DBC salutes its “committed and dedicated team whose exemplary work ethic and desire to be the best have resulted in these outstanding achievements, which have made DBC the premier bottling operation of the Eastern Caribbean.” ¤

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FEATURE

Missing Photo

Anthea James – Executive Secretary/Office Manager Year started: 1999

Anthea James began her tenure at DBC 17 years ago as a personal assistant to the Managing Director, Dunstan Du Boulay.

Her role has gradually expanded since then. In fact, over her almost-two decades with DBC, James has dabbled in various areas of the company, including reception, order processing, accounts and receiving.

“I’ve done a bit of everything,” James says. Now, as Executive Secretary and Office Manager, James focuses on overseeing the administration department. “Day to day, it’s overseeing the entire department and assisting the Managing Director,” James says, describing what her job entails.

She takes care of secretarial work for the Managing Director and department heads, coordinates the customer response program, handles all export and import orders, and purchases all raw and auxiliary materials. Essentially, James oversees the whole administration department, so whether it’s taking a call for her boss, placing an order for sugar or even stepping in to assist with accounts, James is there.

Her workload is by no means small. To keep track of everything she has on the go, James keeps detailed notes.

“I’m always scribbling,” she says. But regardless of the workload, James remains loyal to DBC. “I love my job. I enjoy it,” she says.

The comfortable atmosphere at the company is what has kept her there for 17 years. “It’s like you fit into a family,” James says. “I’m very dedicated to my job. People tell me DBC is my second home.” James doesn’t mind going the extra mile, even if it means taking work calls at home after hours or on her day off.

Working hard is her normal.

In an effort to keep adding to her skillset over the years, James has obtained training certifications in the areas of Excellence in Customer Service, Internal Auditing, Incident Management and Transportation of Hazardous Materials.

For her efforts at DBC, James was recognised as Top Performer in Admin in 2014.

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Valence Modeste – Plant Manager Year started: 1985

Valence Modeste joined DBC in 1985 as a young technician in the newly established Post-Mix Soda Fountain Department, which was primarily created to service the hospitality industry – mainly hotels, fast food outlets and restaurants. He continued to work in this department, making steady progress, until 1990 when he was promoted and transferred to the Quality Control Department, as a Lab Technician.

In addition to his regular daily functions, he made it a point of duty to get involved in maintenance, operation of all equipment and generally in all aspects of the operation of the entire facility, including syrup preparation and blending. Managing Director Dunstan Du Boulay describes him as “a well-rounded and experienced individual.”

Modeste’s ability to quickly learn and adapt to his environment, and his enthusiasm coupled with his passion for what he does, earned him the appointment to Quality Control Manager in 1995.

He continued to excel in this new position to the point that, after only three short years, Modeste was again promoted, this time to the position of Plant Manager.

Trust your image to us

The Print factory

Curtis Nelson – Maintenance Superintendent Year started: 1989 Curtis Nelson joined DBC in August of 1989, as a junior technician in the Maintenance Department. After a year in the maintenance division, during which time he also did a stint as a lab technician, Nelson was promoted to the position of Post-Mix Fountain Technician in 1990.

Nelson continued in this department for a number of years, during which the Post-Mix Department began to flourish, realising substantial growth and expansion. After his daily duties, he would always get involved in maintenance, operation and supervision of CO2 production.

He took advantage of every opportunity to familiarise himself with the maintenance and operation of any plant equipment and machinery. He was appointed as CO2 Production Manager in 1998.

Nelson has cultured himself into a fully-fledged Electro/ Mechanical and Refrigeration Technician, capable of maintaining and operating most of the equipment in the plant.

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Tessa Innocent-Barnard – Integrated Management Systems Manager Year started: 2008, 2013 Tessa Innocent-Barnard brings an invaluable background to DBC. The trilingual manager is fluent in English, French and Spanish. She holds a Bachelor of Science degree in Chemical Engineering, which she obtained in Cuba, and a master’s degree in Environmental Engineering from Carleton University in Ottawa, Canada. On top of that, she’s currently finishing up her final project to get a second master’s degree, this one in Integrated Management Systems, online via a university in Spain.

“I feel as individuals we always need to empower ourselves, and one way to do that is to push yourself,” Innocent-Barnard says. “Don’t stay stagnant.”

So when the chance came in 2011, just a few short years into her time with DBC, to attend Carleton University on an Organization of American States (OAS) scholarship, Innocent-Barnard knew it was a moment she could not pass up.

“It was a perfect opportunity,” she says.

Though the timing was not ideal – Innocent-Barnard was in the middle of working on some of DBC’s industry certifications – she broached the topic with her managers. They encouraged her to pursue the degree and in 2013, Innocent-Barnard came back to the company ready to get right back into the swing of things with her new qualifications tucked firmly under her belt.

“Tessa is really an asset,” says Managing Director Dunstan Du Boulay. “She is now poised to point the company in an excellent direction.”

Innocent-Barnard looks forward to helping the company achieve its goals.

“It’s different from where I’ve worked before,” she says, describing the environment at DBC. She explains there’s a nice balance of rules, a family atmosphere and employee encouragement. In her previous

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jobs, she experienced strict rules and stringent workplaces.

“We have great directors and a great GM (General Manager),” Innocent-Barnard says. They have created a space for employees to develop on their own, but they’re also available to provide guidance when needed. They’ll say, “Go for it, but we’re there to support you.”

This collaborative atmosphere is what Innocent-Barnard thrives on.

“I love teamwork,” she says. “I don’t think any individual is successful on their own.”

In her role as Integrated Management Systems Manager, Innocent-Barnard oversees the areas of quality, environment, food safety, and health and safety. She also leads employee recognition. Personally, however, she says she doesn’t need awards.

“What I’m satisfied with, is when we accomplish what we set out to do for the year.”

In her role as Integrated Management Systems Manager, Tessa Innocent-Barnard oversees four areas of the company and works with two assistants at her side.

Quality: She oversees everything to do with product quality, customer satisfaction and product recall.

Environment: She ensures the company sticks to its three main environmental goals, reduction in water use, reduction in energy use and protection of the environment.

Food Safety: She ensures every DBC product is safe for consumption.

Health & Safety: She ensures all employees go home to their families healthy and safe. There are 26 programs that fall under this category, including annual diabetes and hypertension screenings and hearing tests, which Innocent-Barnard coordinates.

Year started: 2005

Garfield Dorville – Maintenance Superintendent

Augustin Mathurin became a member of the DBC Technical Team in December of 2005. In fact, his services were recruited specifically to coincide with the arrival of the company’s then-new state-of-the-art, fully computerised Blow Moulding equipment.

Garfield Dorville joined the maintenance team of DBC in early 1998 and, after a few months, was transferred to Cul de Sac to assist in setting up the company’s then-new bottle manufacturing facility.

Augustin Mathurin – Technical Manager

Year started: 1998

Being an experienced Electro/Mechanical Technician, His first assignment was working alongside technicians from Germany during the installation and commissioning of Dorville was appointed as Blow Mould and Quality Control Technician, positions which he held until 2006, when he the new equipment. was transferred back to DBC’s facility in Castries.

Mathurin is an accomplished and experienced electro/ On his return to the Castries building, he assumed new mechanical and electronics technician, who by the time duties, which involved maintenance of the Bottle Filler, Lathe installation was completed had already mastered the art of operation and maintenance of every piece of related beller, Boiler, Bottle Warmer and Waste Water Treatment.

He also assists in the maintenance and operation of the machinery.

Blow Mould Operation.

He was appointed Technical Manager of DBC in 2012 and, Managing Director Dunstan Du Boulay says Dorville is “a as such, is responsible for the upkeep, maintenance and highly motivated, experienced and competent individual programming of all production and process equipment, as with an acute sense for trouble shooting and diagnostic well as the supervision of the Technical Superintendents. intervention. He is a major player of the maintenance department.”

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Julius Gordon Floor Supervisor Year started: 1972

Francis Edwin and Julius Gordon have both been with DBC since day one. They have each worked in various capacities and have seen the company grow from a fledgling business with a single truck and a staff complement of 12 to the successful operation it is today.

Francis Edwin Machine Operator Year started: 1972

Gordon started off as a machine operator and now supervises staff on the production floor. He opens up the facility in the morning and is often one of the first, if not the very first, to arrive.

Managing Director Dunstan Du Boulay commends both men for their exceptional punctuality, strong Edwin has operated multiple machines over the years, commitment to their work and unwavering loyalty to though now he works mainly in the Blow Moulding DBC. Bottle Department. Integrated Management Systems Manager Tessa Innocent-Barnard calls him the “conveyor expert� because he knows how to keep them running and polished to a completely spotless shine.

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Design & Print of Magazines and Annual Reports Full Print & Promotional Branding Services Corporate Gifts Personal Diaries Calendars Holiday Give Aways Much More

John Street, La Clery, Castries | P.O. Box GI 2003 St. Lucia T: 758-453-1149 | E: ams@candw.lc| www.amsstlucia.com | www.stluciafocus.com BusinessFocus Sept / Oct

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FEATURE

Expanding the Du Boulay’s Portfolio

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n February 4, 2014 the Du Boulays formed a joint venture with food service distributor Caribbean Producers Jamaica Limited (CPJ), creating CPJ St. Lucia.

Three members of the Du Boulay family sit on the board of directors: Richard Du Boulay, serving as Chairman, and Tony and Dunstan Du Boulay, serving as directors. CPJ maintains a 51-percent controlling stake in the venture, while Du Boulay’s Bottling Company holds the remaining 49 percent. The food service distributor officially opened on November 5, 2015, and now operates an approximately 35,000-square-foot multipurpose warehouse in Cul de Sac, primarily serving St. Lucia’s tourism sector.

CPJ says the main focus with its new branch in St. Lucia is to increase the customer base and develop new sales opportunities in the Eastern Caribbean. CPJ St. Lucia provides the company with opportunities to leverage its extensive wines and spirits portfolio, gourmet foods, fine cheeses and specialty items, as well as opportunities to provide export capability for its manufactured products. CPJ St. Lucia is targeting key hospitality customers on the island with dry goods, refrigerated and frozen products, beverage systems, wines and fresh produce.

The company plans to widen its scope to engage with local agricultural producers as it develops its food manufacturing business in St. Lucia. Currently, CPJ exports its branded products to St. Lucia and three other countries in the region.

Who is CPJ?

Located in the Montego Freeport, St. James, Jamaica, CPJ operates over 125,000 square feet of space, which houses BusinessFocus Sept / Oct

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offices, manufacturing plants and both refrigerated and dry warehouses. CPJ recently celebrated 20 years of service to its customers as the leading food, beverage and non-food distributor in Jamaica and the wider Caribbean.

The company considers itself a customer-focused, serviceoriented organisation that matches its portfolio of products and services to meet and exceed its customers’ needs in both the hospitality and retail trades. Its customers in the hospitality industry are large hotel chains, hotels, restaurants and bars.

In the retail trade its customers are large supermarket chains, superstores, independent wholesalers, supermarkets and small retail outlets.

CPJ distributes exclusively, internationally renowned wine and spirit brands, namely Remy Cointreau, Yellow Tail, Concha y Toro and the full range of Bacardi products such as Grey Goose and Dewar’s White Label. In 1999, the company began manufacturing beverage products specifically for the hotel industry and, in 2013, began processing and distributing its own branded meat products such as hamburgers, sausages, ready-tocook pork products and bacon.

The company prides itself on prompt and accurate delivery of orders, competitive pricing, close contact with customers and the ability to provide a full array of products and services to assist customers in their foodservice operations. This attention to service has been recognised nationally by the Jamaica Hotel and Tourist Association (JHTA), awarding CPJ “Purveyor of the Year” eight times.¤

Meet the core CPJ team

responsibility for driving the company’s day to day sales and operations while ensuring the company stays true to its vision.

Tyler began his career at Caribbean Producers: a United Statesbased company that supplied furniture and equipment to the hospitality and hotel sectors across the Caribbean. While working there, Tyler had the vision to create an integrated distribution company that led to the establishment of Caribbean Producers Jamaica Limited, which he Co-founded with Mark Hart in 1994. Tyler was educated at the University of South Florida.

A. Mark Hart J.P. - Executive Chairman (Appointed April 1994) A. Mark Hart was appointed to the Board in April 2004 and currently serves as the Executive Chairman. Hart is the founding and controlling shareholder of the company and prior to his appointment as Executive Chairman in 2011, he served as the company’s Chief Executive Officer from 2004. Hart began his career as the Managing Director of the Hart family’s group of companies in 1982, eventually becoming Chairman and Chief Executive Officer in 1997. Hart serves as Chairman of Cargo Handlers Limited, a JSE Junior Market listed company and Montego Bay Ice Company Limited, a JSE Main Market listed company. He was a former Chairman of the Airports Authority of Jamaica and continues to be a member of the boards of the We Care for Cornwall Regional Hospital, ItelBPO Solutions and Alpha Angels investor group. Hart is a graduate of the University of Miami.

Radcliffe Murray - Director of Operations Radcliffe Murray joined CPJ in 2001 as a member of the Sales and Marketing team. In 2002, he was promoted to Manager for the Systems Sales Division and he has subsequently moved up the ranks, resulting in his current position as Director of Operations.

Murray brings to the company his experience in finance, sales and marketing and in his current role as Director of Operations he is primarily focused on logistics and facilities management. In addition to this role, Murray is acting General Manager for the new subsidiary, CPJ St Lucia.

Murray holds qualifications from the Business Resource Institute (BRI) International (Certified Food System Management Consultant) and Guelph University of Ontario Canada (Food Technology Centre). He is also a Certified HACCP consultant and has served as a Director of the Board of the Jamaica Manufacturers’ Association since 2009.

Thomas (Tom) Tyler - Chief Executive Officer (Appointed April 2007) Thomas (Tom) Tyler was appointed to the Board in 2007 and currently serves as the Chief Executive Officer with oversight BusinessFocus Sept / Oct

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FEATURE

A history of CPJ 1994: CPJ was first conceptualized by Mark Hart and Thomas (Tom) Tyler. Both envisioned a vertically integrated company that would focus on providing the hospitality industry with consistent service and quality products. CPJ started operations selling a container of Eversoft toilet paper from a 10,000-square-foot warehouse in the Sagicor Complex (formerly known as LOJ complex) located in Montego Freeport, Jamaica. CPJ would later expanded its products to include a full range of paper products, dry goods, canned goods and condiments over the next two years.

1996: CPJ began distribution of wines to the hotel industry.

Today CPJ represents many of the top producers of wine and internationally recognized spirit brands and is considered the leading importer of wines and spirits in Jamaica.

1997: CPJ began supplying the hospitality industry with a complete line of beverage system juices featuring an institutional brand called Cloudburst.

2011; Best Website 2011; and Best Website 2013.

2012: The food processing plant was constructed and CPJ now sells a wide range of beef and pork products to both the hospitality industry and the retail public. CPJ Market opened in Kingston giving the retail public access to CPJ’s full range of products including CPJ-branded bacon, hamburgers, sausages and ham. CRU Bar + Kitchen also opened and quickly became arguably Kingston’s finest rooftop bar and restaurant.

2013: CPJ won the Eddie Hall Award from the Jamaica Manufacturers Association (JMA) for Best New Manufacturer of the Year.

2014: In Montego Bay, CPJ expanded further and built an additional 10,000-square-foot warehouse for production materials and dry goods. A staff wellness centre, which includes a gym and a modern staff canteen, was also built. CPJ St Lucia began its foodservice operations for institutional customers in July 2014 and currently it has a staff complement of 32.

2015: CPJ celebrated its 20th anniversary.

1999: CPJ constructed a juice plant to produce locally the juice concentrates for the beverage system programs used by hotel food and beverage outlets. Today, CPJ supplies the majority of the hotel sector in Jamaica, as well as four other countries in the Caribbean, including St. Lucia.

2000: The company constructed a 1,000-square-foot freezer at its LOJ complex. It began selling seafood and dairy products. Today, CPJ’s cold storage and manufacturing plant is approximately 50,000 sq ft and the company sells a wide range of products including meats, seafood, dairy and frozen groceries. CPJ’s growth required its head office to move from the Sagicor complex to its current location at 1 Guinep Way, which was originally used as an 807 garment factory. The additional space increased its warehouse size by 25,000 square feet.

2003: CPJ introduced Red Bull to Jamaica, which at the time was the only canned beverage on the market. This product brought CPJ recognition in the local retail market, Red Bull sales skyrocketed and Jamaica became the fifthlargest consumer per capita of Red Bull in the Americas.

2006: The company built a 28,000-square-foot refrigerated warehouse, which was quickly followed by a second multipurpose 26,000-square-foot warehouse in 2011.

July 20, 2011: As part of its expansion strategy CPJ listed on the Jamaica Junior Stock Exchange (JSE). The listing was very successful and oversubscribed. Since listing on the JSE, CPJ has won three JSE Junior Market Best Practices awards. They are: Overall Best Junior Company BusinessFocus Sept / Oct

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Rodney Bay Industrial Estate, Box130, Castries

Blue Waters

Massade Ind’l Zone, Box RB 2466 Gros Islet, Saint Lucia Tel: (758) 450-0061/62/21 Fax: (758) 450-0910 Email: info@edlslu.com BusinessFocus Sept / Oct | 59 Web: www.bluewatersslu.com

MUST READS Volume 17

Decoding Success

by Lyndell Halliday BSc., MBA, CPA,CMA

“I am the greatest”. - Usain Bolt, after completing his unprecedented triple-triple of sprint gold medals at the Rio Olympics.

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very four years we are enthralled by the exploits of the very best of the best from all over the world who compete for the ultimate glory. Their demonstration of sacrifice, commitment, endurance, team-work, and so much more is why the Olympic Games is the ultimate celebration of the human spirit. This edition of Must Reads salutes the triumph of these extraordinary men and women and attempts to demystify success. Reviewed in this issue are Grit: The Power of Passion and Perseverance

by Angela Duckworth (Scribner 2016) and Outliers: The Story of Success by Malcolm Gladwell (Black Bay Books, 2007).

Grit: The Power of Passion and Perseverance

by Angela Duckworth Noted psychologist, Angela Duckworth takes us down a fascinating journey of her career-long research into the subject of grit. Angela Ducksworth is a professor of psychology at the University of Pennsylvania. She has advised the White House, the World Bank, several US professional sports teams and many Fortune 500 CEO’s. Early in her career, Ducksworth became intrigued by what factors separated the successful from the not so successful.

Part of her early research in the field took her to the US Military’s elite officer training institution, the West Point Academy. At the time, West Point focussed primarily on physical fitness and academics in its recruitment system and accepted the high dropout rate as a natural and unavoidable side-effect of BusinessFocus Sept / Oct

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the gruelling nature of its intense training programme. What puzzled the military, however, was that there appeared to be no correlation between the apparent skills and talents of its recruits and their success rate. Duckworth after studying the recruits for some time, concluded that it all boiled down to grit. Buoyed by her research, Duckworth developed and tested an objective measure to gauge each applicant’s level of grit. After incorporating this grit test into the Army’s recruitment selection system, the dropout rate plummeted.

In further observations and studies traversing diverse fields including education, sports and the private sector, Duckworth noticed the same recurring patterns. The evidence was clear - neither talent nor hard work was the principal distinguishing feature associated with outstanding achievement. It was grit – which Duckworth defined as a fusion of passion and perseverance. Over and over again, Duckworth’s research showed that grit was not just one of several coequal factors – it was in fact the primary determinant of success.

This is by no means a revolutionary concept – after all most of us have some rudimentary intuitive understanding of the importance of grit. Yet, we probably still significantly underestimate its importance. Duckworth’s research elevates our understanding of grit.

This book is more than just theory and anecdotes - Duckworth shows how to measure and increase one’s own level of grittiness, how to hire for grit, how to cultivate grittiness in employees, how to raise children to be more gritty and how to help to foster a culture of grittiness in an organization. For these valuable insights, this book is a worthwhile read.

Outliers: The Story of Success

by Malcolm Gladwell Malcolm Gladwell is a staff writer for the New Yorker magazine who has written several best-selling books. Outliers was written almost ten years ago, but it remains such an influential book on the

theme of success that it a must-read even today. Gladwell uses the term “outliers”, to refer to the most successful – the very best of the elite in their endeavours.

Like Duckworth, Gladwell argues that factors such as talent and IQ aren’t the most relevant to success. Instead a wide range of determinants - such as family background, generation, upbringing and culture -have a disproportionate role in determining success.

Many of these factors are outside our control of course. So this would all be very discouraging were it not for the premise of the most significant and oft-referred to chapter of this book – the principle of the 10,000 hour rule. The central proposition is that in observations across a span of fields – sports, music, academia, business, entrepreneurship and more - becoming world class had little to do with talent – it was almost entirely about the number of hours of “deliberate practice”, which an individual dedicated to the field. This is a controversial finding that continues to generate heated debate today. Perhaps the appeal in this rule is that this is something very much within our control.

But even if you don’t 100% agree with him, Gladwell presents some strong evidence to show that talent is indeed very much overrated. Read this very thought-provoking book.

Finally, a disclaimer is necessary - neither of these books discussed will make you into an Olympic star. However they may get you to start thinking differently about success, how to become more successful and how to foster success within your organization. ¤

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.

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ENVIRONMENTAL FOCUS

Caribbean Countries to Benefit from New World Bank Initiative Targets Expansion of Protection for People and the Environment

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aribbean countries are expected to benefit from a new initiative announced by the World Bank that expands protection for people and the environment in Bank-financed investment projects.

The World Bank said its Board of Executive Directors approved the new Environmental and Social Framework that concludes nearly four years of analysis and engagement around the world with governments, development experts, and civil society groups, reaching nearly 8,000 stakeholders in 63 countries.

The World Bank framework is part of a far-reaching effort by the World Bank Group to improve development outcomes and streamline its work.

“The World Bank Group’s mission is to end extreme poverty and reduce inequality in the world, and this new framework will be a critical factor in helping us reach those goals,” said World Bank Group President Jim Yong Kim. “These new safeguards will build into our projects updated and improved protections for the most vulnerable people in the world and our environment.

“We also will substantially increase our financing of the safeguards to make sure this works as intended with enough funding for both implementation and building capacity in countries so that they can play a more active role in protecting people and the environment,” he added.

The framework brings the World Bank’s environmental and social protections into closer harmony with those of other

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development institutions, and makes important advances in areas such as transparency, non-discrimination, social inclusion, public participation, and accountability including expanded roles for grievance redress mechanisms.

The World Bank said that in order to support the new framework and meet additional oversight demands, it is on a trajectory to substantially increase funding for the safeguards.

“Strengthening national systems in borrowing countries is recognized as a central development goal by the World Bank and most of its shareholders. In line with this goal, the framework places greater emphasis on the use of borrower frameworks and capacity building, with the aim of constructing sustainable borrower institutions and increasing efficiency,” it said.

The approved Environmental and Social Framework introduces comprehensive labour and working condition protection; an over-arching non-discrimination principle; community health and safety measures that address road safety, emergency response and disaster mitigation; and a responsibility to include stakeholder engagement throughout the project cycle.

The World Bank said that the new framework will promote better and lasting development outcomes. It provides broader coverage and access, and will benefit more people, especially vulnerable and disadvantaged groups.

It will also strengthen partnerships with other multilateral development banks, development partners, and bilateral donors, it said, adding the framework is expected to go into effect in early 2018. ¤

Commonwealth to Help Caribbean Access Climate Change Funds

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By: Ravin Singh

upport will be offered to Commonwealth Caribbean countries by the 53-member Commonwealth of Nations to assist in the process of accessing United Nations’ (UN) available funds to counter Climate Change. This was articulated by Commonwealth Secretary-General Baroness Patricia Scotland in an interview during her recent visit to Guyana.

this situation, she again committed to providing support for the region to access these funds to help with climate change.

Baroness Scotland was nominated by the Caribbean to serve as Commonwealth Secretary-General, given that it was the Caribbean’s turn to nominate a candidate for that position, based on the principle of rotation.

She also expounded on the huge challenges that the region faces in the area of natural disasters, given that it is one of the most heavily indebted regions in the world. And most of that debt, she added, was incurred because of the climatic shocks from which the region has suffered for a number of years.

As the Baroness explained, Climate Change remains an important issue for the Commonwealth because it does not discriminate based on geographic space and it poses an “existential threat” to our region. Efforts are being made at the level of the Commonwealth to create a climate change financial hub, where expertise that the region needs and those that the Commonwealth has will be in a common place.

“Our “spoke” here in the Caribbean will be in Belize, at the Belize Climate Change Centre which was created by CARICOM. So the Commonwealth is going to put a specialist advisor in that hub to try and help those Commonwealth countries in the Caribbean,” the Baroness committed.

She noted that if countries so desire, the Commonwealth would provide a financial climate change adviser to assist individual countries to feed into the “spoke”, to coordinate and help the region better articulate its needs.

The UN has set aside US$900M to support adaptation and mitigation practices to counter climate change through the Green Climate Fund (GCF).

The GCF is a fund within the framework of the United Nations Framework Convention on Climate Change (UNFCCC) founded as a mechanism to assist developing countries in adaptation and mitigation practices to counter climate change.

The SG described the system used to access the funds as “complex and difficult” as it has prevented countries in the Caribbean from drawing down any of that money. Faced with

“What we are trying to do in the Commonwealth is to create a mechanism to help and support our region technically, to get their hands on some of that money to help and adapt and change.”

“There has been a cycle of the Caribbean restoring the damage cause by climate change; just about getting things back in order and then another issue happens,” she said, referring to Tropical Storm Erika which devastated Dominica last year.

The SG related that, just prior to the storm, Dominica was doing well by any one standard, having an increase of 4.1 per cent in its Gross Domestic Product (GDP). But when Erika hit, it almost wiped out Dominica’s GDP, as 90 per cent vanished.

“In a nano-second,” she said, “Dominica’s development was put back 20 years. All of the debts taken on to improve roads and other forms of infrastructure were washed away with it and still, having to recover; that is a challenge that our region has seen happen in many countries.”

With this being a recurring feature in the region, the Baroness said, she has been talking to various Caribbean leaders, over the last 22 months, to understand what the Caribbean needs are for herself, so as to guard against this phenomenon.

And perhaps the most important questions at this time are: “How can the region manage its debt better?” and “Does the possibility of ‘debt swaps’ exist?” Debt swaps, she explained, is a term referring to the swapping of debts that the region has for climate change mitigation and adaptation practices.

With no one solution to solve these issues, she reaffirmed her commitment to providing support to the region via the Commonwealth in areas which include and expand beyond climate change. ¤ BusinessFocus Sept / Oct

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ECONOMY & TRADE

WORLD BANK AND CARIBBEAN EXPORT PARTNER TO STRENGTHEN EARLY-STAGE INVESTMENT IN THE CARIBBEAN

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he Caribbean Export Development Agency (Caribbean Export) is partnering with the World Bank Group to bring greater access to finance for Caribbean entrepreneurs and develop the region’s angel investment ecosystem.

The new program, LINK-CARIBBEAN, aims to stimulate private investment into early-stage enterprises by providing funding products that help entrepreneurs raise capital. The program will also develop a Regional Angel Investor Network (RAIN Caribbean) which will support the development of an early-stage investment community in the Caribbean.

Pamela Coke-Hamilton Executive Director Caribbean Export BusinessFocus Sept / Oct | | 64 64

It is part of the World Bank Group’s Entrepreneurship Program for Innovation in the Caribbean (EPIC), a seven-year, CAD20 million program funded by the government of Canada that seeks to build a supportive ecosystem for high-growth and sustainable enterprises throughout the Caribbean. It will involve the provision of investment facilitation grants to entrepreneurs as well as non-funding activities to stimulate angel investing and support the development of deal-flow for early-stage investment.

Ganesh Rasagam According to Ganesh Rasagam, practice manager for Innovation and Entrepreneurship, Trade and Competitiveness Global Practice at the World Bank Group, “This program will serve as a valuable initiative to promising Caribbean start-ups and growth entrepreneurs. It will help unlock much-needed private capital, particularly from business angels and other early-stage investors through investment facilitation grants and related activities such as the training of promising entrepreneurs in effectively raising capital from investors.”

“The introduction of LINK-CARIBBEAN, including the development of the Regional Angel Investor Network, represents a new paradigm in the search for more accessible forms of financing for SMEs in the region. It is widely recognised that access to finance is one of the greatest obstacles when growing a business. This initiative will be instrumental in facilitating new and innovative forms of financing for the region’s private sector,” said Pamela-Coke Hamilton, executive director, Caribbean Export.

Angel investing typically involves high-net-worth individuals such as successful entrepreneurs, industrialists, corporate/ business executives and investors- investing their own capital and time in start-up and early-stage businesses to make a financial return and contribute to the development of entrepreneurial communities. Within the Caribbean, business angel investing is emerging as a potentially effective and relevant form of capital for start-up and early-stage firms and could play a foundational role in the Caribbean entrepreneurial financing ecosystem.

EPIC’s Access to Finance component has already supported the establishment and development of the Caribbean’s first three angel groups, in Barbados and Jamaica. These angel groups have made investments in the areas of media technology, agricultural machinery, and mobile applications. They are also looking to further build their portfolios.

Aun Rahman, the Access to Finance Lead for EPIC, added that “We are also seeing a heightened interest in our angel investor program in the region, especially given the challenges that Caribbean entrepreneurs experience in accessing bank, venture capital, and other types of financing. Business angel investing is seen globally as the more favoured form of capital for start-up and early-stage enterprises as angel investors understand the risks associated with these entrepreneurs as well as provide a complementary non-capital value to promising entrepreneurs.” ¤

Assisting Small Businesses in the Caribbean

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nter-American Institute for Cooperation on Agriculture (IICA) says it is helping 16 small businesses in the Caribbean improve on their revenue-earning potential by adopting suitable food safety systems and promoting consumer acceptance of their products.

It said that representatives of these businesses attended a workshop that sought to improve market access and participation of small agri-food companies by making use of a key element for food companies: develop and implement a Hazard Analysis Critical Control Point (HACCP) plan.

“This intervention is important for equipping small businesses to be compliant with food safety and standards requirements for better access to and participation in both local and export markets,” said Brent Theopile, IICA’s National Specialist in St. Lucia.

The event was organized by IICA within the framework of 10th European Development Fund (EDF) Sanitary and Phytosanitary Measures (SPS) Project, with financial support from the European Union.

It was also held in collaboration with implementing partners CARIFORUM, the Caribbean Community (CARICOM), the Caribbean Regional Fisheries Mechanism (CRFM) and the National Committee for the Application of Sanitary and Phytosanitary Measures (CNMSF) of the Dominican Republic.

The participants were drawn from the Bahamas, Haiti, St. Vincent and the Grenadines and St. Lucia. IICA said the activity was implemented in two phases, the first being held in May consisting of a “train-the-trainer” programme, in which one representative from the public and private sector was trained to function as a HACCP resource person in the country.

In the second phase small agri-food business owners learned about principles of food safety, identification of types of hazards and their effects on food, as well as suitable control methods for common food hazards. This was completed online through a 15-module web programme.

“It is expected that the local trainers will transfer and build the capacity of local technicians to deliver HACCP training and support services to small businesses in their respective countries”, Theopile added. ¤ BusinessFocus Sept / Oct | | 65 65

ECONOMY & TRADE

IDB Launches a Practical Guide for Smart City Management

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ities in Latin America and the Caribbean had have an accelerated and unplanned growth which has generated a series of challenges that can’t be fixed in a traditional way: insecurity, vulnerability to climate change and natural disasters, growth in energy consumption, pollution, water and waste management, the need for a better citizens participation, and more effectiveness in public services, amongst others.

Also, the current fiscal limitations of the region’s governments – especially at subnational levels, require more efficient systems that allow reducing public expenditure and increasing fiscal income. Our cities should migrate towards a sustainable model of Smart City.

From conversations with mayors, businessmen, planners and their teams, it has become clear that there is an absence of information about Smart Cities, which are their benefits and how to achieve this change in the region.

To solve this knowledge gap, a group of journalists and specialists of the Inter-American Development Bank have developed a practical guide called “The Road Towards Smart Cities: Migrating from Traditional City Management to the Smart City.”

The IDB understands that a Smart City is one which puts people at the center of development, incorporates information technology and communication in urban management, and uses these elements as tools to stimulate the creation of an efficient government that includes processes of collaborative planning and citizen participation. “By promoting an integrated and

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sustainable development, cities will transform into innovative, attractive and competitive places”, said Mauricio Bouskela, IDB Housing and Urban Development Senior Specialist.

Since 2011, the IDB has assisted cities in Latin America and the Caribbean with the development of intelligent management studies with the help of strategic alliances and firms such as Korea Research Institute for Human Settlements (KRIHS), Moon Engineering (Korea), Cisco, Microsoft, Everis, and IDOM, amongst others.

Today these studies have advanced in Guadalajara, Mexico (Digital Creative City), and in various intermediate cities in the region that participate in the Emerging and Sustainable Cities Program (ESC) like: Goiânia, Vitória, João Pessoa, Florianópolis y Palmas (Brazil); Montego Bay (Jamaica); Barranquilla, Valledupar and Villavicencio (Colombia), Montevideo (Uruguay), Valdivia (Chile) and Nassau (Bahamas).

The main action areas of these projects are citizen security, mobility, emergencies and natural disasters management, connectivity, citizen participation, and integrated operation and control centers.

This guide has more than 50 examples of cities that have implemented intelligent solutions, and proposes a roadmap for those that want to adopt this model. Among the case studies are the cities of Buenos Aires (Argentina), Bogota y Medellin (Colombia), Rio de Janeiro (Brazil), Chihuahua (Mexico) and Nassau (Bahamas). ¤

Sagicor

Windward & Leeward Brewery Limited

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New FAO, ECLAC and ALADI Report Warns of Threat to Region’s Food Security

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The countries whose agricultural sectors will suffer the greatest impacts (Bolivia, Ecuador, El Salvador, Honduras, Nicaragua and Paraguay) also face significant challenges in terms of food security.

The study was presented at the recent meeting of the Community of Latin American and Caribbean States (Celac), in Santiago de los Caballeros, Dominican Republic, as a key input to incorporate climate change management in the Plan for Food Security, Nutrition and Hunger eradication of Celac 2025.

According to the three agencies, the agricultural sector is the most affected by climate change, which is essential when considering that it contributes five per cent of regional GDP, 23 per cent of regional exports and employs 16 per cent of the economically active population.

Paradoxically, although the region produces a lower contribution to climate change in terms of their emissions of greenhouse gases compared to others, it is especially vulnerable to its negative effects.

he impact of climate change in Latin America and the Caribbean will be considerable because of its economic dependence on agriculture, the low adaptive capacity of its population and the geographical location of some of its countries, notes a new study by the Food and Agriculture Organisation (FAO), the Economic Commission for Latin America and the Caribbean (ECLAC) and Latin American Integration Association (ALADI).

“With a structural change in the patterns of production and consumption and a big environmental push, Latin America and the Caribbean can achieve the second objective of the Sustainable Development Goals, ending hunger, achieving food security and improving nutrition while promoting sustainable agriculture, “said Antonio Prado, Deputy Executive Secretary of ECLAC, while introducing the report in the Dominican Republic.

According to Prado, the Food Security Plan of Celac and the new Forum of the Countries of Latin America and the Caribbean on Sustainable Development will be two fundamental pillars for this process.

The report by the three agencies highlights that climate change will affect crop yields, impact local economies and jeopardise food security in Northeast Brazil, part of the Andean region and Central America.

“The challenge for the region is considerable: how to continue the positive process of eradicating hunger as the effects of climate change on production systems become deeper and more notorious,” said Raul Benitez, FAO’s Regional Representative to the Ministers of Celac.

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Some countries in the region, as well as Celac, have already taken important steps in designing plans for adaptation of the agricultural sector to climate change, but the challenges are still considerable. Only in terms of financial resources, without taking into account the necessary policy changes, it will require around 0.02 per cent of annual regional GDP.

The new report projects movements in altitude and latitude in the optimal areas for the cultivation of important crops such as coffee, sugar cane, potatoes and corn, among others.

At the national level, these impacts can seriously affect food security: according to the report, in Bolivia, changes in temperature and precipitation would cause an average reduction of 20 per cent in rural incomes.

In the case of Peru, projections indicate that the impact of climate change on agriculture would generate decreases in the production of various staple crops for food security, especially those that require more water, like rice.

But the agricultural sector not only receives the impacts of climate change, but also contributes to its effects, so it is urgent that countries with the support of Celac make an urgent transition to sustainable agricultural practices, both in environmental, economic and social terms.

According to the three agencies, the eradication of hunger in Latin America and the Caribbean requires a paradigm shift, a fully sustainable agricultural model that protects its natural resources, generates equitable socio-economic development and allows adaptation and mitigation of climate change effects. ¤

US Group Calls for New Laws in the Caribbean to Reduce Seafood Catch

Caribbean fishing photo

The lead researcher at a US-based environmental research unit has called for urgent action to ensure the future sustainability of the fishing industry in the Caribbean.

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ylin Ulman, from the Sea Around Us — a research initiative at the University of British Columbia also warned that the marine environment of local communities in the Turks and Caicos Islands and the rest of the Caribbean are being threatened as marine catches have been “drastically under-reported”.

According to a report published in the open-access journal Frontiers in Marine Science, Ulman said actual catches on the islands were an alarming 86 per cent higher than that reported to the Food and Agriculture Organisation (FAO), and this has very troubling implications.

This has prompted Ulman and her team to call for urgent action from policymakers .

In making specific reference to the Turks and Caicos Islands, Ulman said fishing has historically been the main industry in that country and in some areas, up to 75 per cent of locals are involved in the fishing industry. The rise in tourism is creating more demand for locally caught seafood and is placing increasing pressure on local marine life.

However, she noted that the data passed on to the FAO are incorrect because they only account for commercial catches that will be exported, and do not include seafood caught and consumed by locals and tourists on the islands. This can put future stocks at risk.

“DEMA (The Department of Environment and Maritime Affairs) has done a great job of monitoring fish sold to the country’s fish plants,” said Ulman.

“However, it seems they have not always had enough staff to monitor seafood being sold or given to locals and tourists, whether that be at the dock, in shops, or in restaurants.”

For a better estimate of the amount of seafood caught around the islands, the authors assessed all catches between 1950 and 2012.

The reconstructed data also included evaluations of recreational catches and illegal poaching. Using these data and mathematical models, Ulman and her team have made the most accurate estimates to date of seafood consumption by residents and tourists on the islands.

Reported catches have been used to put regulations in place for sustainable catch limits. However, these limits have been unsustainable, leading to the over-exploitation of marine life.

“Local seafood consumption surveys should continue to be completed once every three to five years to track changing patterns, especially with the ongoing growth of tourism. Local consumption catches must be factored into the equation when calculating the total allowable catch limits, especially for key species of conch and lobster, to determine if it is even possible to continue the export business,” said Ulman.

She added that new legislation is needed to reduce seafood catches so that stocks are being fished within safe limits, and this study adds new weight to the urgency of this issue.

The report also advised officials in the Turks and Caicos Islands to stop the exportation of conch for up to five years to allow populations to recover, but they have been delayed in implementing this.

“While the results of this research may seem like bad news, we are quick to emphasise that this new data may actually present an opportunity,” said co-author Edward Hind who added that if the government supports the Turks and Caicos Islands fisheries scientists in collecting better catch data, then the country can have healthy fisheries for decades to come”.

The under-reporting of fisheries catches is common across the Caribbean.

The report noted that Haiti, the Dominican Republic and Jamaica (and likely the rest of the region) are facing the same problems and urgent action is required to avoid further over-exploitation of marine life. ¤ BusinessFocus Sept / Oct

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ECONOMY & TRADE

Suriname’s Fly All Ways Airline Launches Service to Guyana and the Region

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By: Michel Outridge URINAME-based airline Fly All Ways recently launched its inaugural flight from Guyana to Barbados without any hiccups on Tuesday 9th August with officials stating that safety and comfort will give the carrier the edge over its competitors.

Fly All Ways airline will provide three non-stop flights per week between Guyana, Barbados and Suriname and in September will start its service from Barbados to St. Maarten, for the holiday season only. At the end of September, the airline will fly twice weekly to Boa Vista, Brazil from Guyana, and from the next week will also fly to Haiti once weekly.

The airline is using a Fokker F70 aircraft outfitted with 80 seats.

The airline made its maiden voyage with a Fly All Ways team from Suriname to Guyana’s Cheddi Jagan International Airport after which it flew to Barbados with a Guyanese delegation including Guyana’s Minister within the Ministry of Public Infrastructure, Hon Annette Ferguson; CJIA officials, Guyana Tourism Authority officials and a media team.

Before the flight took off to Barbados, an official welcome ceremony was held at the VIP Lounge at Cheddi Jagan International Airport (CJIA). Minister Ferguson welcomed the

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services of Fly All Ways to operate flights on the ParamariboGeorgetown-Barbados routes; and in the near future, on the Paramaribo-Georgetown- Boa Vista routes.

She said, “We also believe that the introduction of new airlines into the aviation industry can only mean good for the Caribbean region and people, moreso for those countries that are directly affected by the entrance of new services”.

She added that she is pleased that investors from Caricom countries can invest in regional airlines which will boost the economies of the region, support the tourism sector, and provide more travel options for Caribbean travellers and also neighbouring South American countries.

The Minister noted that Fly All Ways is coming into the market at a time when there is a decline in inter-Caribbean air travel and also at a time when Guyana and Suriname are the two countries in South America that are least integrated by air with the rest of the region and continent.

Ferguson said the start of this service has bridged both gaps -– enhancing inter-Caribbean travel and also connecting Guyana

and Suriname with Brazil via Boa Vista. She said, “Healthy competition is necessary for the development of the regional air transport sector, and so the introduction of flights to Barbados

by Fly All Ways will complement the existing operators providing flights already to Barbados, such as LIAT and Caribbean Airlines Ltd.” Additionally, Ferguson said, air carriers will develop the air connectivity and network of Guyana, and provide multiple travel options for the passengers. She disclosed that, with more travel options as a result of competition, it would mean more reasonable air fares for the passengers.

She said, “I trust that Fly Always will be a fresh start for regional airlines, (one) that will make a difference and serve the people of the Guyana and Caribbean well.

Ferguson encouraged Fly All Ways to be committed to the travelling public, and to deliver a high standard of passenger service, one that is efficient and effective and to also consider other destinations within South America and the Caribbean.

Director of the Guyana Tourism Authority (GTA), Indranauth Haralsingh, told the ceremony at CJIA that Fly All Ways flights to Guyana is a timely investment, and deployment of its aviation assets will boost network connections between South America and the Caribbean.

He said this new route will create a wealth of opportunities to increase intra-regional travel, trade and connectivity; and further facilitate the development of multi-destination packages and tourism. Haralsingh added that the new route will result in time and cost savings for travellers, especially on long-haul flight connections, and will help to boost demand for ‘Destination Guyana.’

The GTA Director pointed out that the tourism industry is heavily dependent on air transport. Airlift and connectivity will definitely improve Guyana’s accessibility, which is critical in boosting arrivals on a sustained basis. He said airlift capacity and airlift load factors are important tourism metrics to driving successful tourism results and to this end, GTA is looking forward to close collaboration with Fly All Ways.

Also making brief remarks was Chairman of GCAA, Larry London; newly appointed Director General of GCAA, Egbert Fields; Fly All Ways CEO of Marketing, Amichand Jhauw; Director of Civil Aviation Safety, Surinamese Brian De Souza; and Joyce Blokland, Permanent Secretary in the Ministry of Transportation, Communication and Tourism. ¤

Dairy Queen Franchise to Expand to Five Caribbean Countries New Stores Set to Open in St. Lucia, Grenada & St. Maarten

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onsumers in the Caribbean will soon be able to enjoy some more frosty Dairy Queen treats. The DQ system announced on August 1 that in the next five years the chain will open 24 additional locations in five Caribbean countries. The company announced that DQ Grill & Chill locations will be built in Trinidad & Tobago and Jamaica.

The stores will serve DQ treats and a full range of menu items including the brand’s signature Grill Burgers, chicken strip baskets, chicken sandwiches and a variety of salads, sandwiches and the full DQ Bakes! menu, which includes nine hot-from-theoven and made-to-order items.

DQ Treat stores will be built in Jamaica, St Lucia, Grenada and St Maarten. The DQ Treat stores will feature DQ’s famous softserve products such as the signature Blizzard Treat, soft-serve cones, sundaes and DQ Frozen Cakes.

“The international marketplace continues to be a huge opportunity for growth for the DQ system,” said John Gainor, President and CEO of International Dairy Queen, Inc. (IDQ).

“We’ll be introducing our DQ Grill & Chill concept to fans in Trinidad & Tobago and expanding the DQ brand in Jamaica. “Our presence in these warm weather countries is a perfect fit for us.”

Royal Treats Ltd. signed the multi-unit, multi-country agreement with American Dairy Queen Corporation (ADQ) to develop the new locations.

They currently operate eight DQ Treat locations throughout Trinidad & Tobago, the first of which opened in 2012. “We are excited to be expanding this iconic brand’s footprint,” said John Gillette of the family-owned Royal Treats Ltd. “Residents and tourists will now have more opportunities to experience the same exceptional treats and menu items that they have come to know and expect from the DQ system.”

The DQ system has more than 6,700 locations with more than 2,200 of those units operating outside of the US. International Dairy Queen, the parent company of American Dairy Queen Corporation, is a subsidiary of Berkshire Hathaway Inc, which is led by American business tycoon Warren Buffett. ¤ BusinessFocus Sept / Oct

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YOUTH IN FOCUS

CXC Records Decline in Candidates and Increase in Subject Entries for CSEC 2016

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lthough the Caribbean Examinations Council (CXC) has recorded a slight decline in the number of candidates who registered for the Caribbean Secondary Education Certificate (CSEC) examination this year, there has been a noticeable increase in the subject entries.

This observation was made by CXC Director of Operations, Mr. Stephen Savoury, when CXC recently announced the release of the 2016 CSEC results during a live broadcast from Anguilla.

“When we look at the statistics we see that interestingly enough for 2016, even though there was a small decline in the actual candidate entries, we saw an interesting dynamic development, where the subject entries for our candidates have increased,” said Savoury.

According to the Operations Director, CXC has noticed the increased subject taking trend with interest. In fact he disclosed that “it helps us to be able to understand and ask ourselves why this is happening and we think we have the answers based on our conversations with principals and ministry officials.”

The plausible answer that CXC has been able to derive is that more candidates are striving to ensure that they matriculate.

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“More persons are recognising that in order for them to take the step to the next level of their education attainment, which would be university and college, they need to be able to have four and ideally five CSEC subjects in order to make this progression, and therefore we are seeing more persons attempting more exams as the years progress,” Savoury explained. And according to him, “this is an interesting dynamic that we believe will continue to go forward.”

The CSEC subjects, which are delivered by CXC are examined for certification at the General and Technical Proficiencies, which provide students with the foundation for further studies and entry to the workplace.

In order to ascertain each individual candidate’s performance, CXC applies a six-point grading scheme, which is used to report on the performance of the candidate under six overall and profile grades which fall under ‘Overall Grades’ and ‘Profile Grades’. The ‘Overall Grades’ are classified as I, II, III, IV, V, VI while the ‘Profile Grades’ are A, B, C, D, E and F. Meanwhile, Savoury, at the Forum, also revealed that in terms of candidate entries by gender, females outnumbered the males. This translated to females being 77,544 and males being 55,130.

However, Savoury noted that while female candidates outnumbered their male counterparts in the majority of territories, Suriname was an exception where the male candidates outnumber the females.

But according to him, “I suspect the Suriname numbers will change drastically and the ladies will continue to dominate.”

According to Savoury, CXC’s mission is to provide the Region with syllabuses of the highest quality, valid and reliable examinations and certificates of international repute for students of all ages, abilities and interests. He made it clear that “we take that mandate seriously at CXC.” CXC is also tasked with providing services to educational institutions in the development of syllabuses, examinations and examinations administration, in the most cost-effective way, Savoury noted.

He noted that “we believe that this is an important aspect of what we do, and as we continue to go forward our guiding principle in this regard is to place emphasis in a number of areas. We believe that fairness in our examinations, accuracy of our marking, reliability of the data and quality output are paramount to keep us focused on the task we have to perform.” ¤

Vision Express

1st Floor Financial Centre Building Bridge Street P.O. Box 1860 Castries Tel: (758) 451-3244 | Fax: (758) 458-1222 Website: www.ecglobalinsurance.com | Email: ecglobal@ecfh.com

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IN THE KNOW

How to Build A Business

By Dr. Basil Springer

“Other seed fell into good soil and brought forth grain, growing up and increasing and yielding thirty and sixty and a hundredfold.” - Mark 4:8

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amaica’s Prime Minister Andrew Holness recently stated that “investment in the entrepreneurial spirit of Jamaicans will guarantee the country’s economic growth”.

The occasion was the official opening of ‘Empowerment Park’ established by Juici Patties at Clarendon Park in celebration of the company’s 35th anniversary this month. He went on to say: “We need more entrepreneurs. The countries that are going to grow rapidly in this era will be the countries that can create, innovate and add value. The critical element in that is the entrepreneur”.

There are many examples of entrepreneurs who have developed successful and sustainable businesses but what we want is more and more of them in every country of the world to stimulate national economic growth.

How do We Build a Sustainable Business?

It is obviously not an easy task because we are faced with the statistic that only 10 percent of start-up businesses live beyond the first five years of operation.

This statistic is a global average. Our challenge is to increase the chances of success of these start-up businesses.

How do we do this? What can we learn from the structure of the human body which gives rise to the successful global average statistic pertaining to the human body which is that 95.4 percent of human beings survive the first five years of life. Can we map this onto the business structure?

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The human body structure can be broken down into five systems namely: (1) Foundation - Skeletal and muscular; (2) Security - Skin/Hair/ Nails and Immune/Lymphatic; (3) Life - Nervous, Cardiovascular, Respiratory and Endocrine; (4) Growth - Digestive and Urinary; and (5) Sustainability Reproductive.

Using this structure and converting into business language we have the following systems: (1) Foundation - Corporate Governance; (2) Security - Investment Finance; (3) Life - Marketing; (4) Growth - Operations; and (5) Sustainability - Human Development.

Corporate Governance includes establishing a sound dialogue culture, introducing innovative “DNA of an elephant” products and services, being clear about the business model, articulating the mission clearly, establishing the organizational structure and performance monitoring systems.

Operational Efficiency turns sales into profits where profit is the measure of growth in the business.

Sustainability is about unlocking the human potential among your resource persons through mind-set, skill-set and cross cultural communication change and aiming for high quality standards, productivity and competitiveness.

In order to grow, a seed must be covered under the dirt and find its way to the light. Let us lay a sound foundation for our business, secure it with appropriate finance, give it life through a sound marketing strategy, grow it through high levels of operational efficiency, and sustain it by developing the human resources to the fullest. ¤

Investment Finance focuses on selecting your sources of finance in support of the culture of starting small, doing it right, making a profit and then expanding.

Marketing begins with the understanding of your products and services and the preferred target markets and then combining these options in a marketing matrix. The mining of the marketing matrix coupled with optimal marketing strategies will then go a long way to generating sales from the customer base.

Dr. Basil Springer GCM is Change-Engine Consultant, Caribbean Business Enterprise Trust Inc. - CBET. His email address is basilgf57@gmail.com and his columns may be found at www.cbetmodel.org and www.nothingbeatsbusiness.com.

Jamaica Moves Ahead with New $50 Million Solar Facility ANSA McAL Acquires US Brewery

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he ANSA McAL Group based in Trinidad recently announced its stock purchase acquisition of Indian River Beverage Corporation (IRBC), which operates the Indian River Brewery under Florida Beer Company in Central Florida.

The Indian River Brewery, the third largest brewery in the State of Florida, produces various beer brands which are distributed throughout the United States and has contracts for many global brands.

The acquisition of Indian River Beverage Corporation marks ANSA McAL’s first purchase of a private brewing production facility in the United States.

Highly experienced in the production of malt beverage “beer” brands with local flavour and international appeal, ANSA McAL’s beverage sector currently owns and operates Carib Brewery, one of the largest and well established local brewing companies in the Caribbean.

With over 1,000 employees, Carib Brewery produces the much loved Carib beer, commonly referred to as the “Beer of the Caribbean” and Carib Light. Carib Brewery also brews Stag Beer and a range of Shandy Carib products.

ANSA McAL has expanded Carib Brewery’s facilities and has allowed the brewery to meet the increasing demands of its local market, as well as to export to international destinations including the United States.

ANSA McAL hopes to bring this unique experience to the Indian River Beverage Corporation in the United States, while expanding and maximizing production efficiency for their Caribbean brands and the brewery’s local clients.

Anthony N Sabga III, Group Business Development Executive and Sector Head, Beverage, speaking on behalf of the ANSA McAL Group, referred to this latest addition to the beverage sector as exciting.

“The milestones attained by Carib Brewery through the abundance of heritage and quality, have earned us the distinction of bringing quality life to the Caribbean diaspora and beyond. We are proud of our local roots and enthusiastic at the prospect of this new addition to our three other breweries located in Trinidad and Tobago, Grenada and St Kitts-Nevis.” ¤

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Jamaica Keeps Getting Greener ollowing the launch of a major new wind farm on the island, Jamaica’s Government announced that it was finalizing an agreement with Eight Rivers Energy Company to build and operate a 33.1-megawatt solar facility at Paradise Park in Westmoreland.

The plant represents an investment of $50 million, with construction slated to start in the next calendar year. Supply to the national grid is slated to begin in 2018.

“This will be the lowest cost ever for solar power in Jamaica.

It will also advance the Government’s major policy objective, namely, the diversification of Jamaica’s energy supply mix to reduce cost and dependence on imported oil,” said Jamaica’s Energy Minister Dr Andrew Wheatley.

Jamaica is also returning to the market with a new request for proposal for 100 megawatts of renewable energy.

“It is our intention to grow the Jamaican economy in a sustainable, endogenous and inclusive manner. This is the notion of prosperity for all. The Ministry of Science, Energy and Technology is playing a leading role in this regard. One only has to look at our net billing arrangement which has significantly boosted the capacity of individuals to earn from their renewable energy efforts,” he said. ¤ BusinessFocus Sept / Oct

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IN THE KNOW

Is Entrepreneurship Part of Your Destiny?

By: Sir Richard Branson It’s one thing to be told by a feng shui master or a fortune-teller that you have a future as a businessman, and quite another to know it in your bones that this is indeed true. To have a stab at success, you need to have the self-belief — and a good plan in hand.

Q: Do you believe in feng shui? I’ve been told by a feng shui master that I’m suited to a business career.

I’ve been working for many years, but have no major achievements to boast about and not a lot of money in the bank. Now I’m becoming restless. How do I know if I truly am destined to become an entrepreneur? — Thomas Chee, Malaysia

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ears ago, when Virgin Records really started to take off, our team began looking at the Japanese market as a possible place to expand. I loved visiting the country, and was fascinated by the different customs involved in doing business there.

It was during those early trips that I was first exposed to the principles of feng shui.

Popular in many parts of Asia, feng shui is a Chinese discipline that posits that harmony and success can come with the proper alignment and arrangement of interiors.

In Japan, some of our most important meetings took place in opulent hotels, and I would notice that the surroundings were arranged just so. Drinks would be set on tables in certain ways, and plants were carefully positioned around the rooms.

The people I was meeting with were always neatly dressed in suits and ties.

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I must admit that my long, straggly hair, beard and sweaters looked out of place!

Still, we found ways of working together on everything from records to computer games. Perhaps the feng shui was working in our favour.

Since then, I’ve learned that feng shui translates as “wind and water” — two elements we have a lot of around Necker Island, BVI, where I live. In fact, you can often find me out on the waves catching the wind as I kitesurf around the reef.

Include info and photo of Sir Richard Branson....... about the author

Being in harmony with nature is one of the things I love most about Necker. Of course, I am always open to a little chaos to shake things up, but I like to think that on the island, our particular style of feng shui is in good working order.

Providing a harmonious environment is a good idea for any business. You can work anywhere, but it can be easier in suitable, stimulating surroundings.

Sir Richard Branson

Of course, in the end the only opinion that matters is your own.

My wife, Joan, is a genius when it comes to creating wonderful spaces to work and play in. Necker Island’s Balinese-inspired buildings and living areas are good examples of her vision.

find success? Are you prepared for a rollercoaster ride like no other, taking calculated risks to achieve your dreams?

You mentioned that you’ve been working for many years without achieving anything significant, which I thought was an interesting statement. I’d bet that if you asked your colleagues, they could name several of your achievements.

And every design at the Virgin Group, from our Virgin Active gyms to our Virgin Money lounges to rooms at our Virgin Hotels, arises from our careful attention to detail. We want to ensure that people feel inspired.

If the answer to all of these questions is yes, then go for it.

The entrepreneur’s life is all that I know, and I can’t recommend it enough. But don’t embark upon it because someone else thinks you should.

In order to be a successful entrepreneur, you will need to possess self-confidence and the ability to sell yourself, as well as your product, so remember to stay positive!

It’s probably not a good idea to listen only to a feng shui master on career matters.

Since you’re looking for advice about your future, it would be good to talk with people you trust, like your family and loved ones (my mum is always my first port of call).

If you’re considering starting a business, their reactions can serve as your first round of market research. Tell them about your ideas, and you’re likely to get honest feedback.

Make sure you have an idea you believe in, along with a plan in place to turn it into reality.

If a feng shui master believes you are suited to the life of an entrepreneur, that’s great, but ask yourself: Do you really believe it yourself?

At some point, everyone has to make a decision about whether to take the plunge and follow their dreams. Has that time arrived for you, Thomas?

Do you have the appetite for late nights and early mornings? Are you ready to embrace failure upon failure until you learn from your mistakes and

Only you can answer that. ¤

Talent and Imagination from Cover to Cover “we develop and maintain our Clients’ Business Marketing Needs�

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BELLA ROSA

1-800-622-1015 1-800-744-74770 459-650

BusinessFocus Sept / Oct

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St. Lucia to host Annual RICS/IPTI Caribbean Construction & Valuation Conference for first time .Will feature public/private sector dialogue on property trends.

F

or the first time, St Lucia has been chosen as the destination for the 5th Annual Caribbean Construction & Valuation Conference, the region’s premier event for property professionals and a joint initiative of the Royal Institution of Chartered Surveyors (RICS) and the International Property Tax Institute (IPTI). The St. Lucia Ministry of Agriculture, Fisheries, Physical Planning, Natural Resources and Co-operatives along with The Institute of Surveyors (St. Lucia) Inc. have also pledged their support to this important event.

With many important challenges and developments in valuation and construction in the Caribbean – in both the private and government sectors – land and property professionals from around the region and beyond will convene in St Lucia in November to explore current issues, discuss possible solutions and opportunities, and learn from each other and the many experts who will present.

The 5th Annual RICS/IPTI Valuation and Construction Conference, “Recent Developments and Experience Sharing in Valuation and Construction in the Caribbean – Public and Private Sector Perspectives,” will convene at the Bay Gardens Hotel in Gros Islet on November 8-9, 2016.

Important topics for discussion over the two days include:

•

•

•

•

•

•

The Requirements of the Eastern Caribbean Appraisal Institute Current Issues and Recent Trends in Construction: Market Trend Report How to Reform Property Tax The Use of Standard Forms and Contracts in Construction: What’s Appropriate for St. Lucia ADR/Mediations and Arbitrations Land Value Capture: Issues, Options & Implementation

This conference typically attracts over 125 local, region and international valuation, construction, and other real estate professionals to address a wide range of timely and relevant topics.

Sponsorship of this conference will position your company as an industry leader and offers valuable Caribbean and international exposure.

BusinessFocus Sept / Oct

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Why consider sponsorship?

Exposure and high visibility, offering:

• A unique opportunity to interact with many stakeholders at a single event

• A rare opportunity to talk to a global audience about your company’s products and services

• The ability to share your company’s expertise and vision on a local and international level

Benefits of Sponsorship Depending on the sponsorship level selected, your benefits could include: • Pre-event marketing campaign reaching local and

international groups of top decision-makers • News releases announcing your company’s sponsorship • Company logo, name and link included on RICS and IPTI’s

event site • Logo on all printed promotional materials • Special recognition during the event • Reserved seating at event lunches • Opportunity for select employees or clients to attend the event • Promotional material made available throughout the

conference* • Booth in prime designated space

About RICS RICS is a global professional body. We promote and enforce the highest professional qualification and standards in the development and management of land, real estate, construction and infrastructure. Our name promises the consistent delivery of standards – bringing confidence to the markets we serve. The work of our professionals creates a safer world: we are proud of our profession’s reputation and we guard it fiercely.

About IPTI IPTI is an independent, not-for-profit organization specializing in the provision of expert, unbiased, objective, professional advice on all aspects of property tax. IPTI provides education and practical training on specific aspects of property tax through our conferences, seminars, workshops and on-line events.

5th Annual Caribbean Valuation & Construction Conference 8-9 November 2016 Date: 8-9 November 2016 08.00 registration 08.30 start Close: 17.00 on November 9 Venue: Bay Gardens Hotel Rodney Bay Gros Islet St. Lucia Cost: RICS /iPTi Member: US $335.00 Non member: US $395.00 Student: US $250.00

Connect.

Share

Experiences.

Gain

insight

This annual conference will once again bring together market movers and regulators from across the Caribbean, North America and the UK. In this increasingly global market, it is essential for leading professionals to have high-level opportunities such as this to learn from and network with clients and leaders from other markets and regions.

One Day and Group Rates available For the agenda and to register visit this link: http://www.rics.org/us/training--eventsnorth-america/conferences-seminars/5thannual-caribbean-valuation--construction-

14 HOUR

Participants will come away from this conference with a greater understanding of the basic trends shaping the Caribbean real estate and construction markets, as well as having made valuable professional connections.

Take advantage of this unique opportunity!

For more information or to Sponsor: e chaynes@rics.org t (246) 2345677 Supported by:

The Ministry of Agriculture, Fisheries, Physical Planning, Natural Resources and Co-operatives

rics.org BusinessFocus Sept / Oct

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IN THE KNOW

5 WAYS TO CREATE A GREAT BRAND EXPERIENCE By Hanna Fitz

E

very business should be thinking about how to create a great brand experience that will not only attract your ideal customer but keep them loyal.

Gone are the days when businesses made a sale and probably never engaged with this customer again. We are in an age of engagement not just one-off sales promotions and pitches, but continuous engagement and connection.

Today’s customer wants to build relationships with brands they love and your business has to consistently engage with your target audience to ensure that you stay top of mind and favorable.

Before you send another tweet or post on Facebook, consider these five ways to create a great brand experience that your customers will love and recommend to family and friends.

#1- Customer Centered Culture Your customer should be at the heart of everything you create in your business.

Don’t create products for building your brand, create for the people you want to serve. It is important to know and understand your customers. What matters to them, what makes them happy? Once BusinessFocus Sept / Oct

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you understand their needs you will know how best to serve them and create products and services around that, to genuinely meet their needs.

As markets become more competitive it is also important to find creative ways of getting to know your customers. Social Media has done marketers a great favor in this regard.

It has created a platform where your brand can interact with customers in real time, share information, ideas, get feedback and build relationships.

Social media is a great place to get to know your customers and dive deeper into their persona by observing their behavior and interest online.

#2 Be Human Brands are also less formal with their copy offering a friendly yet professional voice that’s approachable and understood by their target audience. Your customer does not want some copy and paste message, they want you to talk to them not at them, in a language that they understand.

They want conversations and want to feel like you get them and truly care.

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.

Most businesses today are finding that people connect better with the personality and often the personality is the brand.

Unlike any other social media platform Facebook users get to interact with founder Mark Zukerberg and engage with new developments in the company and gain insights into his personal life. This no doubt affects how Facebook customers interact with the brand at a more emotional level.

#3 Put Your Heart Into It Heart centered brands are increasingly becoming customer favorites. People want to know you genuinely care about them.

You’re giving and adding value to them in ways that they may not have asked for, but yet they are finding it so useful in their lives.

Gone are the days when brands used advertising copy that read “our product is great, buy it!” Today’s brands have to step into the customer’s shoes and show them why this product is so great and how it will change their life.

It’s no longer a my products are great pitch, it’s here why this will change your lifestyle. Brands need to have a higher purpose other than profit; they need to truly care.

#4 Stories Connect and Sell There is nothing like a great story to create connections, build trust and rapport, especially when it is authentic. This is why storytelling is becoming one of the biggest and most effective marketing tools today.

It allows customers to get to know the brand on a deeper and emotional level. It makes the brand relatable and as humans finding situations we can relate to is almost part of our DNA. Be professional, but also create an interaction, that provides your customer with a human experience not cookie cutter, corporate run of the mill standard conversations.

#5 Keep Your Word In any relationship, trust is essential. Your goal should always be to deliver a service or product that will genuinely make a difference in your customer’s mind. It doesn’t have to be complicated to make a difference.

It just has to leave your customer with the feeling that they are better off than they were before they encountered your product.

The best way to minimize gaps in expectations, is by clearly outlining what the customer can expect (no smoking mirrors).

Always work towards delivering what you promised and while things may go wrong at times, create a policy that takes care of the customer to ensure that the relationship can be maintained where possible. As humans, our experiences, especially the good ones are what will leave a lasting impression on us. While your goal is to make a profit, the best way to ensure sustained growth is by delivering a unique experience that your customers know they can only get with your brand and can count on. ¤

Nelva Antoine is Baron’s 2016 SuperMom

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elva Antoine emerged the winner of the reality television series - The Baron SuperMom Show, sponsored by Saint Lucia’s leading manufacturing company, Baron Foods Ltd.

At a recent prize giving ceremony held at the conference room of the Cultural Development Foundation (CDF), Ms Antoine was presented with a cheque of five thousand dollars and several other prizes by Riyad Mohammed, Human Resource Manager, Baron Foods Limited.

In remarks, Mr. Mohammed asserted that it was a great honour for Baron Foods Ltd to be the title sponsor of the television series and said the manufacturing company has continuously been an advocate to buy local. “This show illustrated the use of many locally made products which are inevitably much healthier and tastier and can be found at many of our supermarkets and shops,” Mr. Mohammed noted.

He observed that the show had captivated the combination of innovative and scrumptious recipes of the participants, which were paired with the locally made Baron Foods products as the main ingredients. The Baron Foods Ltd official thanked and congratulated all the mothers who took part in the show, declaring that they were all SuperMoms. He expressed the hope that this show was able to motivate and inspire their creativity for better things to come.

He also expressed gratitude to other sponsors and to Choice Television for its “brilliant work” and the “truly creative” idea for the show. The Baron SuperMom show was officially launched on Friday, April 22, 2016 at the Bay Gardens Beach Resort. Since then the producers of the programme, Choice Television, travelled throughout Saint Lucia to identify mothers to participate.

The first seven episodes of the series comprised auditions, in which the selected mothers prepared meals in their homes to impress Chef Didier Leberre. Thereafter seven mothers were selected for the challenge rounds in which they cooked according to a theme in an elimination process, until two of the participants faced off in the final episode with Ms Nelva Antoine being declared the Winner. ¤ BusinessFocus Sept / Oct

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IN THE KNOW

WHY

PROJECTS

FAIL P

By Kezia Preville

rojects are collaborations through planning to achieve a particular goal. As it relates to project successes, significant work and coordination is needed to execute a project of any size.

Even the best planned projects may run into some speed bumps if action isn’t taken. So how can projects fail? Some reasons for failure are listed below in random order.

•

•

•

•

Project objectives aren’t in sync with the overall business goals causing the projects tend to take a turn for the worse.

Overall lack of understanding of the vision and goal accounts for this disjoint and ultimate failure.

Good leadership is a necessity. Not only at the Project Manager level but the supervisory level so tasks are performed efficiently.

An inexperienced Project Manager with little interpersonal or organizational skills to engage and bring people together will botch any attempt at a successful outcome to a project.

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A Manager who micromanages can de-motivate his team with similar results.

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Purposely keeping stakeholders in the dark on some aspects or making decisions on their behalf without the correct interventions will cause issues in the long run which can affect funding.

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•

• •

Failure to establish positive communication lines between individuals and groups associated with the project will cause friction and delays.

Engaging in practises which undermine the team’s motivation.

Not having sufficient members on the team to carry out tasks will put a strain on resources.

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If roles aren’t clearly defined, confusion will ensue and costly errors will undermine the project.

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Lack of expertise from team members to effectively complete the specific roles.

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The scope of work isn’t clearly defined or constantly changes throughout the projects life span.

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Little synergy with the management team and the workers who will perform the specific tasks which leads to under estimating the work flow.

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Poor planning most likely due to rushed processes or insufficient management. Of schedules.

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Inability of an inept Project Manager to correctly share master plan into manageable working parts.

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Project Manager who micromanages and takes on responsibility for all instead of using his team for support, is heading for a failed project.

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Overworking staff and proposing unrealistic timelines will not only burn out good workers but degrade the quality of work.

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No risk management is done so no potential problems can be foreseen and prepared for effectively.

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The failure to track and monitor progress in a timely fashion will place the wrong path, especially as it relates to subcontractors who could easily slip away when corrections are needed.

While these are simply a few issues which can account for the failure of a project, a common theme hinges on the Project Manager and his planning abilities. Failure to maintain control of processes, the teams and a general lack of contingency plans for the uncertainty. ¤

Kezia Preville is a Marketing and Business Development Specialist with over 10 years’ experience in various industries.

For more information, contact her at AdVizze Inc on kezia@ad-vizze.com

Arawak Cement Has a New Look

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rawak Cement Company Limited announces the launch of its new packaging in St. Lucia. The novel sack is not just attractive but designed to minimise spillage during the transportation process as well as extend the brand’s shelf life once stored under the correct conditions.

Having achieved the highest international cement standards ASTM and BSEN, the Arawak Cement Company maintains a very robust process to monitor and control the quality and freshness of its product. The company’s ISO 9001 quality management certification is also a testament to this commitment.

The Arawak Cement Company Limited, which is based in Barbados, has been supplying the OECS markets with high quality cement products for over three decades. Arawak Cement is one of the two TCL Group brands available at leading hardware outlets island-wide and the only cement brand carried by Essential Hardware Limited. ¤

The

Essential Hardware Limited

Group

GUYANA

SERVING SAINT LUCIA FROM 4 LOCATIONS • Industrial Estate - Vieux Fort (Tel): 454-3635 • Vieux Fort/Laborie Highway (Tel): 454-3717 • Cul D' Sac/Bexon Highway (Tel): 451-5371 • Bois D' Orange, Gros Islet (Tel): 452-8424 OFFERING A WIDE RANGE of: • BUILDING MATERIALS • HARDWARE • HOUSEHOLD & ELECTRICAL SUPPLIES! Including • Galvalume Corrugated & U-Panel Roofing Sheets, up to 50 feet in length • ARAWAK Cement • Lumber • Interior & Exterior Treated Ply Wood • Steel Welded Mesh A98 & A142 • HT & MS Steel Rods • PVC Gutters, Pipes, Conduits & Fittings • Doors • Windows • Paints, Varnishes & Accessories • Electrical Fittings & Fixtures, including wide assortment of Fans, etc., etc..

FROM FOUNDATION TO ROOF WITH EVERYTHING IN BETWEEN!

BARBADOS STEEL WORKS LIMITED

GRENADA STEEL WORKS LIMITED

ESSENTIAL HARDWARE LIMITED SAINT LUCIA

• Tel: (758) 454-3635 • Fax: (758) 454-8734 • Email: essentialhardwareltd@yahoo.com Follow us at www.facebook.com/essentialhardwareltd

Quality Products Value for Money • Excellent Service BusinessFocus Sept / Oct

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IN THE KNOW

Top 10 Qualities of the Perfect Employee

An employer is defined universally as a person or organization that employees people. The people employed are the employees. They can work part-time or full-time, be on temporary or permanent contracts. Every employer is looking for the ‘perfect’ employee: someone who is the right fit for the organization, works well and is dedicated. Here are the top ten qualities of the perfect employee.

By Trudy O. Glasgow 1. He or she is motivated: motivation comes from within; you either have it or you don’t. Employers are looking for employees who are naturally inspired and determined to succeed in the job.

2. He or she is very productive; works well, performs well, hard-working: an employee who gets the work done in a timely manner is a real treasure.

Employers are always on the lookout for individuals who are focused on getting the tasks done efficiently, saving time and cost.

3. He or she is a team player and easy to work with: it is important that the employee can work well on his or her own or as part of a team. It means that the individual is goal oriented and can make the necessary adjustments in their approach to the job to get the work done.

4. He or she is willing to learn new skills and improve: the world is changing and we all need to keep up with the skills and training. The education and skills you acquired will only be useful if modified to adjust to the changing environment. An employee who is aware of this and willing and able to make that adjustment is a valuable employee.

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5. He or she follows the rules: the rules of the organization are there for a reason, basic rules like the dress code and how to answer the phone may be obvious, not smoking or drinking on the job- even more so, however, the employee’s willingness to abide by all of the rules whether they agree with them or not, is vital to the conduct of a good employee.

6. He or she is a good fit for the organization: it is difficult to explain who will be a good fit for an organization or who will not be.

Sometimes, the employer simply has a good feeling at the interview stage based on the responses given by the candidate at the interview; it can be the candidate’s general attitude and disposition and education and training.

7. He or she is enthusiastic about his or her job, with customers, at home, work etc.: your employee should be a goodwill ambassador for your organization, in the way he or she conducts himself or herself outside of work, how the employee speaks about his or her job, colleagues and the organization itself. The employee should exude a passion for his or her work.

Ms. Trudy O. Glasgow, B.A (History) (UWI), LL.B (Hons.) (Hull), B.V.C, (Northumbria) LL.M, P.C.H.E, (Sheffield) is a practising attorney at the law firm of Trudy O. Glasgow & Associates and a court-appointed mediator and author in Saint Lucia (and has also taught law at University level in the UK).

Ms. Glasgow is the current Vice President of the Bar Association of Saint Lucia and sits on various boards and committees including Chairperson of the National Research and Development Foundation (NRDF); a founding member of 100 women who care (St. Lucia) and the Rotary Club of Gros Islet. She wrote a weekly legal column, Simply law, in The Voice newspaper for eight years (2007-2015) and published a book which is a selection of her articles with some new material. Simply law is now published in weekend edition of THE MIRROR newspaper.

This article is for general use only, for advice specifically for your case, please see your lawyer.

University of the West Indies Set to Go Global

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ith over 50 physical site locations in 17 8. Takes the initiative: an overlooked quality that can really make English-speaking Caribbean countries, a real difference in the job satisfaction of the employee and the University of the West Indies is well the employer’s perception of the employee, is the employee represented throughout the region. Now, UWI taking the initiative to solve problems without seeking the is set to expand globally. intervention of management or the employer. Mistakes will happen, but it how the resolution of the problem is handled According to Pro Vice Chancellor and Principal of the UWI Open will speak volumes to the customer or the employer. The Campus, Dr. Luz Longsworth, the University plans to take its employee ought to take the initiative to solve problems and come up with new ideas, which will always be welcomed by a operations into Latin America and Asia. progressive employer.

“We are about to launch the China UWI Institute for Software Technology, and also a UWI Institute for Latin American and 9. Is talented: an employer should promote and nurture the Caribbean studies in China,” she said. talents of all of his or her employees. The employees feel appreciated and valued and the employer is giving the “So we are already conquering China. We also have a employee the opportunity to showcase his or her talents. relationship that is going to be cemented this year with the Sometimes, employees develop new talents on the job and State University of New York (SUNY) where we will have a this too should be encouraged.

SUNY-UWI Caribbean Institute of Leadership for Leadership and Sustainable Development.”

10. Is honest: honesty is so important in every relationship, and so to in the business world. Your word is your bond. An Dr. Longsworth indicated that there has been a drive by the employer should be confident that he or she can trust his or institution to be recognized globally. her employee with cash, finances and stock of the business.

The employer should be able to rely on the employee to give “We are going out there globally ensuring that the UWI name is an accurate account of happenings in the organization in his seen, is heard and that we have our people from the diaspora or her absence. Without trust, and honesty, the business as well as people interested in research in the Caribbean will be built on a weak and shaky foundation and eventually participating in our programming all across the world,” she said. crumble.

The University of the West Indies states that its aim is to help “unlock the potential for economic and cultural growth” in the Finding the perfect employee is a long and arduous task but region, allowing for improved regional autonomy. worth the effort to be successful in business. ¤ The UWI operates full service Campuses in Barbados, Jamaica and Trinidad and a number of Open Campuses in several other Caribbean islands. In addition the UWI is associated with the Cave Hill School of Business in Barbados and the Arthur Lok Jack Graduate School of Business in Trinidad. ¤ BusinessFocus Sept / Oct

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IN THE KNOW

Meet a Dedicated NRDF Board Member,

Mr. Cuthbert Nathoniel

T

Mr. Cuthbert Nathoniel has been with National Research Development Foundation (NRDF) for more than seven years. A qualified accountant with a wealth of experience, he is one of the most dedicated and diligent Directors on the Board at NRDF. He is committed to excellence and the progress of the organization. A religious family man, he attends church regularly, and is a devoted father and husband to his two sons and his lovely wife.

By Trudy O. Glasgow

he National Research and Development Foundation (NRDF) is a private, NonGovernmental Organization established in 1983 under the laws of Saint Lucia, to promote research and the expansion of economic development in Saint Lucia.

Mr. Cuthbert Nathoniel started at NRDF as a member of the Credit and Finance Committee in July 2009. He was invited by the General Manager on recommendation of a member of the Board at the time. Shortly thereafter, he became a member of the NRDF Board of Directors.

“I have always been interested in serving my country in any capacity where my core competences can be utilized for the betterment of my people.”

As a qualified accountant with substantial experience, working with the accounting firm PriceWaterhouseCoopers, Saint Lucia Coconut Growers’ Association, WIBDECO, now Winfresh, and the

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Saint Lucia Air and Sea Ports Authority (SLASPA); he opened his own Accounting office in November 2014.

Mr. Nathoniel said this about self-employment:

accomplishments and outstanding matters of the Board. He spoke of the fact that there were many issues relating to non-performing loans and discussions about the best course of action to take.

He also stated that “the satisfaction and smile on the face of a client when you have delivered work beyond his/ her expectation is priceless.”

The C&F Committee had revisited many non-performing loans and reasons for non-collectability were not always satisfactory. The Committee worked with the Board and Management of NRDF to ensure that all loan customers were contacted and follow-up meetings and visits took place towards collection of all outstanding balances. More than 49 loans, where legal action had been taken, were reviewed and legal counsel was given instructions to complete the process started.

As a result of this action, NRDF was able to recover more than EC$120,000 in non-performing loans and recovered another $100,000 of loans written-off from the books.

Mr. Nathoniel reflected that he used his first few months on the Board to acquaint himself with the duties,

Mr Nathoniel surmised that he learnt of the importance of ensuring that all agreements are properly vetted before

“When one is self-employed, there are no normal working hours and a work day can be anything from 10 hours to 21 hours. Notwithstanding the challenges, self-employment can be extremely rewarding, not necessarily with the corresponding compensation, but often with the satisfaction of accomplishing tasks in an efficient and effective manner and gaining increasing familiarity and competence with various clients’ style of management and accounting system.”

signing; ensuring that all parties are fully cognizant of their duties and responsibilities, as enshrined within the contractual agreement; ensuring, without exception, the need for parties to carry out these responsibilities and duties; and when these are not carried out, delays or non-performance should be adequately documented.

He described his experience at NRDF as a rewarding in many ways. He added that it has allowed him to assist in guiding an organization that is focused on the education of its people, provision of microfinance loans to subcontractors with less rigid criteria, and partnering with various educational institutions to provide first class education at a competitive price.

He feels that his interactions with staff and committee members have

resulted in the forging of lifelong friendships and improvement in his professionalism.

When asked whether Board members should be compensated for their time and effort, he said, “I believe that Board of Directors should be compensated. NRDF suffers from a lack of interest by persons capable of serving on the Board because there is no compensation for their time and effort in providing oversight to the Foundation.”

He added, “The Foundation has been struggling for years, and while it has improved its management and cash flow management significantly, there is so much more that can be accomplished by the Foundation.

Many of the present Directors and

Celebrates Another Award!

S

Committee members have served for more than five years without compensation, but continue to work diligently for the improvement and success of this fantastic organization.”

Mr. Nathoniel explained that NRDF had come a long way in the last seven years, with better management of its loan portfolio; reducing its delinquent and bad debt to below 3% and improving on its responsibility to its human resource.

According to Mr. Nathoniel, the preparation of a strategic plan to propel the Foundation into the next ten years is a great accomplishment and Management and the Board of Directors need to see to it that the Foundation remains focused in its mandate to the people of Saint Lucia. ¤

oon after being recognized as the Automotive Art Regional Franchise of the Year, Automotive Art (St Lucia) is celebrating another award.

The Lucia Employers Federation has announced that Automotive Art (St Lucia) Ltd. is the recipient of St Lucia Employer of the Year 2015 for Small and Medium Enterprises.

The Employer of the Year Award is given annually in recognition for a company’s outstanding management of the company’s most important asset – its people - as demonstrated through leadership, dynamism, professionalism, strategic thinking and implementation, continuous improvement in HR processes and programs, linkage of HR to business objectives and employee focus.

General Manager, Lyndell Halliday who proudly accepted the award on behalf of Automotive Art expressed delight, particularly because of the premise of this award.

According to Mr. Halliday, “At Automotive Art, when we talk about the importance of people, it is not a platitude, it is what we deeply believe. As a service oriented company, we are profoundly committed to the idea of human capital as our most important asset and we live it.”

Automotive Art is the Caribbean’s largest Auto-Care retailer of car enhancement products and services. With its corporate headquarters in Barbados, it currently trades in over 60 countries, inclusive of 15 Automotive Art franchise stores in nine countries throughout the Caribbean. Automotive Art operates two stores in St Lucia: Vide Boutielle, Castries and New Dock Road, Vieux Fort.

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TOURISM FOCUS

Barnard Family Celebrates 50 Years in the Tourism Industry Saint Lucian Government Pays Tribute to Family’s Contribution

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he Government of Saint Lucia has paid glowing tribute to one local family for its long and illustrious contribution to the development of Saint Lucia’s tourism industry.

On Tuesday August 16th, 2016, Government officials, led by Prime Minister Allen Chastanet, the Minister for Tourism, Dominic Fedee, along with other senior officials representing key institutions in the tourism industry, notably the Saint Lucia Hotel and Tourism Association (SLHTA) and the Saint Lucia Tourist Board (SLTB), got together at the official residence of the Prime Minister, to pay homage to and recognize the contribution of the Barnard Family, to the growth of the hospitality sector over the past 50 years.

Describing it as nothing short of visionary and pioneering, Tourism Minister Dominic Fedee heaped praise on the Barnard family for the strides made over the past five decades. “This family, under the Rendezvous brand, has the distinction of being the only hotel proprietors on island to have managed a property for 50 years without changing owners.”

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L to R: Craig Barnard with Karolin Troubetzkoy and Sir Dwight Venner

Addressing a gathering comprising other hoteliers, industry partners, family members, friends and well-wishers, Fedee noted, “When you consider the complexities and challenges of the hotel industry just surviving for that length of time is amazing. However when you consider the manner in which the Barnard family achieved this milestone, all the while holding the flag of Saint Lucia high and with distinction, its simply an extraordinary feat.”

In presenting a commemorative plaque to hotelier and business head, Andrew Barnard, Prime Minister Allen Chastanet expressed his government’s and the people of Saint Lucia’s appreciation and gratitude for the Barnard family’s contribution to the tourism sector, highlighting the hundreds who had gained employment over the years and the hotel’s direct economic injection into the local economy over the past five decades.

The Barnards led by patriarch and pioneering businessman the late Dennis Barnard first established the Malabar Beach Hotel at Vigie Beach which was acclaimed as one of the island’s premier hotels at that time. Over the years, Malabar Beach Hotel has metamorphosed with an ever changing hotel industry into the current Rendezvous – A Boutique Hotel for Couples located on a 10 acre site just off the George F.L Charles Airport in the capital Castries.

Rendezvous St. lucia

The family not only owned the property but has since entrenched themselves as outstanding professional hotel managers over the past 50 years with Dennis Barnard’s son Craig Barnard and his grandson Andrew Barnard carrying the mantle of leadership and expanding their investments and ownership of properties in Saint Lucia.

The Barnard family not only owns and manages the award winning Rendezvous hotel, but also the acclaimed Body Holiday property located at Cap Estate in the island’s extreme north. ¤ LeSPORT - the Bodyholiday BusinessFocus Sept / Oct | | 89 89

TOURISM FOCUS

Belize and St. Maarten Students Win Gold in 2016 FCCA Foundation Children’s Essay Competition

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he Florida-Caribbean Cruise Association (FCCA) has announced the winners of the 2016 FCCA Foundation Children’s Essay Competition. The competition invites students from schools around the Caribbean and Latin America to submit essays and then awards the students and schools to help further their education. In total, this year’s contest will provide nearly $20,000 to the participating students and their schools.

“There is nothing more fulfilling than helping children, and I am proud of all the ways the FCCA Foundation achieves this,” said Michele Paige, President, FCCA. “The Essay Competition is particularly special because it directly benefits children’s futures and encourages them to continue striving in their scholastic endeavours, while helping their schools develop more exceptional students.”

This year’s essay contest attracted entries from 21 countries, who wrote what they would want to see and do in their destination as a cruise passenger. All the essays showcased the students’ excellence in writing, as well as knowledge of their destination and the ability to entice the FCCA readers to experience new things.

Understandably, it was difficult to choose winners, but first, second and third place was awarded to participants from the junior division, consisting of students between 9 and 12 years old, and the senior division, featuring students between 13 and 16.

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The 2016 Winners are: First place in the junior division was Janae Elisha Rodriguez from Belize, and Jacinth Hunkins from St. Maarten took the gold in the senior division. The first-place winners and their schools will receive $3,000 academic scholarships, and the winners and a chaperone will be invited to accept their prizes at the FCCA Caribbean Cruise Conference & Trade Show Opening Ceremony in San Juan, Puerto Rico on Tuesday, September 26.

Second place in the junior division was Danny Kish from Cayman Islands, and Hailey Morris from St. Kitts earned the honors in the senior division. Second-place winners and their schools will receive $1,500 scholarships.

Third place in the junior division was Jordan Fleming from St. Thomas, U.S. Virgin Islands, and Alanis Matos Plá from Puerto Rico took bronze in the senior division. Third-place winners and their schools will receive $1,000 scholarships.

To reward all the students and schools for their great efforts, all other finalists and their schools will receive $200 scholarships.

The FCCA and the FCCA Foundation is proud to offer opportunities like these to assist the youths in its partner destinations throughout the Caribbean and Latin America. ¤

SAINT LUCIA’S 2016 NORTH AMERICAN SHOWCASE CELEBRATES TOP PERFORMING TOUR OPERATORS

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aint Lucia (August 4, 2015) – The Saint Lucia Tourist Board (SLTB) reports a successful fourth annual Saint Lucia North American Showcase. The event, which was held July 28-31, at the Johnson’s Centre and Pigeon Island National Landmark, celebrated top performing tour operators from the United States and Canada.

The three-day event brought together key tourism stakeholders from the United States, Canada and Saint Lucia that included the Saint Lucia Hotel & Tourism Association, the Ministry of Tourism, tour operators, industry experts, and hoteliers. Building on the success of previous years, the North American Showcase continues to grow, attracting more than 25 international wholesale and tour operator representatives and 60 local hotel and destination management company partners.

Hosted by the Saint Lucia Tourist Board, Showcase connects North American-based tour operators with local owners and executives of tourism related services to strengthen and build relationships.

Five leading tour operators from the US and Canada were recognized during the Showcase for exceptional production and sales performance for 2015. Top awards went to:

• The Top Producing tour Operator for Canada:

Air Canada Vacations • Stellar Sales Support from a Tour Operator in Canada:

WestJet Vacations • Stellar Sales Support from a Tour Operator in USA:

Apple Leisure Group - Travel Impressions • Top Producing Online Tour Operator:

Expedia • Fastest Growing Tour Operator:

Costco Travel • Top Producing Traditional Tour Operator for 2015: Apple Leisure Group - Travel Impressions “The Saint Lucia North American Showcase is our way of saluting their hard work and dedication, while also celebrating the combined efforts which are largely responsible for the island’s continued increase in tourism numbers from North America,” explains Director of Tourism Louis Lewis. “The Saint Lucia Tourist Board is committed to working effectively with these valued partners and we remain focused on providing the necessary platforms to foster meaningful conversations that support the enhancement of visitation to Saint Lucia.” ¤ For more information about the island of Saint Lucia, call 1-800-456-3984, or 1-888-4STLUCIA or visit: www.stlucia.org BusinessFocus Sept / Oct

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HEALTH & WELLNESS

Intervention by a physician is acceptable in such situations to help with adherence to collaboratively decided goals.

In the workplace, autonomy is “the extent to which employees can exercise discretion in how they perform their jobs”.

This includes: • • • • •

The Benefits of Autonomy By: Takira Glasgow

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edical Ethics classes introduce health care practitioners to the concepts of autonomy, beneficence, nonmaleficence and justice. Physicians are called to respect and encourage a client’s independence to make informed decisions about their health. There is a movement away from the didactic instructions from a physician and towards collaborative motivational interviewing which allows personal discovery of management plans free from controlling influences.

Paternalism is no longer the prevailing attitude and there is no monopoly on basic information in this technologyflooded age. Patients are encouraged to have a voice and to feel free to query standardised investigations and decisions without undue concern about the reaction of their health care provider.

Autonomy may be combined with self management for successful health outcomes. For the management of chronic diseases such as hypertension and diabetes, the self management responsibility belongs to the client; even the most motivated of clients are guided by only a few hours per year of advice from their physician. This is not at odds with the support of persons who are indecisive or lack confidence in health literacy or numeracy, with guidance of such clients towards resources and networks that support autonomy.

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• •

which tasks to complete in a period of time the order of tasks to be done the pace of work to be done the standards that need to be followed for the task the processes to follow for completion of the work the level of social interaction necessary to complete the job the physical work environment and comfort levels

This also implies that employees feel able to influence management policy, access support and all necessary resources and growth opportunities. Other independent variables that can interact with autonomy, as revealed by research on occupational health, include job complexity and skill level, work intensity and level of responsibility.

There is significant evidence that workers with a low level of control at work suffer from more mental and physical health complaints. Depression rates were investigated among Canadian nurses with low work autonomy and found to be twice that of the general population of working women. Similarly, cardiovascular diseases and type 2 diabetes have been associated with high pressure jobs with little autonomy; a 45% higher risk of developing type 2 diabetes was estimated for women in such working conditions in a particular German study. This is likely due to deterioration in glycaemic control due to high cortisol hormone levels or (behavioural) adoption of unhealthy lifestyle habits; these are not unique to persons in larger countries. It is not surprising that obesity, sleep disorders, musculoskeletal disorders, chronic headaches, gastrointestinal complaints and asthma have also been linked to work stressors.

Neither the work events nor environmental stimuli have been known to cause nonconstructive negative behavioural and health outcomes, rather the perception to the worker of no decision latitude or task autonomy or a perception of inequity or organisational injustice.

The intervention is, in part, work autonomy, via joint problem-solving discussions and employee involvement in management policies. This will lead to benefits to the employee and to the company including the ability to cope with high intensity work, reductions in absenteeism and job turnover, greater intrinsic work motivation, greater work satisfaction and of course, less worker stress and fewer health complaints. ¤ References: Helmholtz Zentrum Muenchen - German Research Centre for Environmental Health. “Work-related stress a risk factor for type 2 diabetes.”

ScienceDaily. ScienceDaily, 8 August 2014. <www.sciencedaily.com/ releases/2014/08/140808110720.htm>.

Eriksson, A K et al. Work Stress, Sense of Coherence, and Risk of Type 2 Diabetes in a Prospective Study of Middle-Aged Swedish Men and Women Diabetes Care published ahead of print May 1, 2013 Huth, C. et al. Job Strain as a Risk Factor for the Onset of Type 2 Diabetes Mellitus: Findings From the MONICA/KORA Augsburg Cohort Study. Psychosomatic Medicine, August 2014 Enns V. Et al.

Professional autonomy and work setting as contributing factors to depression and absenteeism in Canadian nurses(2015) Nursing Outlook, 63 (3) , pp. 269277. Eurofound and EU-OSHA (2014), Psychosocial risks in Europe: Prevalence and strategies for prevention, Publications Office of the European Union, Luxembourg. IPD- Work Consortium. Job Strain as a Risk Factor for Type 2 Diabetes: A Pooled Analysis of 124,808 Men and Women. Diabetes Care August 2014 37:8 2268-2275; Stellman, JM. Encyclopaedia of Occupational Health and Safety.

International Labour Organization, 1998

Dr. Takira Glasgow is a medical doctor with her office at Tapion Hospital. She also serves as the Treasurer of the SLMDA with memberships of the SLDHA, AACE and CES.

Have you ever considered wearing contact lenses?

F

By: Glad Taylor

or some patients the fitting of contact lenses is the best way forward to ensure the best vision. For others, it’s a cosmetic luxury, as a complete facial change to wearing glasses.

The main consideration is to ensure you are fitted by an Optometrist with a good knowledge and hands on experience of all the Contact Lens types and a very personalised approach to Contact lens fitting.

Let’s first consider the replacement of glasses, either for occasional wear or for more permanent usage.

For most people there is a soft contact lens which can work for you. These can be daily wea, two weekly wear or annual replacement lenses. Some of this is down to your choice and your budget.

Daily lenses are throw away and you don’t need to buy cleaner. Longer wear lenses are less expensive but need to be soaked and cleaned on a daily basis.

Don’t worry if you have bifocal or progressive lenses in your glasses … there are Bifocal and Monofocal Contact lenses which can give you the same vision. As we get older our eyes are a little drier, so ensuring you use liquid tears, to keep the eyes moist, makes wearing contact lenses, over forty, much easier.

Any person who is myopic ( short sighted ),and particularly people with a higher shortsighted prescription, usually have much more success with Gas Permeable Contact Lenses . These really need a knowledgeable expert to take accurate keratometer readings to get a superb fit. But gas permeable lenses, although a little more expensive in the first place, last usually for two years, so work out as an economical long term contact lens purchase.

For some patients with other medical problems a contact lens is vital and not just a luxury.

There is a disease of the Cornea called Keratoconus . The cornea grows slowly into a peak and could rupture and the vision would be lost. By fitting a special Keratoconus Contact Lens this can help to

flatten the cornea and stop or delay any corneal thinning, before further treatment with collagen cross linking or a corneal transplant is needed.

If anyone loses an eye due to an accident then fitting a prosthetic contact lens can give a much pleasanter appearance. No vision, of course from it, but it can be made to look almost like a natural eye In the last twenty years the development of contact lens options and their uses has been amazing. But even now, there are advances on the doorstep where Glaucoma patients can be fitted with a contact lens which has a time release to administer the drops to stop the further onset on Glaucoma.

If you would like to try contact lenses, find an expert to advise and fit them accurately. Ensure you are shown how to insert and remove the lenses, how to clean them .. and NEVER sleep in normal contact lenses unless they are specifically meant for overnight use! ¤ Glad Taylor is a well established entrepreneur in Saint Lucia and the owner of the Vision Express Group of Eye Care Centres.

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events 2016

Caribbean Tourism Organisation (CTO) – SOTIC 2016 September 14 – 16, 2016. Barbados Hilton Resort, Bridgetown, Barbados.

CTO’s State of the Tourism Industry Conference (SOTIC) is the “not-to-be-missed” tourism conference for anyone involved in the Caribbean Hospitality Industry.

Join the dozens of tourism decision-makers, government officials, tourism, hotel and airline executives, travel agents, students, the media and persons directly and indirectly involved in tourism to network and discuss challenges, trends and solutions for the industry.

UNWTO and WTTC heads will join other distinguished speakers who will provide best case practices and winning strategies critical for Caribbean tourism.

For further information: www.onecaribbean.org

Caribbean Shipping Association’s 46th AGM, Conference & Expo October 16 – 19, 2016. Hyatt Regency, Port-of-Spain, Trinidad.

The Caribbean Shipping Association (CSA) is pleased to announce the opening of registration for its 46th Annual General Meeting, Conference & Exhibition to be held from October 1619, 2016. This year, the Shipping Association of Trinidad & Tobago (SATT) will be hosting our delegates in their beautiful twin island republic.

This year’s Conference promises to be dynamic, providing interesting and current topics for discussion, excellent networking opportunities, and the announcement of the Ports of the Year winners for 2015. Our powerful Conference and AGM agenda will be complemented by a series of culturally stimulating Social Events which showcase the vibrant city of Port of Spain. This is in addition to our traditional cocktails and annual Gala.

For further information: www.caribbeanshipping.org

Caribbean Renewable Energy Forum (CREF 2016) October 17-19, 2016, InterContinental Hotel, Miami, Florida.

CREF 2016 – is the largest annual gathering of the Caribbean energy market CREF 2015 gathered close to 500 delegates from 41 countries. 21 Caribbean countries were represented either by their government or by their utility, or by both.

From utility scale to distributed generation, storage to smart grids, financing to regulation, energy efficiency to the role of gas as a complement to renewables, CREF 2016 is the primary meeting place for regional and international market participants. CREF is where knowledge meets need, projects meet finance, and where the Caribbean meets the global experience of developing renewables and diversifying national energy matrices.

For further information: www.caribbeanenrgyforum.com

World Travel Market (WTM) 2016 November 7 – 9, 2016. ExCel Center, London, UK. WTM London, the leading global event for the travel industry, is the must-attend four-day business-to-business exhibition for the worldwide travel and tourism industry.

Almost 51,500 senior travel industry professionals, government ministers and international press, embark on ExCeL – London every November to network, negotiate and discover the latest industry opinion and trends at WTM. This unique one-to-one event is targeted at leisure and niche travel markets, allowing exhibitors to exclusively meet with elite hosted buyers. WTM London, now in its 36th year, is the event where the travel industry conducts and concludes its deals generating in excess of £2.5 billion of travel industry contracts.

For further information: www.wtmlondon.com BusinessFocus Sept / Oct

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MAJOR MOVES

Former Secretary to the Cabinet of Ministers, Mr Cosmos Richardson is St Lucia’s newly appointed Ambassador to CARICOM and the Organization of Eastern Caribbean States (OECS).

Mr. Richardson who officially assumed the appointment on July 20, 2016, will be responsible for the oversight of the work of the OECS Commission / Secretariat and the CARICOM Secretariat and oversight for Caribbean Integration and Diaspora Affairs.

In relation to Diaspora Affairs, Mr Richardson will facilitate and develop partnerships between the Diaspora and Saint Lucians living at home as well as to develop and implement a strategic framework for Diaspora Affairs.

He will aim to effectively managing the collateral functions of the OECS and CARICOM, while creating opportunities across geographical boundaries and promoting public awareness.

Mr Richardson says it is an honour for him to be able to serve in this capacity, adding that during his thirty-year stint as a public servant, he spent a lot of time committed to matters affecting the OECS and CARICOM, and therefore believes he is well placed to give the best advice and guidance to the government. ¤

Peterson Francis – has been appointed Mayor of the City of Castries effective Tuesday, August 2, 2016. He will be assisted by Anselma Calderon, who has been appointed Deputy Mayor, and an eight-member team consisting of members of the Castries Constituency Council.

Mr Francis is an accountant and long standing businessman and former candidate for the United Workers Party who subsequently relinquished his candidacy for the recent General

Dr Augier is an Economist by profession who has served at the World Bank and also in the Ministry of Finance of Saint Lucia. He also served as Executive Director and later as an Executive Member of the St Lucia Chamber of Commerce.

At his official swearing-in ceremony, Mr Francis said he would like to bring some major changes to the city and would seek the cooperation of all stakeholders.

Dr Augier is a renowned cultural icon in St Lucia who is known for his creative talents in Theatre Productions and the island’s annual Carnival and the hosting of Special Events.

Elections.

Francis has spoken about plans to make Castries more attractive and clean. He also wants to see more small businesses open up in Castries to create employment opportunities particularly for the youths.

In addition he plans to address the transportation issues and developing a ‘Plan of Action’ to deal with the crime situation in the city. ¤ Ms Mauricia Thomas-Francis has been named as an Independent Senator by Her Excellency Dame Pearlette Louisy, Governor General of Saint Lucia.

She is a former career banker who served as Country Manager for CIBC FirstCaribbean Southern Eastern Caribbean Islands (St. Lucia, St. Vincent and Grenada). She is also a former Chairperson of the Bankers Association of St Lucia and she also served on the Executive of the St Lucia Chamber of Commerce.

At the first meeting of the Saint Lucia Senate, she was appointed Deputy President with former magistrate Andy Daniel being elected to serve as President of the Senate. ¤ Dr Adrian Augier has been named as the second of two Independent Senators appointed by the Governor General of Saint Lucia.

He has been awarded by the Government of Saint Lucia for his contributions to the island and was also awarded an Honorary Doctorate by the University of the West Indies. He also was an awardee of the annual Anthony N Sabga Caribbean Awards for Excellence. ¤

Mr. Devon Rowe has been appointed new Executive Director of the Caribbean Centre for Development Administration (CARICAD).

Mr. Rowe, a national of Jamaica and former Financial Secretary in that country is a seasoned finance professional with a Master’s Degree in Public Administration and over two decades of leadership experience in the public sector. He will assume duties as CARICAD’s fourth Executive Director on September 12, 2016 and has been charged by the Board of Directors with charting a strategic direction for the Centre to ensure its continued relevance to and support for its Member States in the changing environment.

He succeeds long-serving Executive Director, Ms. Jennifer Astaphan, who retired. ¤

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MAJOR MOVES

Arletta Huntley – Wells was appointed Country Manager – Saint Lucia at First Citizens Investment Services Limited (FCIS) in June 2016. Dedicated and very driven, Arletta always strives for excellence in whatever she undertakes, while ensuring her teams are empowered and give of their best.

Arletta has over 18 years of experience within the Banking, Finance and Accounting sectors. Some of the positions she has held during that time includes Financial Controller of Bank of Saint Lucia International Limited (offshore subsidiary of East Caribbean Financial Holding Company (ECFH)), Senior Fund Manager with the Wealth & Asset Management Division of Bank of Saint Lucia Limited (BOSL), Manager – Private Banking Division at BOSL and over the Group Financial Analyst with ECFH. She has built a reputation over the years for adding significant value through the more efficient running of operations, cost containment, greater analytics, enhanced customer service and business development.

Arletta holds a Bachelor of Science double major (Honours) in Economics and Accounting from the University of the West Indies (Barbados) and a Master of Business Administration with specialization in Finance from the International University of Monaco, Monaco. She is also a Fellow of the Association of Chartered Certified Accountants.

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Sandals Resorts Appoints New Regional Public Relations Manager for Eastern Caribbean.

Sandals Resorts International announces the appointment of Mr. Sunil Ramdeen to the post of Regional Public Relations Manager for the Eastern Caribbean, effective July 21 2016.

The Minister for Tourism unveiled a new Board of Directors to oversee the affairs of the Saint Lucia Tourist Board.

Members of the Board are listed below:

Sunil has enjoyed a career in media that has spanned some 25 years, working in numerous capacities from media reporter, to producer, editor, news presenter and news director.

Most recently, he held the post of General Manager at WIN Communications Limited in Trinidad and Tobago, comprising both television and radio.

Mrs. Agnes Francis (Chairperson) - She is a former Director of Tourism, Business Consultant and CEO of Accela Marketing.

Having years of specialized media reporting knowledge, Sunil has travelled extensively across the Caribbean region amassing a wealth of insight into regional operations and governance.

In so doing, he has received regional awards to include the RBTT/MATT Journalist of the Year Award in 1997 as well as numerous awards from the Caribbean Media Corporation (CMC).

He is an avid cricketer and a former director and public relations officer of the Trinidad and Tobago/India Chamber of Industry and Commerce.

He holds a Masters of Business Administration with Distinction from the UK-based Anglia Ruskin University, with a specialization in Promotional Strategy.

Sandals Resorts is confident that Sunil’s wealth of communication industry experience and knowledge of the Caribbean landscape will prove instrumental to furthering the resort chain’s public relations presence in the Eastern Caribbean. ¤

Mr. Leathon Khan (Deputy Chairperson)Is an experienced insurance professional, and the current General Manager of Sagicor Life Inc. Other Members of the Board are: Ms. Carmelita Xavier Mr. Sanovnik Destand Mr. Celestin Laurent Mr. Mark Maraj Mr. Winston Anderson Ms. Erwin Louisy Mr. Mark Adams Permanent Secretary, Ministry of Tourism Mr. Louis Lewis (Director of Tourism)

MAJOR MOVES

Shopping The World For You

Melissa Rivers

Kiva Charles

Shanelle Mc. Vane-Fulgence

Melissa Rivers graduated from the

Kiva Charles is one of the recent additions

Renwick & Company Limited has

University of Bridgeport in 2009 with

to Renwick & Company Ltd.’s management

appointed Shanelle Mc. Vane-Fulgence to

her B.S. in Business Administration and

team. Ms. Charles was recently promoted

the post of Sales & Marketing Manager

went on to complete her MBA in Sales

to Divisional Manager for the Liquor,

leading the Marketing and Corporate

Management at Nova Southeastern

Beverages and Snacks Department. She

Communication, Purchasing and Customer

University in 2013. Ms. Rivers is the

previously held the position of Sales

Service divisions of the company. Her

granddaughter of Christopher Renwick,

and Marketing Assistant. Prior to joining

career with the company spans over a

founder and Managing Director of

the Renwick family, Ms. Charles was

decade with her previous position being

Renwick & Company Ltd., and daughter

employed with the Saint Lucia Air and Sea

one where she successfully managed

of Cheryl Renwick, Deputy Managing

Ports Authority (SLASPA) as the Marketing

one of the largest portfolios within the

Director and Director of Operations of

Assistant, where she attained a wealth

company. She holds an MBA and has

the family organization. Ms. Rivers has

of experience in marketing, particularly

completed certifications in Corporate

grown up in the business completing

in corporate communications, customer

Governance and Project Management.

many summer jobs within different

service, event management, outreach

Mrs. Fulgence is also the current President

departments in the company and she

programmes and port promotions. Ms.

of the St. Lucia Hospitality Workers Co-

now joins Renwick & Company Ltd.

Charles currently holds a Bachelor of

operative Credit Union and represents

as the newest Divisional Manager of

Science Degree in Management Studies

the company on the Junior Achievement

one of the company’s largest mixed

from the University of the West Indies.

Board. She has a passion for youth work

goods divisions. Ms. Rivers is keen on

and has a longstanding history of work

helping the business grow, developing

within various youth organizations,

her team and playing an active role in

including the St. Lucia National Youth

the transformation that the company is

Council.

currently undergoing.

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NEW COMPANY REGISTRATIONS COMPANY

NATURE OF BUSINESS

DIRECTORS

Sima Villas Ltd.

Property Holding Company

Ian Alcee

St. Michael Group Inc. St. Micheal Investment Group Inc. St. Michael Trading Company Inc. St. Michael Trading Group Inc.

Real Estate Development

Ricardo Corbin

Virgo Realty Inc. V & B Realty Ltd.

Acquisition and Sale of Real Estate Properties

Gabriel Butcher-Hinds John Virgo

Genesis Casinos (St. Lucia) Ltd.

Domestic Trading Company

Tito Gandhi

Sunset Villa Rental Inc.

Vacation Rentals

Nicola Vlaic, Gabriela Vlaic

Laca International Ltd.

Commercial Import /Export /Wholesale

Benjamin Ross, Luis Alberto Cabrera Aguilar

Lily’s Ltd. Lily’s Inc.

Restaurant Catering and Hospitality

Frederick Walcott, Lilianne Jacob, Kemba Walcott

FKI Investment Ltd.

Commercial Import/Export/Wholesale

Franklin Roosevelt Barros De Souza, Benjamin Ross

I Love Saint Lucia Ltd.

Retail and Wholesale of Tourist Souvenirs and General Merchandise

Marco Esper

Island Favourites Inc.

Trading in Consumable Products: Buns, Pastries and Natural Juices

Rudolph Louisy, Pearl Miller-Louisy Kemar Louisy, Ferdinan Coates

Blu Acres Inc. Blue Acres Inc. Blue Acres Properties Inc.

Property Development

Patrick Isaac

Blue Investments Ltd.

Property Holding Company

Ramon George Esper, Dominic Hadeed

Hammock Suites Inc.

Guest House

Adline Eudovique, Harvey Taliam

Bay Optical Ltd. Bay Optical and Eye Care Ltd. Bay Eye Care Ltd.

All Optical and Eye Care Services and Wholesaling and Retailing of Eye Glasses Including Sunglasses and Optical, Eye Care and Related Supplies

Dharmendra Shah

Sérénité Vigie Saint Lucia Ltd.

Bed and Breakfast

Leslie Bishop

AV Ltd. Premier Ltd. PH Ltd.

Land Ownership Construction

Av Career Ltd.

Jetland Ltd.

Offshore Representative, Consultancy and James Abodunrin Oloyede Engineering

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98

NEW COMPANY REGISTRATIONS COMPANY

NATURE OF BUSINESS

DIRECTORS

Cana Neuro Services Inc. Neuro Services Inc.

Providing Neurological Services

Curby Dwaine Sydney

Trust Group of Companies Inc.

Security, Construction, Touring, Feed

Winston Trim

ECO 1 Ltd. ECO 2 Ltd. ECO 3 Ltd. ECO 4 Ltd.

Real Estate Investment

Bernard Johnson Joyce Johnson

ECO 5 Ltd.

Real Estate Investment

Martin Johnson

Derick’s Investment Inc.

Property Maintenance, General Maintenance, Landscaping

Frederick Nicholas

Style and Surf Inc. Style and Surf Consulting Inc.

To Provide Special Services Specifically for Business Development

Shearvon Devenish, Sanique Prospere Alfred Murray

V Generation Farms Limited

Agriculture – Crop Production and Animal Rearing

Vincent Desriviere, Vincent Desriviere Jr. Vic Desriviere

Extreme Construction Inc.

General Construction

Louis Eliotte

Degrees Cafe Ltd.

Health Foods and Café

Iron Seal Ltd.

Blu Development Inc.

Product Development and Distribution

Shander Alphonse

Alwin Investment Inc.

Manufacturing

Andre Felicien

M & E Enterprises Ltd. M and E Enterprises Ltd.

Retail, Gas Station Operation

Errold Cyril Marietta Boyce-Cyril

Island Spirits Ltd.

Retail Shop

Deepti Surapaneni, Ewart Burt Fabiana Chedy

Creative Smiles Inc.

Dental Procedures

Deepti Surapaneni, Ewart Burt

Medical and Dental Clinic South (MDCS) Inc. Medical and Dental Centre South (MDCS) Inc.

Dental Office

Ewart Burt

Roadside Assist Saint Lucia Ltd.

Vehicular Roadside Assistance

Judina Charles-Robinson Tyrone Robinson

Coastal Tours Inc. Coastal Adventures Inc.

Tours

Kenneth Edell

Mix n’ Paint Ltd.

Entertainment

Sharla St. Rose

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ADVERTISER’S INDEX COMPANY

Page

Advertising & Marketing Services Limited 77 Axcel Finance 2 Bank of St. Lucia 13 Blair’s Auto Parts 17 Blue Waters 55 Blue Waters 59 Care Services 58 Caribbean Awning 37 Caribbean Line 37 Caribbean Metals Ltd 51 CIBC FirstCaribbean 1 Cool Breeze Car & Jeep Rentals 61 CPJ St. Lucia 39 DIGICEL 5 DIGICEL BUSINESS 21 Du Boulay’s Bottling Co. Ltd 28 EC Global Insurance 73 Essential Hardware Limited 83 FASTCASH 15 First Citizens 1

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COMPANY

Page

First Citizens Investment Services 27 Goddards Catering Group 19 Hot Sports Auto Rental 17 Massy Card 31 Professional & Confidential Services 37 RICS 79 Royal Bank of Canada 25 Sagicor 67 Stuart Brothers (W.I)Ltd 39 The Print Factory 51 Travel & Leisure Centre 61 Tropical Shipping 39 Vision Express 73 Windward & Leeward Brewery Limited 67 Covers DIGICEL ISBC Harris Paint OSBC Cable & Wireless ISFC

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