St. Lucia Business Focus 51 by AMS St. Lucia

Issue No. 51 April / May 2010

St. Lucia Jazz

A Model For Innovation

125 YEARS - ST. LUCIA

CHAMBER OF COMMERCE

Chester Hinkson At the Helm of Commerce

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BUSINESSFOCUS April / May 2010 B

BUSINESSFOCUS April / May 2010 2

No. 51

April / May 2010

FEATURES Cover Story

34. Chester Hinkson: At The Helm of Commerce 41.125 Years of the St. Lucia Chamber of Commerce, Industry & Agriculture 60. Chamber Business Award Winners 2010

REGULARS Editorial

04. The Commercial Sphere

Business Tech

06. The Importance of an Online Strategy 08. How to Succeed at Online Business

Money Matters

10. BoSL & St. Lucia Jazz in Perfect Harmony 12. Private Sector Trade Note

Business Spotlight

24. Pinnock Brothers: Going Places 30. Meet Your J E Bergasse Sales Team 33. Sagicor Appoints New Chairman

Bizz Briefs

90. Events 2010/11 92. Major Moves 94. New Company Registrations

EXTRAS In The Know

16. Water is Life 18. IGA Caribbean Retailer of the Year 20. ITC Business Briefing 21. SLASPA Port News 22. Why Join a Service Organisation

Profile Focus

72. Bourne Genius 74. Jazz as a Model For Innovation

Financial Outlook

76. Why You Need a Business Plan 77. How to Calculate Start-Up Cost

Bizz Buzz

78. 10 Years of the Wave 80. Business Focus Chamber Mixer 82. 1st St. Lucian Rotarian Governor 84. Sagicor Rewards Excellence 86. A Tribute Patricia Charles

Health & Wellness

88. Hypertension: 5 Ways to Stop the Silent Killer BUSINESSFOCUS April / May 2010

Editorial

BUSINESSFOCUS Business Focus magazine is published every two months by Advertising & Marketing Services Limited (AMS), Saint Lucia. Publisher / Managing Editor Lokesh Singh Editor: Christy Recaii Graphic Designers: Donald Brower Karin Mathurin Advertising Sales: Cennette Flavien Kevin Haywood Webmaster: Advertising & Marketing Services

The Commercial Sphere

ommerce is a fascinating phenomenon. Seen as the pivotal point as what drives a society – that is trade or commercial exchange, when it is further broken down it goes beyond finance as it plays a role in a multifaceted way in many strata. In attempting to break down the vast idea that is commerce, is it revenue, drive, harnessing of skill, human resources, encouragement of the arts and creativity, education, networking, efficiency? Even discipline has a hand to play. The list is endless in actuality and it seems there is no one aspect to put your finger on and declare – this is it! Since all these facets and many more make up commerce. The bottom line is, input equals output. What you put in is what you will get out; at the risk of sounding old fashioned, ‘what you sow is what you reap’. This issue’s Focus is on The St. Lucia Chamber of Commerce, Industry & Agriculture - 125 years since inception. A milestone that goes without saying as it has endured through evolution, sustainability and vitality. Its position as the leading institution of the business community implements those multi-facets in their policy and programmes as the institution serves as a hub that brings together all these elements. In achieving its mandate The Chamber representing the initiatives of the private sector seeks to engage the entire community to ultimately progress. On our cover, Chester Hinkson, the current President of the Chamber, shares his perspectives on the local outlook in a global market which goes far beyond the perimeters of finance. This is particularly noteworthy given his long standing presence in a financial environment. In this issue celebrating and recognising the achievements and rewarding accomplishments becomes important where professional motivation is concerned. An equally important aspect is recognising the importance of servitude, when it comes to service organisations – essentially donating time is at the forefront since membership is a driving force of any organisation. Hats off to Executive Director, Brian Louisy and his team at the Chamber, they must be commended for their support in producing this issue. Finally in a developing country experiencing the current economic climate, advancing the arts and creativity – St. Lucia Jazz being the exemplary marriage of art and revenue, as against a dichotomy of choosing one over the other. So instead of being polarized of having to make false choices of one or another, left or right, work through, serve well and play on!

Enjoy the issue! Christy Recaii christy.recaii@amsstlucia.com

BUSINESSFOCUS April / May 2010

Photography: Video Ventures | Advertising & Marketing Services Stan Bishop | St. Lucia Chamber of Commerce Bernard Fanis | Reflections | ECFH | Sagicor Contributors: Stan Bishop | Fabian Glace | Christy Recaii Ayodele Hippolyte | Brian Louisy | Matthew Render Earl Bousquet | Dominic Fedee | Shanta King Sariah Best-Joseph | CRNM | SLASPA Emin Teymurov | Colleen Debaise Dr. Azmina Long | Leslie Collymore | Harvey Millar Editorial, Advertising, Design & Production: Advertising & Marketing Services P.O. Box 2003, Castries, Saint Lucia Tel: (758) 453-1149; Fax: (758) 453-1290 email: ams@candw.lc www.amsstlucia.com, www.stluciafocus.com Business Focus welcomes contributions from professionals or writers in specialized fields or areas of interest. Reproduction of any material contained herein without written approval, constitutes a violation of copyright. Business Focus reserves the right to determine the content of the publication.

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Distributed by Brydens & Partners Ltd.

Business Tech

Importance of an Online Strategy

o you have gone to great lengths to getting a website created. You’ve gone back and forth with the web development company in design, content and usability issues. Your website is online and it looks great, you are finally done right? No, you’ve only just began. Most people think of the time it took them to setup a website and think they’ve done enough. Creating a website is only the first step in a continuous process. You need a web strategy. The era of “build it and they will come” is long over. The web is a very large place with each citizen fighting for attention. There are many facets in which you have to implant your business in order to enjoy viability and growth. Online marketing is the logical next step in your quest for attention and heavy web traffic to your website. Though there are many forms of online marketing I’m sure you would want to start with the least expensive. If you want more visitors to your website and hope to convert those click troughs to sales then you must go to where people gather online, and that’s social networks. Setting up accounts on two or more social networks is a sure way to let people know what your are selling

BUSINESSFOCUS April / May 2010

and that you even exist. Some popular social networks are Facebook, LinkedIn and Twitter. There are many other social networks online with different focuses from social news to video, so pick the ones you can accurately format your content for. Setting up accounts on these online channels normally take up to a minute and can bring you a great deal more web traffic than any other form of online advertising and most importantly they are free. But even with social networks and the heavy traffic they command the web is still a very large place. Search engines have been the custodians since the early days of the web and the number one place people go to find information. Finding your way onto those giants is a must after setting up any website. Search engines are not “biased” and may not show your website in search results until it is relevant to search queries. Even then you may end up on page number 5, 6 or further so in order to expedite things serving ads may be the best way. Search engine ads are normally on the absolute top (highlighted) or right of the search page. These ads will get you noticed and

the only way of getting to the top fast. Finding other websites that collects links and website profiles can also get you more lateral traffic. Search out for local and regional web portals and directories. These sites categorize their directory listings so finding your brand under the right topic makes it easy to finding you. Like our galaxy the web is an everexpanding place and so the above remedies should be repeated ever so often. You have to be an active participant in order to stay on top and ahead of others. These are only the basics of online marketing you can do for your website and there are many more advance web strategy techniques that take up time and money. Most people find this difficult and time consuming, and it is. If this can’t be done internally then consult with a web development and marketing company. Every business needs a web strategy in order to make their business profitable so don’t get left behind. BF Fabian Glace For further info: www.glaceweb.com

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Business Tech

How to Succeed at Online Business?

A client emailed me the other day with an urgent request. He wanted to build an Internet business and needed help promoting his site. What product or service do you want to sell online? Nutritional products, he said. A “multi-level” marketing program. I paused. Though I have known of small to medium sized businesses, which have done well with “multi-level” marketing, it’s not commonly done online. What’s more, these types of programs that use the Internet as their primary marketing vehicle (as opposed to a product distribution vehicle) run into a fatal flaw. Here’s what I told the client.

1. Internet Competition Is Fierce Competition on the Internet is tough! All the low hanging fruit was picked long ago. There is no “easy money” to be made (except by marketers who already have an effective online sales approach). For every type of business there may be 10 or 10,000 competitors -- or more. There is so much “clutter” that it’s difficult for anyone to find you unless (1) you show up high on the search engines or (2) you purchase Google AdWords ads for important keywords. However, since so many people are competing for both search engine position and PPC keywords, only the top competitors can succeed and this can become very expensive if you don’t know how to arrow your search. E-mail marketing to find new customers usually requires illegal spamming, unless you are able to grow a database of qualified competitors or find an email marketer to perform this service for you.

2. Geographic Distance Does Not Limit Competition With most traditional businesses, competition is limited by driving/walking distance. You might have two or three competitors within driving range (depending on your type of business, but that’s manageable. However, businesses that want to extend their reach beyond their local area find that only language, country, or cultural barriers function to limit competition on the Internet. For example, from St. Lucia I am willing to purchase products from English-speaking US businesses, but less so from the UK, and almost never from Spanish language sites in the American southwest.

3. Niche Marketing Is Key Because of the competition, the only way small businesses can compete is “nichification”. That is, they must clearly identify a niche market and design a website to reach that particular market. For example:

Category

Video Games

Nutritional Supplements

Too Broad

Video games for early childhood

Nutritional supplements for weight loss

Niche

Video games for early childhood, focusing on parents rather than educators

Nutritional supplements for weight loss targeted at females who want to reduce hip measurement

The key is to select a niche that has enough demand to generate adequate revenue, but not so much competition that advertising costs are excessively high. BF Leslie Collymore For further info: www.aimstlucia.com

BUSINESSFOCUS April / May 2010

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Money Matters Laborie Steel Pan Project Playing at Saint Lucia Jazz

& Saint Lucia Jazz Festival

in Perfect Harmony

or almost a decade and a half, Bank of Saint Lucia has given enthusiastic support to the island’s premier musical event, the Saint Lucia Jazz Festival. The bank’s level of sponsorship has grown considerably from year to year, and 2010’s contribution will be the largest with over $90,000.00 committed to this year’s festival. As an indigenous financial institution, Bank of Saint Lucia along with its parent company, East Caribbean Financial Holding Company (ECFH), has consistently supported the Saint Lucia Jazz Festival due to its commitment to the socio-economic development of the island. Up to 2009, ECFH had contributed in excess of $600,000.00 to Saint Lucia Jazz. From 1996, the then National Commercial Bank (NCB) made an annual contribution of approximately $30,000.00 to the Saint Lucia Tourist Board; and in 1997 when Jazz in the South emerged, the bank saw this as an ideal opportunity to encourage economic activity in that part BUSINESSFOCUS Oct April/ Nov / May2009 2010 10

of the island. Bank of Saint Lucia has been Gold sponsor of Jazz in the South up to the present, and through its involvement in this event the bank has been able to connect with the people it serves in a tangible way. The bank’s sponsorship has also incorporated Jazz workshops which have given local musicians the opportunity to interact with and learn from world class Jazz professionals. Soufriere Creole Jazz, an event hosted by The Soufriere Foundation, has also been supported consistently by Bank of Saint Lucia over the years. In 2001, when East Caribbean Financial Holding Company (ECFH) was established through the merger of NCB and the Saint Lucia Development Bank, Bank of Saint Lucia, now a subsidiary of ECFH, maintained and expanded its support of the Jazz Festival. Cognizant of the pivotal role that the Saint Lucia Jazz Festival plays in the island’s vital tourism sector, the bank and its parent company, ECFH, have embraced and supported emerging events

such as Jazz on the Beach and Jazz on the Pier. ECFH subsidiary, EC Global Insurance is also a sponsor of the now signature event, Jazz on the Square. In 2009, apart from its bronze sponsorship of main stage Jazz at Pigeon Island, Bank of Saint Lucia provided a bureau de change service for the convenience of patrons at the venue. Swipe on the go, its wireless point-ofsale service will also be available to concessionaires at the event. 2010’s Saint Lucia Jazz Festival promises to deliver the festival’s usual high caliber of performances and entertainment. Bank of Saint Lucia and ECFH will certainly provide more than its fair share of corporate support and goodwill to a festival that has emerged as a world class event of which all Saint Lucians can be justly proud. BF ECFH Marketing & Corporate Communications Services For further info: www.bankofsaintlucia.com

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Money Matters

Private Sector Trade Note

CARICOM’s Beer Trade

The Impact on St. Lucia’s

Windward & Leeward Brewery Ltd.

•BEER GLOBAL TRADE OVERVIEW The global beer (made from malt) industry is a serious business opportunity with US$10.3bn spent on imports in 2007. However, this industry was not amongst the more dynamic trade sectors as import spending grew by 11% in 2007 compared to 15% growth in global import spending. Taking a medium term view, beer import spending grew by 11% between 2003 and 2007, which was still slower than the 12% global import spending growth recorded between 2000 and 2008. This essentially implies that beer was losing some shelf space in the global market between 2003 and 2007. BUSINESSFOCUS April / May 2010 12

In 2007, the top 10 beer import spending markets were as follows: 1. USA (US$4bn) 2. UK (US$728mn) 3. Italy (US$616mn) 4. France (US$536mn) 5. Canada (US$506mn) 6. Germany (US$343mn) 7. Ireland (US$260mn) 8. Spain (US$257mn) 9. Netherlands (US$248mn) 10. Russian Federation (US$158mn) There was little change in the top importing markets in 2008 with notable increases in import spending in Germany (21% growth above 2007), the Russian Federation (25%), the UK (11%). However

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Money Matters

most of the top importing markets showed marginal growth in 2008 and by Q1 of 2009, there was general decline. Between 2003 and 2007, the most dynamic import markets included Canada, Germany, The Russian Federation, Australia, Denmark, Norway, Chile, Colombia, Ecuador, Brazil and Bulgaria. On average, beer was imported at US$921/ton1 in 2007. Up to the first quarter (Q1) of 2009, most markets were down on their Q1 2008 outturn, signifying the impact of the global recession on beer import spending. However, markets such as Brazil, Bulgaria, Colombia and Denmark have at least matched their 2008 Q1 outturn in this first quarter, showing some dampening of the negative impact of the recession on their beer import spending. In 2007, markets that paid a premium price (over 70% above the global average unit value) for beer products included Canada (US$1,667/ton), Spain (US$5,011/ ton), Sweden (US$1,613/ton), Japan (US$1,568/ton), Brunei Darussalam (US$1,550/ton) and The Bahamas (US$1,431/ton). In 2007, the top exporters were as follows: 1. Netherlands (19% export share) 2. Mexico (17%) 3. Germany (12%) 4. Belgium (9%) 5. UK (7%) 6. Ireland (4%) 7. Denmark (3.4%) 8. Canada (3%) 9. USA (2.5%) 10. Czech Republic (2%) These top markets jointly accounted for roughly 80% of global export sales. The most dynamic exporters between 2003 and 2007 included the Russian Federation (37% average annual growth in export sales), Poland (54%), Jamaica (25%), Sweden (64%), Brazil (27%), Hungary (119%), Argentina (34%), Guatemala (64%), Chile (40%) and St. Kitts/Nevis (708%). •CARICOM BEER TRADE Beer is an interesting business opportunity because it represents one of the few sectors that are not resource

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based in which the region generates a consistent trade surplus. In 2007, CARICOM beer exporters generated US$59mn in international sales, and amidst the negative impact of the global recession, this increased to US$67mn in 2008, a 14% growth. Additionally, between 2001 and 2008, CARICOM beer export sales grew by 13% annually, which was a faster

enough so that even with this price premium, as a group, beer sales from CARICOM were still dynamic. The USA is the dominant source of export revenue for CARICOM beer (see figure 3. In 2007, the top regional exporters included Jamaica (US$37mn), Trinidad & Tobago (US$11mn), St. Lucia (US$7.4mn) and St. Kitts & Nevis (US$1.4mn). Although

growth rate than the global rate of import spending growth between 2003 and 2007. These factors crudely indicate some measure of international competitiveness and dynamism. In 2007, CARICOM firms exported beer at an average unit value (price proxy) of US$1,058/ton, or 15% higher than the average price at which beer was imported globally in 2007. Additionally, CARICOM beer was also 21%

all figures are not yet submitted for 2008, Jamaica’s exports decreased to US$33mn in 2008. between 2003 and 2007, the most dynamic exporters included Jamaica (25% average sales growth), St. Kitts/Nevis (708%), Haiti (237%), Suriname (33%) and Guyana (33%). However, declines in export sales were observed for St. Lucia (‐7%), Barbados (‐ 23%) and St. Vincent/ Grenadines (‐ 47%). In 2007, the main

more expensive than the average price that other global exporters were able to sell their beer products for in 2007. St. Vincent/ Grenadines was the least expensive exporter of beer from CARICOM, exporting beer 62% cheaper than the rest of the region. At the other end of the spectrum, Haiti was the most expensive exporter of beer regionally exporting beer almost 80% more expensive than the rest of CARICOM beer exporters. However, the regional brand power of beer is apparently strong

regional importers of beer were Barbados (US$5mn), The Bahamas (US$4.7mn), Guyana (US$3.1mn), Antigua/Barbuda (US$3.8mn), Haiti (US$2.5mn), Belize (US$2.1mn), Trinidad/Tobago (US$2mn) and Suriname (US$3.5mn). Between 2003 and 2007, the most dynamic importers included Guyana (7% average annual growth in spending), The Bahamas (5%), Belize (32%), Trinidad/Tobago (17%) and Suriname (27%).

•MARKET ACCESS PROVISIONS IN REGIONAL TRADE AGREEMENTS Most CARICOM trade agreements do not currently remove any tariffs that regional exporters of beer or their consignees may face in the export market. This is because beer is traditionally treated as a sensitive product and as such usually not receive reciprocal duty relief. Therefore CARICOM, beer is exempt from most tariff liberalization measures under trade agreements. Beer is currently duty free into the USA, EU and Canada for exports of beer from the entire world. However, there are a number of

other duties and charges that exporters will still face in these markets. But it seems that regional beer exporters are able to handle these barriers somewhat successfully in the USA market. However, the CARICOM treaty has significant value proposition for intraregional trade, as without this trade agreement, regional exporters of originating beer products to let’s say Guyana would face the 100% applied duties that non‐CARICOM competitors currently face. Of the most dynamic import global markets for beer, Canada, Germany and Bulgaria are already duty free for beer exports from the entire world. Exports to

other dynamic markets however, would face significant tariffs. For example, beer exports to the Russian Federation, would face a tariff of 0.6€/litre. Similarly, exports of beer to Chile would attractariffs of 6%, Brazil, 20% and Ecuador,20%. These are all countries that are dynamic importers of beer, but CARICOM has no significant engagement at the moment towards eliminating barriers to trade. Next issue will look at CARICOM Energy Services trade. BF

Some ot the more popular Caribbean Beers

BUSINESSFOCUS April / May 2010 B

In The Know

WATER Is Life

A Look At Saint Lucia’s Precious Resource

ater is an indicator of sustainability. Its quality and availability indicate the level of social development within a community. It is an indicator of poverty. It indicates social tensions and it is also a proven indicator of the quality of the environment.” [Töpfer, UNEP]. According to the World Water Council, within the next 50 years water will be among the most sought after resources if the world remains on its current path. The World Water Vision reports that “There is a water crisis today. But the crisis is not about having too little water to satisfy our needs. It is a crisis of managing water so badly that billions of people—and the environment—suffer badly.” “Only 2.5% of the world’s water is not salty, and two-thirds of that is trapped in the icecaps and glaciers. Of what is left, about 20% is in remote areas and most of the rest comes at the wrong time and in the wrong place, as with monsoons and floods. The amount of fresh water available for human use is less than 0.08% of all the water on the planet. About 70% of the fresh water is already used for agriculture, and the demands of industry and energy will grow rapidly. The World Water Council report estimates that in the next two decades the use of water by humans will increase by about 40%, and that 17% more water than is available will be needed to grow the world’s food.The

BUSINESSFOCUS April / May 2010 16

commission concludes, “only rapid and imaginative institutional and technological innovation can avoid the crisis.” BBC News 2000. Water is Life! It is clear that water it an important resource vital to the sustainability of life and the economy of a country. As such the management of such resources is critical to the future of the country. Freshwater supplies are highly susceptible to normal climate change and climate variability. This results in periods of excess rainfall, which can lead to flooding as well as periods of below normal rainfall, which leads to drought conditions.

The Sustainable Development & Environment Section of the Ministry of Physical Development, Environment & Housing advises that climate change is expected to result in, among other things, changes in temperature and rainfall, around the world, including the Caribbean. Global and regional climate models project that by the 2050s, average daily temperatures in Saint Lucia will have increased noticeably and that rainfall on the island could decline by between 26 and 50 percent. Over the last few months in Saint Lucia the water resource has come into sharp focus with the ongoing drought conditions being experienced since September 2009. Seven months later the situation has become so critical that in addition to normal dry season conservation measures, the water related emergency provision in the Water and Sewerage Act had to be activated. This drought being experienced has highlighted all the flaws and issues as it relates to the management of the water resource in Saint Lucia. The lack of adequate rainfall has resulted in small sources having significant reduction in yields as well the only large reservoir being depleted and not replenished adequately, threatened to run out of water within a few months potentially affecting more than 50% of the population and the majority of the tourism

John Compton Dam

and business community. The water sector is a cross cutting sector and plays an important role in all sectors and impacts on the economy of the country and affects life in general. It is a catalyst for economic development and a vehicle for empowerment and poverty alleviation [Saint Lucia Water Policy, 2003]. The islandâ&#x20AC;&#x2122;s freshwater requirements are met through an integrated network of river intakes, treatment plants, transmission pipelines and distribution systems. Water demand continues to change rapidly in certain areas, for example the extreme north due to high infra structural development and migration of people into areas in the north and other major centres of commercial activity in the south. In general there is water supply versus demand deficit, island wide, and this is affected directly by rainfall distribution. There are approximately 57,000

customers (households and commercial establishments) served by the system, distributed between the networks in the north and south [WASCO, 2010]. Although there have been continuous improvements, the potable water supply, has in recent years, been severely affected by pressures of increased demand as a result of socio-economic development, destruction of upper watersheds, increasing exploitation of the rivers and wetlands, and an inefficient, inadequate and aging water distribution network. It is widely suggested that present water demand is exceeding the available supply and that the potential increase in future demand can only serve to exacerbate this deficit. It is also suggested that the island currently has sufficient freshwater to meet all demands; however, a key concern is that the resources are unevenly

distributed temporally and spatially. Although this is generally accepted it is absolutely necessary that an Integrated Water Resources Assessment be conduct to ascertain the actual available water resources as well as the water resource potential of the island. The need for an implemented Integrated Water Resource Management Plan cannot be overstated. Due to the fragile nature of the water resource it is necessary to promote a joint responsibility of its management and promotion of adaptation measures to deal with climate change and climate variability. All citizens have to play a part from a domestic level to a commercial and industrial level. You too can play your part by being conservative in the use of water. Just remember â&#x20AC;&#x153;Water is Lifeâ&#x20AC;?. BF Shanta King

BUSINESSFOCUS April / May 2010 B

In The Know

IGA Caribbean Retailer of the Year

he Independent Grocer’s Alliance (IGA) based in the USA announced in March that Andre Chastanet, Managing Director of Consolidated Foods Ltd., has been named IGA’s 2010 IGA Caribbean Retailer of the Year. Andre was chosen for having achieved exemplary excellence in retailing at Super J Rodney Bay and for advancement of the IGA Brand in the grocery industry, the IGA Alliance and the Caribbean. Andre will be honored along with fellow IGA Retailers of the Year from other countries at the 2010 IGA Global Rally Awards Banquet on April 19 at the Opryland Hotel in Nashville, Tennesse. Andre has played an important role in the development of IGA in the Caribbean, serving since January of 2009 as the chairman of the newly formed IGA Caribbean Board. In that capacity he has worked with his fellow IGA Caribbean retailers and partners to grow their overall businesses and bring a more satisfying shopping experience to IGA customers in the Caribbean. Over the last year, emphasis has been placed on taking full advantage of the expertise, support and brand-building programmes of IGA to expand the scope, quality and delivery of the food industry in the Caribbean region. Chastanet also places a premium on employee development, and for the third year in a row, Super J stores held the enviable position of being among the top users of IGA’s online training programme. BUSINESSFOCUS April / May 2010

“We commend Andre Chastanet for using the power of the IGA brand to contribute to the economic development of St. Lucia, and for working to bring the people of the Caribbean the personalized and community-focused shopping experience that can only be found at IGA” said IGA CEO Mark Batenic. Super J Rodney Bay is the flagship IGA store in St. Lucia and one of eight IGA stores operated by Consolidated Foods Ltd. Like all the Super J IGA stores, Rodney Bay prides itself on supplying St. Lucia with high quality local produce and products, while supporting the local agricultural and manufacturing industries. Corporate social responsibility is high on Super J IGA’s agenda. As such the supermarket chain has developed strong linkages with some key sectors including the agriculture farming community, tourism and commerce. The commitment is manifested in Super J’s commitment to youth and sports organizations and programmes. More recently Super J stores have become associated with the island’s health and wellness programmes, given its active involvement with the Diabetes, Cancer and other health associations in Saint Lucia. “I accept this award on behalf of all of our team members at Super J IGA in St. Lucia,” Andre Chastanet said. “I believe that their commitment and dedication to the company throughout the years have contributed immensely to our success. We

Andre Chastanet

always put St. Lucia and our community first, and our business develops as a result.” He also views the award as another opportunity for St. Lucia as a tourist destination to get marketing exposure given the internationalization of IGA. “I am elated that through this award we are also lending support to Saint Lucia’s very important tourism industry by making the island known to the world of retailers that is IGA ” noted Chastanet. IGA is the world’s largest voluntary supermarket network with aggregate worldwide retail sales of more than $21 billion per year. The Alliance includes nearly 4,000 Hometown Proud Supermarkets worldwide, supported by 36 distribution companies and more than 55 major manufacturers, vendors and suppliers encompassing everything from grocery to equipment items. IGA has operations in 46 of the United States and more than 40 countries, commonwealths and territories on all six inhabited continents. BF For further info: www.superjsupermarkets.com

BUSINESSFOCUS April / May 2010 B

In The Know

22 February 2010 By Emineto Teymurov That’s why, in order to contribute the prosperity of transition economies, directors of companies shouldn’t stick to old management styles if they want to be successful in the face Our Readers’ Column: of intense competition both in local and world markets. Na22 February 2010 tional companies operating in transition economies must Transnational Corporations as a driving force benefit from the experience of transnational corporations in of business ethics in transition economies order to formulate proper code of conduct focusing on ethical That’s within why, intheir orderfirms. to contribute prosperity of transivalues It has to to be the noted that, competitive tion economies, directors shouldn’t stick role to old external environment playofancompanies increasingly significant in management styles if they want to be successful in the face transition economies. The national business community unOur Readers’ Column: By Emin Teymurov* of intense the competition both in localofand world markets. Naderstands crucial importance improving its performtional companies operating in transition economies must Transnational Corporations as a driving force ance in response to increasing pressures and to incorporate 22 February 2010 benefit frombusiness the experience transnational corporations in responsible practicesof into daily operations. Internaof business ethics in transition economies order formulateaggressively proper code push of conduct focusing on ethical tional toinvestors transition economies to Leading Transnational Corporations (TNCs) are very ad- values within their firms. It has By to be noted that, adopt best practice adopting very competitive strict stanThat’sstandards. why,an in order to contribute to therole prosperity of transivanced in the field of business ethics, because these compa- dards external play increasingly significant in of environment ethicaltion behavior, transition economies can improve economies, directors of companies shouldn’t stick to old nies totally realized that they cannot achieve successful and their transition economies. The positions national business community and uncompetitive market both want domestically By Emin results Teymurov* management styles of if they to beperformsuccessful in the face optimal without having properColumn: ethical standards and derstands Our Readers’ the crucial importance improving its abroad. of to intense competition bothand in local and world markets. Naprinciples. TNCs proved themselves as leading companies and ance in response increasing pressures to incorporate tional practices companiesintooperating in transition economies must their ethical valuesTransnational had a spill-overCorporations effect in the countries as a drivingresponsible force business daily operations. Internabenefit from the experience of transnational they established business. Thus, the valuable thing that tranIt is essential national companies to adhereeconomies to Western tional investorsforaggressively push transition to corporations in of business ethics in transition Leading Transnational (TNCs) veryin economies ad- business ethicsorder to formulate proper code of conduct focusing on ethical sition economies gainedCorporations from the presence ofare TNCs the principles and By standards in very their practices. adopt best practice standards. adopting strict stanvanced inwere the not fieldonly of business ethics, these “knowcompa- Application andvalues within theiroffirms. 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In this regard, there is a need for proper and continuprofessionalism, objectivity, team work, honesty, decency, ethics process ofto conducting business in and TNCs. a lotwill of contribute significantly to the sustainable sociofully develop their businesses at national, regional interand more TNCs started seriously pay close attention toToday,economic ous training of theaccountability, targeted audience in order to achieve syncompetence, sincerity, fairness, integrity and development of transition economies. have a good reputation in the field of business ethics. national Besides, most of local companies have practibusiness levels. ethics,TNCs adopted ethical codes and provided ethics ergistic effect. responsibility. These companies fully understood that just prof- All these ethical values need to be regularly cally no for notion corporate social responsibility, which leadsmaximizing training the of employees. enforced and supervised by top management so that these its was wrong concept. As isa matter of fact, behavto ignoring ethical rules.a The major problem that some na- ethical values can be applied and implemented in a consistent manmore important and ethics had to beWe a part of Besides, encourage our readers to of share their views on busiin order toTNCs achieve optimal results, tional directorsiorofwas the much local companies are mostly “Sovietner. While appreciating the role in the promotion of it is of utmost business activity. Itbusiness is obvious that, TNCs responness and trade policy issues through the ITC Business But, lack of every knowledge good practices is have importance to ensure that the most common style aadministrators” ratherabout than “Western-style managers”. businessandethics, it must be also highlighted that business ethical values sibilitiesfrom to transition customers, their companies employees, environment Briefing preventing companies economies to successthat national companies employeessocioshould possess are Hence, unfortunately, directors of national will ethics willplatform. contribute significantly to theandsustainable society as well. in the era globalization, more fullybedevelop businesses atMoreover, national, regional andofinterprofessionalism, objectivity, team work, honesty, decency, not able totheir make optimal decisions without understanding economic development of transition economies. TNCsof started to seriously close attention to competence, sincerity, fairness, accountability, integrity and national levels. Besides, most local havepay practimanagement asand wellmore as business ethics.companies ethics, adopted ethical which codes leads and provided ethics responsibility. cally no notion business of corporate social responsibility, Allofthese ethical need to be regularly The views expressed are entirely those the author and dovalues not represent training themajor employees. to ignoring ethical rules.forThe problem is that some nathe views of the ITC, their staffand or thesupervised countries theyby represent. enforced top management so that these We encouragevalues our readers shareand their views on busi*tional Attaché, Permanentof Mission Azerbaijan directors the oflocal companies are mostly “Sovietcan be to applied implemented in a1 consistent manness and trade policy issues through the Business style administrators” rather than “Western-style managers”. ner. While appreciating the roleITC of TNCs in the promotion of But, a lack of knowledge about good business Briefing isplatform. Hence, unfortunately, directors of national companies will practices 2010/10 business ethics, it must be also highlighted that business preventing companies transition economies to successnot be able to make optimal decisionsfrom without understanding ethics will contribute significantly to the sustainable sociofully develop their businesses at national, regional and intermanagement as well as business ethics. economic development of transition economies. national levels. Besides, most of local companies have practiThe views expressed are entirely those of the author and do not represent cally April no notion of corporate social responsibility, which leads BUSINESSFOCUS / May 2010 the views of the ITC, their staff or the countries they represent. 20* Attaché, Permanent toMission ignoring ethical rules. The major problem is that some naof Azerbaijan 1 We encourage our readers to share their views on busitional directors of the local companies are mostly “Soviet-

BUSINESSFOCUS April / May 2010 B

In The Know

WHY

Join a Service Organisation? There are many service organisations throughout the world, ranging from international humanitarian groups such as Rotary and the Red Cross, to localised professional bodies such as Chambers of Commerce and Bar Associations. While their goals and the ways in which they are pursued differ, as much as the individuals that make up their ranks, they all share the same core benefits of membership. Here are the key elements to getting involved in those organisations:

Service Irrespective of whether you wish to donate your time to provide shelter for the homeless in your community, your money to aid those stricken by war and famine in the far-flung corners of the earth, or your knowledge, experience and expertise to advance the business community in which you operate, there is a service organisation dedicated to providing you with the tools to make a difference. The fulfillment that comes from witnessing positive change brought about by individual and group efforts is very often the primary motivator behind peopleâ&#x20AC;&#x2122;s commitment to their cause.

Networking Service organisations usually represent a cross-section of their community, from both a professional and a demographic standpoint. Attendance at meetings and participation on projects introduce members to a wide range of people with diverse backgrounds and experience, some of whom they would otherwise perhaps never meet, enabling them to expand their circle of acquaintances and Business Contacts. BUSINESSFOCUS April / May 2010

These networking opportunities very often develop into enduring friendships and regularly extend beyond geographical borders. Organisations such as Rotary, the Lions and the Kiwanis operate throughout the world, and the mere sight of a lapel pin is sufficient to guarantee warmth and hospitality from fellow members wherever you may roam.

members are expected to operate. Within Rotary for example the Four Way Test, which promotes honesty, fairness and goodwill, is the cornerstone of the organisation. Organisations have a responsibility to encourage expansion within their sector whilst ensuring that fair and proper procedures are adhered to at all times.

Personal Development

Membership, and to a greater extent leadership, of a service organisation is in fact demanding on time and resources, on those who are very often already stretched thin by existing commitments. The saying: â&#x20AC;&#x153;You only get out of something that which you put into it.â&#x20AC;? holds true in the case of service organisations. The willingness and commitment to getting involved and playing an active role in the organisation will ultimately yield significant personal and professional growth. BF

Service organisations, although made up of volunteers, must be organised and managed in much the same way as a business, in order to maximise efficiency and deliver the greatest return on investment. Active involvement affords members the opportunity to develop leadership skills such as team-building, fundraising, public speaking, planning, organisation and communication. As members progress to positions of greater seniority they build upon this experience by motivating, inspiring and guiding others.

Standards and Ethics Professional bodies are often charged with setting the guidelines within which

Matthew Render has been a member of the Rotary Club of Gros Islet for five years. During this time he has served as a Past President and is currently the Director of Membership.

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Soufriere, St. Lucia Tel: 1758 459 -7125 / 459-5299 Fax: 1758 459 -7882 Email: info@erolinesupermarket.com BUSINESSFOCUS April / May 2010

Business Spotlight

Pinnock Brothers

Nicholas Pinnock

Charles Pinnock

Going Places

harles and Nicholas Pinnock are no strangers to the business world. Having succeeded in the air and on land, they are movers and shakers who are driven at all costs. Charles’s background is aviation engineering and Nicholas comes from sales and marketing. Along with their new company, Pinnock Brothers Inc, Nicholas owns and is known for Ti Kaye Village and has recently taken over management of Charlo’s Bar in the village of Gros Islet and according to him, we can expect positive changes with the bar very soon. Charles on the other hand, having recently returned home to St. Lucia, has channeled his years of experience in the aviation field into Windward Island Aircraft Services Inc. It is these two elements, marketing and engineering that seem to be the perfect fit for their partnership that is Pinnock Brothers Inc.

Pinnock Brothers Inc.

Pinnock Brothers Inc, a regional pickup truck dealer and distributor officially opened for business in January 2010. BUSINESSFOCUS April / May 2010

“We feel that pick up trucks are what drives the work force in this region, in terms of farming, utility companies, law enforcement and security and a host of other companies. The current options on the market are fine vehicles, there is no arguing that. We are offering affordable and reliable vehicles, that are simple, tough and have proven technology.” Charles, the managing director said. According to the Pinnocks, St. Lucia’s central geographical location is prime to launch CMC pickup trucks throughout the Caribbean region. CMC, (Changfeng Motor Corporation) a Chinese company part owned by Mitsubishi is by no stretch a new company. CMC was founded in June of 1969 and signed a technical collaboration with Mitsubishi Motors Corporation the following year. The company has been listed on Taiwan Stock Exchange (TSE) since March 1991. Beginning with producing commercial vehicles, CMC is the leader of Taiwan’s commercial vehicles manufacturers. It has roots as a maker of military vehicles and

is currently the largest manufacturer of SUVs in China. CMC has had displays at the Detroit Auto Show two years running and is gaining momentum in the export market. It is these affiliations that make the Pinnocks confident about their choice. “When Japanese vehicles broke onto the scene, people thought they had weird names compared to the already established Anglo-Saxon names on the market at that time. I believe this is the same situation with Chinese vehicles and from this decade on you are going to see more Chinese vehicles.” Nicholas told BF. At this stage of the business plan the brothers are focused 100% on their marketing strategy as they are fully aware, yet unfazed of the challenges they face in launching an unknown brand into the marketplace. They are aware that their competition (longer-standing local dealerships) has a 30-year head start, but that does not deter their confidence in conducting business. Charles and Nicholas believe their credentials from other projects and professional backgrounds

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Tel: (758) 452 9085 fax: (758) 452 8663 (758) 724 9711 BUSINESSFOCUS April / May 2010 Email: charles.pinnock@gmail.com Website: Http: pinnockinc.com B

Business Soptlight combined with the CMC brand will win clients over.

Windward Island Aircraft Services Inc.

Charles, part owner of Windward Island Aircraft Services Inc, having studied Aeronautical Engineering maintains an FAA Airframe and Power Plant rating coupled with an Inspection Authorization. Aviation is what he has pursued for the last 24 years of his life. He is well versed with everything from DC3 airplanes circa WW2 to wide body heavy transport aircraft such as Boeing 777. “In the field of aviation, there is no room for error. Maintaining this meticulous and rigorous standard is modus operandi when you have people’s safety in your keep.” Charles, who lends that mindset to any undertaking believes. He has worked with American Airlines maintenance and engineering in the US for 15 years. Initially when he was planning on moving back to St. Lucia he had no plans to re-enter the aviation business, however it seems the field was not willing to let him go. When he resigned from American Airlines to move here, they tapped him as BUSINESSFOCUS April / May 2010

a local expert, as they did not have any maintenance personnel in St. Lucia with the qualifications he possesses. “Along with the American Airlines contract, I accepted the job of a friend to maintain his craft and in 2009 I formed the company. However, it was not formed to compete with other local aircraft maintenance operations, but was formed specifically for two customers and since then people have approached me.” Charles said. The aviation expert runs this company along with his wife Christina, who handles the parts side of the business as her background is in storage and traceability of parts. In the plans for the expansion of this business Charles is in talks to assess the aviation sector in St. Lucia and how he can get involved in its advancement.

Ti Kaye Village

Nicholas, the younger of the two brothers, considered himself an underdog at the on set of the project. Cut to 10 years later Ti Kaye Village has become quite an establishment and a benchmark. “Ten years ago when I started, I jumped off the deep end - headfirst.” Nicholas said.

He had previously not had any experience in neither the hotel nor construction industries plus it was unusual to build a resort in that location at that time. “Ten years ago when you asked people where the tourist hotspots are they would mention Rodney Bay and Soufriere. If you ask the same question today you may get a different answer.” In 1991 he purchased the 15-acre property in Anse Cochon where Ti Kaye Village stands today. For the first nine years there was no development on the property. At that time many of his peers were focused buying residential property, he however had a very different foresight. Prior to the development of the resort, after spending 10 years working at Renwick and Company Ltd. in agriculture he recalls he saved as much as he could in order to finance the project that would be Ti Kaye Village. “Many of my friends were concerned about me building in such a remote part of the island with no infrastructure of any kind, no reliable source of water, snakes and the list goes on. I took all the advice I could get bearing in mind that visitors to St. Lucia may have a different opinion.” Nicholas remembers.

BUSINESSFOCUS April / May 2010 B

Business Spotlight From his time at Renwick and Company Ltd. and his personal experiences with boutique-style resorts, Nicholas is well versed with introducing new products into new markets. “That takes a special way of thinking. You don’t have a predicator that came before your time and would have a manual to follow. When I came into the hotel business, everybody was using the same marketing plan. I monitored it and after years of trial and error, I realize now I hardly used any of the early advice I was given.” ‘So what is the marketing strategy for the resort?’ would be the obvious question. It is largely centered on the internet as the establishment targets city dwellers who are looking for an escape in a remote-style place as opposed to a hotel that caters to mass tourism. And this resort is certainly in the front line of boutique tourism - something that Nicholas is clearly passionate about, judging from the façade of Ti Kaye Village. Though Ti Kaye Village is off the beaten path, the 33-room operation has a lot to offer guests. On property is a spa, a dive shop, two restaurants and bars and a recently renovated gym. In addition to BUSINESSFOCUS April / May 2010

adding six more rooms, plans are underway for a wine cellar to increase the wine selection and experience. As it stands they offer the largest selection on the island, at 100 plus bins. Nicholas says, though he continues with improvements and advancements he emphasized the need for keeping the façade of the resort in the boutique-style. “Ti Kaye is actually very high tech but you would not guess it from looking at the place. I will keep adding new ideas. It has given me a real sense of accomplishment.” he told BF.

Charlo’s

Alongside the resort, Nicholas is venturing into another aspect of the hospitality industry – a bar. But not just any bar; one he describes as ‘has always been open’. For this project he is leasing the no-fuss establishment Charlo’s and though he has plans to make changes, the name will remain. Nicholas plans to transform the bar and restaurant, bringing it to a more international standard while maintaining the ‘rum shop’ prices and charm. What is new to this long-time establishment is the food. Though Charlo’s bar had previously offered traditional St. Lucian food, under his management, the plan is to change the menu and in the future

serve a variety of grilled entrees. “We are going to have grilled entrees of fish, pork ribs, chicken, beef and steak, along with fries or salad, and burgers.” He says what is going to set Charlo’s apart is the range of sauces offered. Another major aspect is affordability. “A customer is going to be able to eat for under $20 EC. Though the façade of the building is still going to look like a little rum shop in Gros Islet, the kitchen will have high food industry standards.” Since it is a bar after all, what about the drinks? He says he will keep the simple selection of cocktails ranging from beer and mixed drinks. “You know that saying wash your foot and come? That is our place. You don’t have to dress up, it’s going to be good quality food in a nice, safe, clean environment, professionally run with good service.” Nicholas said. These brothers are clearly going places when it comes to doing business. Though their strategies target different audiences for different markets, they agree as one when it comes to clients, they don’t push, they pull and stay driven on all accounts. BF

WINDWARD ISLAND AIRCRAFT SERVICES.

Providing world class aircraft service in the Windward Islands. Operating out of SLU and UVF 24 / 7 line maintenance and IA services. Fleet qualifications include: • B717 • B727 • B737 • B757 • B767 • MD80 • DC8 • DC9 • A300 • Eurocopter (Aerospatiale) Astar • Eurocopter (Aerospatiale) Twinstar • Bell 206 • MBB Bo 105 • General aviation.

Contact us 24 / 7 at: (758) 724 9711 (758) 724 9119 Email: charles.pinnock@gmail.com christina.pinnock@yahoo.com BUSINESSFOCUS April / May 2010

Meet Yourr

Business Spotlight

J E

B E R G A S S E Sales Team

BUSINESSFOCUS April / May 2010

Lindsey Joseph Sales Executive

C. Ricardo Biscombe Sales Executive

John C. Wooding Sales Executive

Marla Foster Sales Executive

Kissie Peter Sales Executive

Shona Alexander Sales Executive

Troy Falloon Sales Executive

Nancy Joseph Assistant to the Sales Manager

BUSINESSFOCUS April Oct / /Nov May2009 2010 B

New Rodney Bay Medical Center NOW OPEN The Rodney Bay Medical Centre has moved to its new premises next to JQ Mall, ( in the PROVIDENCE COMMERCIAL CENTRE ) with expanded services and hours.

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Rodney Bay Medical Center Rodney Bay, Gros Islet, P. O. Box RB 2305 • Tel: (758) 452 8621/ 45-DOKTA Fax: (758) 452 0785

BUSINESSFOCUS April / May 2010

Cover Story

125 Years

At the Helm of Commerce

Chester Hinkson

The President – St. Lucia Chamber of Commerce, Industry & Agriculture Shares His Views

ON LEADERSHIP BF: Who is Chester Hinkson? Take us through your life to now the President of the Chamber of Commerce. CH: I am a son, a husband and a father. A product of the Anglican school and St. Mary’s College. Having not had the opportunity and privilege of attending University for economic reasons, after leaving St. Mary’s, I went straight into banking as a career where I remain up to this day. In my latter years I decided I was going to educate myself and nothing would stand in my way until I obtain a University Degree. I was able to achieve that and more all through distant learning. Before returning to St. Lucia as the first local Country Head of one of the world’s 10 leading international banks, The Bank of Nova Scotia, I have held managerial positions regionally in The Bahamas, Guyana, Grenada, Haiti and internationally, as Director Special Projects in Canada. I was once the Chairman of Caribbean Association of Indigenous Banks, a board member of NRDF and past President of Bankers Association of St. Lucia. I am currently the Director of the Eastern Caribbean Institute of Bankers, Director of the Rotary Club of St. Lucia, a member of Regional Advisory Board of The Bank of Nova Scotia International and now President of The St. Lucia Chamber of Commerce. BF: As a leader in the middle of the Economic discussion, what are your thoughts on the subject matter? CH: Expenditure by tourists and consumers of our exports has slowed down and so has the income into our country. Return expenditure has slowed as well and we see

125 Years

Mr. Hinkson in Mangement Session

Caribbean Institute of Bankers, Director of the Rotary Club of St. Lucia, a member of Regional Advisory Board of The Bank of Nova Scotia International and now President of The St. Lucia Chamber of Commerce. BF: As a leader in the middle of the Economic discussion, what are your thoughts on the subject matter? CH: Expenditure by tourists and consumers of our exports has slowed down and so has the income into our country. Return expenditure has slowed as well and we see very little expenditure and so the cycle continues. The next few months will be crucial in terms of how businesses fare. It is important that we become creative and innovative in a time of financial crisis. Economic cycles come and go and during these unfortunate times we should be looking to diversify in certain areas not sitting, waiting and hoping. BF: What are the specific things you would like to achieve during your presidency considering your vision for moving the Chamber of Commerce forward and its rich history of 125 years? CH: The Chamber will remain and grow

as the voice of the Private Sector where the varied interests of the membership can be resolved and taken forward as a national interest, we will remain a gadfly of our democracy, social conscience and partner in national development. I would like to see this country de-polarized. I would like to see a closer working relationship between the private and public sector and know that our goals are aligned. I would like to see constructive measures taken to curb unemployment as it has a direct relation to crime which can negatively hurt our already dismal economy. I would like to see a closer working relationship between the Government of the day, the Opposition, the Union, the Chamber and all stakeholders who are responsible for taking this country to a higher level of prominence. BF: What is your leadership style in an organisation where your members and fellow board of directors constitute major players in the business community? CH: I do not believe in any one type of leadership, as it depends on the persons that are being led. Each comes with a different personality and sometimes a BUSINESSFOCUS April / May 2010 B

Cover Story

125 Years

different agenda; as a consequence, you must adapt to the time and occasion. I strongly believe in the philosophy of “One Team, One Goal”. I also strongly believe that as a leader you must respect the views of others, as their contribution to any given situation may be more effective and valuable than yours. There must be mutual respect across the board where no one thinks that he or she is superior to the other irrespective of how many degrees he or she may be blessed with. I have seen many a person with more degrees than a thermometer give the most ridiculous answers and solutions to problems. Leadership must come with two fundamental traits—the art of listening and a sense of empathy. ON CURRENT ISSUES BF: From the perspective of the Chamber, what are the concerns of the VAT system being implemented in St. Lucia? CH: The Chamber is not against VAT and in fact welcomes the broadening of the tax base, our concern is the details that are going to cause great problems for Government and the business community if they are not addressed from the onset by BUSINESSFOCUS April / May 2010

simply examining the experience of some of our neighbouring islands. The Chamber has in a very concise way articulated its views on the VAT White Paper that Government has circulated and this speaks much better than I can to the issues of concern. BF: What is the impact of the current scarcity of water facing St. Lucia on the local business community? CH: The current water situation is affecting a wide cross section of business operations in St. Lucia and the economy. Some firms dependent on water are more seriously affected while the multiplier or indirect effects have been more widespread and may be passing below the radar. The suspension or the slow down of work in the construction sector has a knock on effect in many other sectors as incomes are stopped and as such consumption reduced. We heard from WASCO about their plans and action taken and we need to be part of the solution by not imposing undue pressure on the water system, conserve, be smart and hope for relief soon. The solutions offered by some to privatize WASCO will be one for another forum. Suffice it to say that Wasco must start to be run as a business and the first

place to start is by increasing the charges on all consumers. If we all can afford to purchase cell phones and top up nearly every day, we can afford to pay for water which is a life saving commodity. BF: Considering the percentage of it’s membership, The Chamber is viewed as a Castries based organisation. What is your approach to expansion? For instance is there a Gros Islet Chamber of Commerce or Vieux Fort Chamber on the horizon? CH: Our members are from around the island, and the island is too small to think that way. Technology eliminates distance and so we will continue to encourage business around the island with our regional activities started by Chris Husbands last year. BF: What are the challenges faced in the city of Castries, as it concerns the business community? CH: I addressed this problem in my speech at the Chambers awards night. We need new roadways especially going to the north of the island. We need to get vendors and vagrants off the streets as a matter of urgency. Find a home and meals for them as a matter of priority. Some are mentally challenged and may cause serious bodily

Developing Human Potential Training Schedule April—Nov. 2010 April 16th—Highly Effective Teens Workshop 20th & 21st —Emotional Intelligence in the Workplace 28th —Problem Solving & Decision Making May 4th — 6th — Leadership Training/Becoming Management Material 19th — Empowerment Training 31st — Orientation handbook/Getting Employees off to a Good Start June 9th — Time Management - Getting Organized for Peak Performance 15th — Customer Service for Frontline Staff 24th — Work Ethics 29th & 30th — Performance Management/Managing Employee Performance July 8th — Balance Scorecard 13th — Business Etiquette & Grooming 28th — 30th — Human Resource Training August 4th — Conflict Resolution 11th & 12th — The ABC’s of Supervising Others 31st — Delegation/The Art of Delegating Effectively September 2nd — Time Management/Getting Organized for Peak Performance 14th — Customer Service for Frontline Staff 29th & 30th — Conducting Effective Performance Reviews October 12th— Change Management/Change and How to Deal with it 19th & 20th — Building Self Esteem and Assertiveness Skills November 4th — Stress Management

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Cover Story

125 Years harm to an innocent citizen or tourist. The repercussions will be financially painful. We need to create entrepreneurs in the small and medium business areas as small business is the greatest contributor to employment in any country including the developed world. There is an urgent need to attract foreign investors, as we do not have the wherewithal to develop this country on our own. BF: Consider Rodney Bay’s growing business environment status. How does its evolution affect the Chamber of Commerce? CH: The growth in that area is phenomenal and we must all take cognizance of that factor. There is a concentration of wealth there not experienced in other parts of the country. For this reason we need to ensure that matters pertaining to health, security and the environment are part of the plan to ensure that the interest in further developing the area is sustained. The development has not reached saturation point, so there is no need for concern at this time. Notwithstanding, I would like to mention two areas that must be carefully monitored—the rising cost of real estate making it unaffordable for locals, and the decreasing accessibility of beaches by locals. ON THE CHAMBER BF: What is the Chamber’s current role in terms of structure and function given today’s society and current financial outlook. CH: As a national institution the Chamber must recognize that more often than not, what is good for the country is good for the business community. In that context we have to move to be more representative of the wide spectrum of businesses which operate in the economy and country, as well as embrace the new ways of doing business, the new technologies affecting the way business is and the types of businesses that exist. We must thus ensure that our members always remember we are operating in a global environment of international competition. Our structure must thus reflect those functions we need to carry out and we must develop and invest in that capacity. In addition, the members of the board comprise persons with different knowledge skills and ability who unselfishly BUSINESSFOCUS April / May 2010 38

volunteer their time to make a difference in our country. BF: In what aspect has the Chamber of Commerce failed as an institution? CH: The Chamber has probably failed to get more businesses to understand that our interests can be best represented through collective action. Also to get successive Governments to understand that a strong Chamber with the requisite resources is extremely beneficial to the country in terms of policy formulation and review. BF: There is an undeniable trend among the younger generation to become disinterested in service organisations, what are your thoughts on this?

CH: No fault of the youth I dare say. Where are their mentors? They are few and far between particularly as it relates to males. The youth particularly the males need to be disciplined, we need to have our youngsters enroll in disciplined organizations such as Boy Scouts, Cadets or some form of paramilitary unit where good manners and basic civic responsibilities are espoused. If we start at that level then we can move onto the step of bringing the positive traits learned to the work place. It was President John Kennedy who said, “Don’t ask what your country can do for you, but what you can do for your country.” When we can have our youth embrace this mantra, I assure you, new young leaders

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125 Years

will emerge in such large numbers we may have to export them to help our neighbouring islands. Remember every thousand steps starts with the first step. BF: The Chamber of Commerce has a number of community outreach programmes. What are those Chamber initiatives and objectives? CH: The Chamber has always had a strong social conscience and concern for the youth and expanding the business community. Junior Achievement tackles all of this. We believe that we must introduce the capitalist system and free enterprise to young persons at an early age so they know about money and running a business. Through Junior Achievement, a young person at the Secondary School level is taken through the life cycle of a business from start-up to wind-up in one year. They learn about sales, marketing, and production, selling shares, accounting and record keeping as well as corporate governance. They then learn about paying salaries, loans, taxes and other compulsory obligations as well as paying dividends and concepts like rate of return, sales to share ratio etc. This prepares them to participate in private enterprise with a greater appreciation of the realities of business. So the Chamber is proud of this program started by Guy Mayers. The program has won many international awards and encourages support through sponsorship. BF: What is your vision for the Chamberâ&#x20AC;&#x2122;s Business Missions Programme under your leadership? CH: Trade remains the engine that pulls along the vehicle of development and economic growth. We must continue to help our members expand their market horizon from the small 160,000 population to that of the world, and we continue to target those closest to us first [regionally]. We wish to support the excellent producers and service providers on island to showcase the quality goods and services available from St. Lucia and as such we will mount into a further dynamic Business Mission program. BF: What are your thoughts on the Chamber Business Awards? Why is it important to recognize the achievements of the business community in this way? CH: I served on the Chamber Awards Committee that oversaw the revision of the St. Lucia Business Awards, Chris Husbandsâ&#x20AC;&#x2122; initiative. Reward and recognition have always and will always be a form of incentive to motivate and inspire people. Many believe that money is the only form of motivation or reward recognition; from experience, I can safely say that this is not the case. BF: The Chamber thrives through membership. Are you satisfied with the support from the business community and what is the strategy for increasing membership? CH: We need to continue to improve the services and the work we do. We need to have our members bring in potential members. In a recently held Chamber retreat we entrusted every board member with the responsibility to bring in a new member this year. BF: The Chamber is seen as the dominant business organization, what is the strategy for reiterating that sentiment and is it BUSINESSFOCUS April / May 2010

Saint Lucia Chamber of Commerce, Industry & Agriculture

125

FEATURE years Serving the Business Community

BUSINESSFOCUS April / May 2010

125 Years Chamber Feature

Organisational Structure of the St. Lucia Chamber of Commerce, Industry & Agriculture

General Membership

President 1st Vice President 2nd Vice President Immediate Past President Committee Members Management Committee

Chamber Representatives on Government and Non-governmental Standing Committees

Executive Secretary Secretariat Secretary Messenger

BUSINESSFOCUS April / May 2010

Chamber Sub Committees

125 Years

A Rich History

Chamber Management Committee Members pictured at the 1983. A.G.M.

Immediate Past President Ornan Monplaisir, presenting certiďŹ cates of attendance at a Chamber / CAIC sponsored training seminar.

Castries Harbour, showing Coaling cargo and Passenger Ships, 1930. BUSINESSFOCUS April / May 2010

Chamber Board of Directors Chamber Feature

2009 - 2010

Gerard Bergasse (1st Vice President)

Chester Hinkson (President)

Christian Husbands (Immediate Past President)

D. Lisle Chase

Mauricia Thomas - Francis BUSINESSFOCUS April Oct / /Nov May2009 2010

Sean Auguste 24 44

Roston Taylor (2nd Vice President)

Gordon Charles

Andre Chastanet

Trevor Louisy

Cheryl Renwick

Strategic Retreat 2010 The Agreed Standing Committees to be Established on an Economic Sector, Issue and a Functional Basis Standing Committees Wholesale / Retail Governance Manufacturing Banking / Finance Service Tourism Agriculture Trade Facilitation

Andre Chastanet Chester Hinkson Roston Taylor Lisle Chase Sean Auguste Mauricia Thomas-Francis Christian Husbands Gerard Bergasse

The Functional Committees Charmaine Gardner Gordon Charles Roston Taylor Trevor Louisy Lisle Chase

St. Lucia Business Awards The Public Relations Committee The Human Resource Development Membership Development Finance

Trevor Louisy Cheryl Renwick Christian Husbands / Rosemary Deligny

Business Development Unit Junior Achievement Youth Business Trust

Secretariat Programmes

The Retreat allowed the Board of Directors to establish the priority Agenda for Action by the Chamber. This was instigated by the President of the Chamber highlighting the areas which he thought the Chamber should seek to address during his term in Office. The Board had agreed that this approach provided the Chamber with an ideal opportunity to clearly set out its Agenda for Action in an inclusive manner but taking account of priorities set before and the new challenges facing the Chamber, members, business community, economy and nation.

Priority Items •Law and Order •Labour Code •St. Lucia Air and Seaports Authority and Customs •Energy Policy •Education, Training and Productivity •Governments’ Legislative Agenda •Capacity to Absorb Foreign Invesment •Chamber Representation on Boards •Agricultural Diversification •Disaster Management •Import Licenses •Tax Reform •Professional Standards

President’s Agenda for Action •Insecurity •Ghetto—Restructure and reconstruct

•Lawlessness •Job creation •Archaic legal system •American Visa requirement for St. Lucians •Remove the dogs from the streets •WASCO •City Council needs funding •Single Window Opportunity under CCS

Issues Raised at the Retreat •Constitutional Reform •Accountability in Government •Research & Development •Ethics in Business and Government •Long Term Sustainability of the Chamber •Tax Rate Reduction to Chamber Members •Membership Drive •Poor Communication to/with Membership •Governance Corporate/Public •Chamber needs to have a Public Voice •Chamber is not giving Value for Money •Chamber has Image of an Old Boys Club •Chamber is not Representing Interest of Members •Chamber is not Representing Agriculture •Why is Agriculture still part of the

Name? The Retreat, on the suggestion of Andre Chastanet, agreed that the reorganization of the Chamber for more effective representation of members’ interest and participation was critical as a pre-condition to the Chamber being effective in causing change to take place in the economy and society. In that regard it was proposed and agreed that the Chamber needed to reestablish and operate the Standing Committee system where members participated actively in bringing issues to the attention of the Board and Secretariat for policy or action. This structure would allow wider consultation, participation and involvement of members in the work of the Chamber. Moreover, this structure will give Board Members active responsibility and provide extensive and additional support to the Secretariat. In that regard, the ED will provide each member with a list of members from their relative Economic Sector and the Board Member will invite persons to serve on the Standing Committees. The Board Member will have responsibility for the Committees and will convene the meetings and provide minutes or reports on the same. The Board agreed that this Retreat was just the start of the Chamber Work and Priority Review Process and follow –up sessions of this sort needs to be held. BF BUSINESSFOCUS Oct 2009 April/ Nov / May 2010

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Chamber Feature

125 Years

Meet the Chamber of Commerce Team

Brian Louisy Executive Director

Dustin David

Odilia Pierre

Project Officer

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Administrative Assistant 46

Cyrillia Lucien Office Assistant

Chamber Feature

125 Years

The BDU

A Strategy for Development

From L to R: Karen Fowell – Business Advisor, Janice Hilaire – Business Advisor, Anthia St. Aimee – Administrative, Monitoring & Evaluation Officer, Allan Perry Thomas – Project Manager

he creation of the Business Development Unit in the St. Lucia Chamber of Commerce Industry and Agriculture was in direct response to an opportunity to manage the execution of private sector development component of a United States Agency for International Development project. The BDU is a special vehicle comprising technical staff working on contract, executing a specific time bound project managed by the Chamber. The BDU was first created in 2007 to execute the Caribbean Open Trade Support project, the team was reconstituted in 2009 with one additional staff member to execute the European Union Funded SFA 2006 Banana Support Programme, Economic Diversification, Competitiveness Through Linkages project. BUSINESSFOCUS April / May 2010

For many years the St. Lucia Chamber of Commerce Industry and Agriculture had lamented the pathetic management of projects aimed at strengthening the competitiveness of the private sector, by public sector agencies and public sector officials at both the local and regional level. Private sector organisations were regularly scolded for not having the institutional capacity to manage the projects, yet the donor community would then provide the public sector counterparts with the institutional capacity to implement the very projects. An additional excuse was that there was no regional private sector organisation to implement and manage the regional private sector projects in the OECS. With the experience thus far of the BDU,

there is ample proof that given the same opportunity as the Public Sector Agencies, private sector organisations can organise themselves to manage the execution and implementation of projects aimed at strengthening the private sector. The current strategy employed for the BDU is to operate more like a project unit which will operate only when project funds have been identified and projects are to be executed. In this way the BDU has builtin financing and does not place long-term liabilities upon the Chamber. The Board of Directors is however looking at issues of the long term sustainability of the unit as the feeling is that the unit is developing valuable intelligence and expertise that can be of immense value to the business community.

125 Years

CTL

Competitiveness Through Linkages

The Fundamentals of the CTL

The Competitiveness through Linkages Project is funded by the European Union (EU) under the Banana Support Programme SFA 2006 titled Economic Diversification. The EUR 1.3 million/ EC$ 4.6 million Project is being implemented by the St. Lucia Chamber of Commerce, Industry & Agriculture â&#x20AC;&#x201C; Business Development Unit (BDU), over a 33 month period and is designed to enhance private sector growth by increasing company sales and enable businesses to compete more effectively in the global economy. The overall objective of the Project is to increase St. Luciaâ&#x20AC;&#x2122;s competitiveness and to successfully integrate it into the world economy through a dynamic private sector and export-led strategy, supported by a strong tourism sector with backward and forward linkages to the agricultural, manufacturing and service sectors. The specific objective is to achieve a stable economic growth path, based on a well diversified economy with low unemployment and sustained livelihood(s) in targeted rural communities. The Project seeks to build the ability of suppliers of goods and services to meet the requests and demands of buyers and users of their goods and services. The Project will provide the critical support to conclude a sales transaction on behalf of suppliers. The Project does not offer a predetermined menu of services or solutions, but seeks to respond to the specific need of the client. It will also support firms from across the island and from any sector (legal) of economic activity.

Clients & Consultants Evolution of the Consulting Industry

A wide cross-section of firms stand to benefit from the CTL project as the project is not sector specific or region specific. The Project seeks to work at the national level with any firm that has an opportunity to sell its goods and services, without regard to sector. As an underpinning strategy the CTL will seek to build linkages between sectors, agriculture with tourism and manufacturing, services with retail and manufacturing, manufacturing with retail and distribution as well as backward and forward linkages with the tourism sector. On the regional level to promote balanced regional economic development, the communities of Micoud and Anse La Raye/ Canaries will be the beneficiary of focused assistance where a minimum of 30 firms will benefit from the projectâ&#x20AC;&#x2122;s interventions. In this case the idea is to build linkages between the rural and urban communities for the supply of food and locally manufactured goods. The Approach taken by the project will see high level technical assistance being provided by local Consultants to remove constraints identified by the buyer to result in an increased sale to the Client. So far all but three of the 20 interventions being pursued involve the engagement of local Consultants. This is seen as a huge benefit to the local Consulting Industry as they are being given the opportunity to bid on a range of consultancy opportunities and demonstrate to their target market their capabilities. The Project utilizes an open bidding process for the most part, as it respects EU procurement guidelines at all times. Requests for Quotations and Proposals as well as Expressions of Interest are regularly published on the Chamber Website. So far there have been no complaints from clients who are active in the process of identifying consultants by advising of consultants who should be informed of the call for proposals and quotations in addition to the publication. BF BUSINESSFOCUS April / May 2010

Chamber Feature

125 Years

Public – Private Sector Relations

A Proactive Approach

ver the years, the St. Lucia Chamber of Commerce, Industry and Agriculture has found it necessary to take rather strong positions on many issues in addition to providing forums, writing articles in newspapers, appearing on radio and television to espouse its views on issues of importance to the business community. The Chamber has found it useful to endorse, “A New Language of Discourse” in relating to Government to truly support the needs of the business community. The Chamber has not utilized the press very often to articulate its views or concerns, but rather has engaged in constructive dialogue with the relevant Government Ministries and Agencies to get quick responses and action on issues of importance to the community. Today, the role of the Government in business is changing rapidly as is the role of the Business Community in governance. In order for the Chamber to respond just as rapidly, this Priority Policy Document has been developed to lay a foundation for action. It is intended to provide a broad philosophy of action that will guide the Chamber’s Management Committee and the various Standing Committees toward proactive leadership in the Government policy arena.

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A Philosophy of Action on Issues of National Importance The St. Lucia Chamber of Commerce, Industry and Agriculture will take positions on key national, economic, social and political issues facing the business community. The Management Committee will endorse these positions. The Respective Standing Committees and Chamber Secretariat will be prudent in their decisions, taking into consideration as much of the membership opinion as possible before taking a public position. It is inevitable, however, that positions taken by the Chamber will not be universally endorsed by Chamber members. Additionally, we will encourage Chamber members to be active in the national development and political process. We will not however endorse political candidates or political parties. National Development and Economic Growth Well-planned balanced development and economic growth that help existing businesses and attracts new ones is essential to the economic health of a country. The Chamber strongly supports investments and policies that are responsible and will spur sustainable development and long

term economic growth in St. Lucia. The Chamber is supportive of the St. Lucia National Export Development Strategy and is keen for its implementation to commence. Environment and Quality of Life A sound environment enhances the quality of life in a country and adds to the well being of business. The Chamber encourages and advocates for its members and the entire business community to strive to achieve a balance between business needs with sound environmental protection. Tourism St. Lucia Chamber of Commerce, Industry and Agriculture recognizes that tourism is an important part of St. Lucia’s economic development. The Chamber supports responsible tourism initiatives that are consistent with National Economic and Social Development Objectives. Tourism must thus contribute to the quality of life of St. Lucians, allow participation at all levels, i.e. investor, developer, owner and at all management levels, while linking to the wider economy to stimulate growth in other sectors and earn foreign exchange.

125 Years Utilities The Chamber must remain interested in the quality and state of utilities on the island because water, sewerage, electrical, telecommunications and other services serve as the infrastructure for a successful business community. The Chamber strongly supports cooperation between all utilities and the private sector, seeking to provide reasonable and quality service to the community. As far as energy supplies, the Chamber supports the use of alternative forms of energy and the promotion of energy conservation in both the public and private sectors. Transportation Transportation is a key component of economic development and growth. The Chamber strongly advocates the regular maintenance and upkeep of existing roadways and building of new roads where needed. Improved air and sea service is crucial to the holistic economic development of St. Lucia. The Chamber is a strong advocate for the development of an effective transportation system. Education High quality schools produce high quality workers. The Chamber supports educational policy aimed at improving the quality of education standards and ensuring that it is relevant to the rapidly changing learning and knowledge based global economy. The Chamber will work with and collaborate with all agencies, public and private to provide quality educational opportunities to St. Lucians. Taxes The Chamber strongly supports reasonable corporate and individual tax systems that engender a competitive business environment and stimulates investment. The Tax policy must aim for a broadened equitable tax base that does not create incentives for tax avoidance and evasion. Employer / Employee Relations The St. Lucia Chamber of Commerce, Industry and Agriculture supports the introduction of a Labour Code in St. Lucia. The Code should be fair and balanced and protect the rights of employers and employees. The safety, health, employee benefits and other work-related concerns must be addressed and must take account of National realities and capacities. Health Care The St. Lucia Chamber of Commerce, Industry and Agriculture believes that business and privately sponsored health plans should be supplemented by Universal Health Care to help address issues of access, and affordability. However the Chamber believes mechanisms and independent checks and balances must be put in place to guard against abuse, fraud and cost escalation. Employment The St. Lucia Chamber of Commerce, Industry and Agriculture encourages growth of quality rewarding employment opportunities, which provide fair wages in St.Lucia and seeks to reduce unemployment. Agriculture The St. Lucia Chamber of Commerce, Industry and Agriculture supports the farming industry in St. Lucia especially investment in agricultural diversification. The development of linkages between agriculture and tourism must be explored and farmers provided with the critical supporting measures to continue to engage in this sector that is crucial for balanced regional economic development, curbing rural urban drift and reducing unemployment and the food import bill. BF BUSINESSFOCUS April / May 2010 B

Chamber Feature

125 Years

Dale Carnegie Programme

Bill Jelen - Microsoft MVP

Business Mixer

Services & Programmes

mong the many services which the St. Lucia Chamber of Commerce Industry and Agriculture offers its Human Resource Development and Productivity services have been one area which has brought real value to the members of the organisation. Ever since 1997 the Chamber Secretariat has consistently offered a number of programs that seek to enhance the productivity and effectiveness of staff of Chamber member companies. The Chamber Secretariat has adopted the approach of being managers of the Training Function rather than trainers themselves to ensure quality service delivery. Dale Carnegie Programme By regularly conducting Training Needs Assessments among members and buyers of its training services the Secretariat has been able to gauge the needs and interests of members. The Chamber has been the host of the world renowned “Dale Carnegie; Effective Communications and Human Relations” program that is facilitated by Tom Fields of Barbados. The Program is run one evening a week over a twelve week period from 6:00 p.m. to 9:30 p.m. and companies such as Courts St. Lucia Ltd. Windward and Leeward Brewery Ltd. Eastern Caribbean Financial Holding Company, LUCELEC, M&C Group of Companies and the National Insurance Corporation have sent groups of staff to experience this powerful leadership course. This program has been successfully hosted in St. Lucia for six consecutive years with class sizes varying from 27 to 44 persons.

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Mr. Excel The Chamber continues to seek to bring high quality programs and later this year the Chamber will be hosting with Areef Ali & Associates out of Trinidad and Tobago Mr. Excel’s –“Power Excel & Macros / VBA Practical Productivity Seminars.’ The seminar will be run by Bill Jelen, Microsoft MVP, the world’s foremost authority on the business use of MS Excel. The Program is scheduled for 17th June 2010 at Bay Gardens Hotel. Business Mixer Programme The Membership Committee of the St. Lucia Chamber of Commerce, Industry and Agriculture, introduced the Chamber “Business Mixer” program in 2004. This event seeks to allow Chamber Members to meet over cocktails to mingle, network and get to know each other. It is one of the premier networking events of the Chamber though it is primarily attended by the younger up and coming Managers of Chamber firms. It is an excellent way to put a name to the face and meet some of the people we do business with in a relaxed open atmosphere over a few drinks. The first Mixer was sponsored by Peter & Company and took place at Auberge Seraphine who co-sponsored the event by offering the snacks and the venue free of charge. Auberge Seraphine has been a major supporter of the mixer program sponsoring more often than not the snacks and the venue. In more recent times members have used the Mixer to launch their re-branded companies, new products, show new

services and mark company milestones. Most Mixers involve the sponsoring companies mounting table displays and converting the area into a mini trade show. Executive Luncheons This is the longest running and most sought after forum of the Chamber where Distinguished Guest Speakers address the Chamber membership on issues of interest. Many a firm or public institution seeking to reach the power brokers in the country sponsor luncheons to deliver their message. Luncheons have been addressed over the last few years by the Prime Minister of Jamaica, PJ Patterson, Prime Ministers of St. Lucia as well as visiting dignitaries from the donor community and business world. Community Outreach Often the St. Lucian Public lament that the private sector is not doing enough when it comes to supporting one cause or the other. Thankfully the St. Lucia Chamber of Commerce, Industry and Agriculture can stand proud and say that its members are among the most often heard firms carrying out philanthropic acts in the country. On rare occasion is a sports, social, cultural or community event held in St. Lucia without a Chamber member being a main sponsor. But this Corporate Social Responsibility ethos is not a recent phenomenon, rather it is well ingrained in the St. Lucia Business Community and among Chamber Members in particular. One can only look back to 1982 when “the Chamber

125 Years embarked on its biggest community project when it undertook to raise funds for the renovation of sporting facilities at the Mindoo Philip Park. The effort raised the substantial sum of EC$300, 000.00. Then more recently the Chamber undertook to support Governmentâ&#x20AC;&#x2122;s hosting of the 25th Anniversary of CARICOM when St. Lucia hosted the 19th Heads of Government Conference and Nelson Mandela visited St. Lucia. The Chamber raised over $300,000 while the entire private sector contributed over half a million dollars in support of this national endeavour. But beyond those major specific activities two programs demonstrate the long term commitment to the community.

Junior Achievement Starting off with five company programs in 1996 and with a part time Director, this program has mushroomed to a 20 out of 22 secondary school company programs and 66 primary grade programs. Junior Achievement which seeks to inspire young people to dream big and reach their potential through hands-on, experiential programs that teach the key concepts of work readiness, entrepreneurship and financial literacy to young people. In 1996 with a grant from Texaco worth US$5000 the St. Lucia Chamber of Commerce Industry and Agriculture secured the Junior Achievement franchise and the program was launched here. BF

Junior Achievement

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Chamber Feature

125 Years

Trade Enhancement &

Compliance Programme The 2004 St Lucia National Exhibition

In an effort to promote more awareness and consumption of locally produced goods and services and to stimulate export growth a decision was taken by the Management Committee of the St Lucia Chamber of Commerce to pioneer the hosting of the National Exhibition highlighting products and services made in St Lucia. The Exhibition was held in Vieux Fort at the Goods Distribution Freezone. This took place 11th -15th February 2004 as part of the 25th Anniversary of Independence. To ensure the smooth and successful planning of this event the Export Promotion & Development Committee chaired by LeRoy Archer Member of the Chamber Management Committee and then Managing Director of Windward and Leeward Brewery Ltd., was commissioned and plans were effected. This committee quickly took a national and inclusive BUSINESSFOCUS April / May 2010

approach and was soon expanded to integrate additional resources being members of the St Lucia Manufacturers Association, The Ministry of Commerce and the National Development Corporation. The concept was to create an international trade fair environment which encompasses exhibition booth space for exhibitors to display their product and services and attracting local and overseas buyers and the general public at large exposing them to the full range of exhibits and stimulating export and local demand and usage of locally made products and services. In addition direct interface and exchanges between buyers and exhibitors was coordinated to develop potential business opportunities in a businesslike environment. Special programmes included evening outdoor entertainment which stimulated general public attendance. Thousands of locals and non nationals

flocked to the Freezone, in support of St. Lucian businesses.

The National Export Development Strategy The Proactive Role of the Chamber

In 2003 the Chamber took a major step to galvanize support and commitment to the promotion of Exports. Having taken part in the International Trade Centre organized Executive Forum on Export Strategies, the Chamber Executive Director proposed that St. Lucia be a pilot country in the use of the recently developed ITC Export Strategy Template. The Permanent Secretary, Ben Emmanuel and his Director of Trade Titus Preville, immediately agreed and within two weeks ITC representative Brian Barclay was in St. Lucia and a commitment was made for the ITC to support St. Luciaâ&#x20AC;&#x2122;s use of the template and to share their experience with the ITC and their partners.

125 Years The Strategy was designed in a period of a year with all key players participating in the process. Some seventy five different firms made the input and spent countless hours in consultation agreeing over the priority sectors and the priority goods and actions. The outstanding issues to be resolved was what the Trade Export Promotion Agency should look like, where it should be housed and how it should be funded. Though it is almost six years later, the passion and drive to have the Export Strategy which was successfully developed by the St. Lucia RACI continues driven primarily by the Ministry of Commerce, the St. Lucia Manufacturers Association and the Chamber of Commerce. RACI is the name given to the project leaders as they were the ones with, Responsibility, Accountable, had to be Consulted, and had to be Informed to ensure progress. Unfortunately, successive Governments have not given the necessary financial or technical leadership to activate the strategies implemented. The players remain committed but unfortunately he who pays the piper calls the tune.

Business Missions Program â&#x20AC;&#x201C; Under Current President Chester Hinkson

The Chamber has had a Business Mission Program ongoing since 1999. Some years, the program has been very dynamic, while in other years it has been more about providing information about the places where tradeshows are taking place and helping in firms getting finance to attend. Under the new President Chester Hinkson, the Secretariat has been encouraged to work with members to explore new market opportunities through business mission especially at this difficult time when new sales are needed most. The Chamber under the broad rubric, Trade Enhancement and Compliance Programme has arranged or supported missions to neighboring islands of St. Vincent, Grenada, Dominica, Martinique, Santo Domingo, Cuba, Barbados, Trinidad and Tobago, the UK and many others. This year the Chamber is planning to take a delegation to St. Vincent and Grenada and there is a strong likelihood that a mission to Santo Domingo will also be arranged. BF BUSINESSFOCUS April / May 2010 B

125 Years

Chamber Feature

14 Years of the Chamber &

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125 Years on the Square

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Chamber Feature

125 Years The St. Lucia Chamber of Commerce, Industry and Agriculture on

he St. Lucia Chamber of Commerce Industry and Agriculture has had the opportunity to review the White Paper on VAT and wishes to share its position on the White Paper with the wider business community and public so they will get a better understanding of the views of the St. Lucia Chamber of Commerce Industry and Agriculture. It must be emphasized that the Chamber has long advocated the need for a broad based system of taxation that widens the tax base. The Chamber understands both the financial constraints and the developmental imperatives facing the country, and therefore appreciates the need for such a system of taxation. We have however made it clear that our specific support for the introduction of a Value Added Tax in St. Lucia would only come after we have studied the policies and specifics. The St. Lucia Chamber of Commerce, Industry and Agriculture believes that Government must collect sufficient taxes to allow for the delivery of quality services to the people of St. Lucia. In fact, we believe that the Nation expects and deserves quality services. The Chamber fully appreciates that there is a direct relationship between the level of taxes collected in a country and the quality and quantity of services provided in return by Government. As an overarching principle we believe that all sectors should contribute fairly to the tax purse, each within their own means and as prescribed by law. We believe in progressive taxation, that is, he who earns more and can pay more should pay more. As a general comment, the Chamber is of the view that it is incorrect to say that VAT is good for business. The additional paper work, record keeping and increased administrative functions that needs to be introduced and carried out, add costs to; and make the day to day operation of business more complex. This is particularly evident in managing the payment of this tax. This will lead to an overall increase in the cost of goods and services (an average of 3-7% was experienced by countries implementing similar systems). The experience of our neighbouring islands, who have implemented a VAT, is that the cost of living increases after VAT introduction. The wider public needs to be made aware of this fact; rather than the current tagline that prices may stay the same or even decline. The Chamber believes that Government of Saint Lucia must indicate that VAT is intended to increase revenue to Government by implementing a BUSINESSFOCUS April / May 2010 58

system to tax persons who currently avoid or evade taxation. Government should not be bashful about trying to generate more revenue. Hand in hand with Government making a credible, fair and balanced case for the need to generate greater tax revenue is the need to demonstrate a link between payment of taxes and delivery of services. Government has to be more accountable and transparent in its accounting for expenditure and reporting to the wider public. Government should publicize the level of revenue it expects to generate from this new taxation initiative. This will allow the Nation to measure the success of the new measure against projections, allowing for investigation and discourse of shortfalls. The Chamber and its membership note that Government has decided to treat the Tourism sector in a most unconventional manner. It has been described as the one that generates the greatest economic activity, not only directly, but through linkages, and it is the largest contributor to GDP. It is the largest consumer of goods and services, public and private on the island. It demands the highest quality of services and infrastructure from the state and the economy wanting nothing less than a state of the art, world class product. Moreover, as the largest sector, the tourism industry as a whole is already the nation’s largest beneficiary of incentives and tax concessions, the total value of which has not been made public. We question whether the local economy should be asked to further subsidize the consumption of hotel services and tourism infrastructure, as it continues to expand,

125 Years

whilst reducing the quantum of both goods and services it sources through its linkages with the local economy. Operation outside of a VAT system means that this sector will not be able to garner the benefit of passing VAT paid on its consumables to its consumers, making a non domestic source of supply more attractive. From our neighbouring islands of Barbados, Jamaica and Grenada to the United Kingdom VAT is applied to Hotel Accommodation; the US has both a state and federal tax on Hotel Accommodation; it can be reasonably concluded that a Value Added Tax on hotel accommodation is the norm rather than the exception. It begs the question that if VAT is really so good for the Business Community as suggested by the Local VAT PR Campaign, why does the Government wish to deny the Hotel Accommodation sector these benefits? This treatment is opposed by the Chamber on a number of grounds. As far as the implementation of the VAT, the Business Community is of the view that a full 12 month lead time should be provided to businesses to get VAT ready. A six month time period appears too short for the quantity of preparatory work that needs to be carried out especially by small and medium sized firms. Implementation should be scheduled for low stock periods and not high stock periods at the end of the calendar year. It should not be implemented between, October and February. The transitional issues are of grave concern to the Business Community. This is another instance where the Business Community will be penalised when the new Tax system is introduced. There

appears to be no justification for proposing ‘no input tax credit for taxes paid prior to the VAT implementation date’. The logic and rational behind this principle escapes the private sector. The principle that one should not be taxed twice for the same product should be respected. The Business Community has held a position for many years of opposition to over taxation and not to support those who evade the current tax net. The Business Community has and will watchdog any wasteful expenditure resulting in the nondelivery of better services to our Nation. It is our firmly held view that all sectors and individuals should pay a fair level and rate of tax to support the infrastructure and services that we all require. We strongly support the introduction of a broad based tax and we urge that exemptions on goods and sectors be minimized. The Chamber of Commerce, Industry and Agriculture believes that any tax system must be properly administered. These include issues of fairness, equity, consistency, predictability, inclusiveness, efficiency and enforceability. We are also of the view that a “good” tax should have low administrative costs, not just for the Government, but also for the tax payer. The Business Community welcomes the intention to revisit the tax system in St. Lucia and trusts that a healthy debate can be engaged in on this important issue so the nation can agree on a fair and just system that does not favour some and penalize others. BF St. Lucia Chamber of Commerce Industry and Agriculture. For further info:

www.stluciachamber.org

BUSINESSFOCUS April / May 2010 B

Award Winners

Chamber Business Award 2010 Winners with Current President Chester Hinkson

Chamber Business

Awards 2010

G. Carlton Glasgow of 1st National Bank receives award from P. M. Hon. Stephenson King BUSINESSFOCUS April / May 2010

Rayneau Gajadhar - Gen-X

Shirlene Simmons - Sandals Halcyon

Jonathan Hall - Windward & Leeward Brewery Ltd.

President Chester Hinkson presenting award to Shelley Black of WLBL

Winners Row BUSINESSFOCUS April / May 2010

Award Winners

1st National Bank’s Managing Director, G. Carlton Glasgow

Prime Minister’s Award for Innovation SLASPA Award for Service Excellence LUCELEC Award for Corporate Social Responsibility

1st National Bank Indigenous, Not Inferior

ecently, Business Focus sat down with 1st National Bank’s Managing Director, G. Carlton Glasgow, for a candid interview. The interview was aimed at discussing – among other things – the Bank winning three awards at this year’s Chamber of Commerce Business Awards held in January. The indigenous bank won SLASPA’s Award for Service Excellence, Prime Minister’s Award for Innovation – MoBanking, and Award for Corporate Social Responsibility. BF: What are your thoughts on 1st National Bank St. Lucia being awarded by the Chamber in those categories? GCG: Obviously, we must be doing something right to have captured these. I mean, starting with the most prestigious one to us -- the Customer Service Award. If you’re in a service industry, and you cannot strive for and attain a certain level of service excellence, you might as well close up shop. Also, winning the Prime Minister’s Award for Innovation was a BUSINESSFOCUS April / May 2010

crowning moment for us, really. I felt that all the hard work put in by everyone on the MoBanking product made it a welldeserved and gratifying win for us. BF: Explain the roots of 1st National Bank as the first indigenous bank in St. Lucia, having started out as the St.Lucia Cooperative Bank Ltd, affectionately known as the “Penny Bank” GCG: This Bank has been here since 1937. It was formed by a group of entrepreneurs at a time when an international bank operated here. That international bank did not appear to cater to the rank and file of St. Lucians. This Bank, however, gave the wider population an opportunity to avail of banking services when they couldn’t “face” the international bank, Barclays. Over the years, our name has changed but our objective of serving the community with excellence has never changed. It is imperative that our people understand that if you have a bank that’s yours, an indigenous bank, managed by your people,

in no way makes it inferior in its service offerings, strategies, involvement with the community and financing people’s dreams. It is almost a sacred imperative to support such an institution, particularly if it maintains high standards. BF: What is your approach to leadership as it concerns your banking institution. GCG: I think I have “situational” style of management and my leadership style reflects that of the conductor of an orchestra, ensuring that the talents of the players are efficiently and effectively employed to produce a rewarding symphony. Set clear goals; always consider ideas for improvement from your colleagues at all levels, even when not matched with your own. A little humility never hurts. BF: What are some of the corporate social responsibility initiatives employed by the Bank? GCG: For three years, we produced annual calendars which highlighted some

St. Lucian women who had achieved excellence in their endeavours. Women are the force that keeps the planet going, I think. We’ve adopted a school at Mon Repos. Also, for five years now, we’ve been the major sponsor of Word Alive, thus demonstrating that we are committed to providing a platform for our creative people. People have come to appreciate that this is a Bank that understands the needs of our people even from the standpoint of the things that nourish the soul. We have sponsored Fond d’Or Jazz, supported the National Community Foundation as well as CARE. BF: What is your approach in keeping banking accessible to customers? GCG: MoBanking sounded like something we could use. It was fresh and I wasn’t aware that it was in use anywhere else in the region. But we felt that it would make a lot of difference in the way people do business in St. Lucia. It actually took two years from conception to implementation. The revolution that the mobile phone has caused in our marketplace is amazing. It was also important that the Bank would be first to market with this ground-breaking

Mr. Glasgow in session with some members of the 1st National Bank’s management team

product. BF: What is your vision for keeping the Bank successful in terms of awards and accolades? GCG: These accolades were yesterday and we aware that success often leads to complacency. But we are determined not to rest on our laurels, and to continue to

provide the high standards of excellence and leadership we have come to represent. We are grateful for the recognition by the Chamber and which of course would not have been possible without the hard work of the entire Bank body. BF Stan Bishop

BUSINESSFOCUS April / May 2010

Award Winners

Flowing On

National Development Corporation Award for Business of the Year Consolidated Foods Ltd. Award for Exporter of Year Award for Marketing Excellence

indward and Leeward Brewery Limited has been recognized in three categories in the Chamber Business Awards, Business of the Year, Exporter of the Year and Marketing Excellence. The Business of the Year award was bestowed on the company as they have maintained profitability in harsh market conditions and sustained employment levels. The company has also improved the safety record and launched two new brands, Rooster Select and Strongbow Cider. In addition to being awarded in specific areas of export and marketing, the company has excelled in the areas of production, finance and human resource. In the production aspect, the Brewery has held an excellent safety record, excellent product quality scores, improved efficiencies, and launched a new waste management programme for glass and paper â&#x20AC;&#x201C; a recycling system that was intro-

BUSINESSFOCUS April / May 2010

duced for crushed glass and paper waste. The company utilizes a cross company cost management programme, which has delivered significant cost reductions as well as launched a new financial management information system. As far as human resources go, the Brewery maintains a positive record of labour relations and launched a regional career development programme. The projects and strategies currently being employed have had a positive impact. As market conditions deteriorated WLBL maintained profit levels which depended on a combination of tight cost control and broadening the brand portfolio to appeal to a broader consumer group. The new brands Rooster Select and Strongbow Cider have added to sales (i.e. no cannibalization of existing lager beer and stout portfolios) from new consumers. WLBL is one of the largest exporters in St Lucia. More than 50% of volume produced

is exported within and beyond Caricom. The two major markets are Trinidad & Tobago and Barbados. While Heineken beer is the main export, Piton beer and Maltas and Shandies are also included. Other markets in CARICOM include St Vincent and the Grenadines, Grenada, St Kitts, Dominica, Antigua, Jamaica, Belize and Guyana. On occasion containers are also shipped to the US and UK. The export volumes are considerable and have significant knock on impact within the Vieux Fort community creating jobs and wages at the port of VF, for local transporters and shippers (Tropical) and packaging suppliers (WINERA). Since 2009, beer is now shipped to nearly all markets in returnable bottles. This has a positive economic and environmental impact. It again has an employment impact in the VF community as containers of empty bottles return through the port are delivered to the Brewery and are sorted

From L to R: Thomas Leonce - National Sales Manager, Shun Chou - Finance Manager, Shelley Black - Marketing Manager, Prisca Delice - Human Resource Manager, Jonathan Hall Managing Director, David Ragot - Brewery Manager

manually for washing and refilling in the Brewery. A new Export Centre has been constructed at the Brewery in 2009 to make the management of the export process more efficient and safer. WLBL’s export

operations create foreign exchange for St Lucia as well as jobs within the VF area. In addition the success of Piton beer in a highly competitive and nationally driven market like Barbados must be a source of pride and honour for all St Lucians.

WLBL has a 90%+ market share so generating additional growth is a challenge. Added to this, in times of rising costs (remember the inflation spike in 2007/8 relating to raw material, glass and aluminum and fuel/energy) and declining market consumption (2009) it is essential to keep growing the top line growth (i.e. increasing sales revenue and gross margin to at least hold if not increase pre tax profit) and to create more value within the market and business. Marketing in WLBL is strongly oriented to investing in events to stimulate the market. But these events are also brand image linked and immense consideration is given to which event carries with it the name of which brand. To date this approach has been successful both volume and image wise. BF

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BUSINESSFOCUS April / May2/9/10 2010 11:10 65 AM

Award Winners

Award for Excellence in H R Development

ECFH

Leader in Human Resource Development

ast Caribbean Financial Holding Company (ECFH) has been acknowledged for excellence in Human Resource Development at the recent Saint Lucia Business Awards hosted by the Chamber of Commerce, Industry and Agriculture on Saturday, January 23rd, 2010. The award was for the company that demonstrated the most innovative and developmental human resource strategies in its operations and the East Caribbean Financial Holding Company (ECFH) was judged as the company deserving of this award. Senior Manager for Human Resource Development and Training, Ms Jenni Killam, accepted the award on behalf of ECFH at the ceremony which was held at the Sandals Grande Hotel. With over 400 employees in the organization, ECFHâ&#x20AC;&#x2122;s achievement in this regard is quite remarkable due to its considerable size and diversity. As a company, ECFH is proud of this award which recognizes the critical importance that ECFH places on the most vital element of any businessâ&#x20AC;&#x201D;its employees and their well-being. In the wake of the very successful staff rally held earlier this month, this award for excellence in Human Resource Development reinforces the message that ECFH is certainly the leader in this most significant aspect of any truly successful company. Congratulations ECFH! BF

BUSINESSFOCUS April / May 2010 66

Make a RESERVATION today

Colonial Estate set in nature’s best, against the backdrop of a St Lucia World Heritage Site. Fond Doux Holiday Plantation in St Lucia’s Historical Soufriere

Fond Doux Holiday Plantation P.O. Box 250, Soufriere, St. Lucia, West Indies

Tel: 1-758-459-7545 / 459-7548 / 485-6208 BUSINESSFOCUSFax: April /1-758-459-7790 May 2010 B

Award Winners

Scotiabank Award for Entrepreneur of the Year

Adrian Augier

The Resolution of Two Halves

hen one hears the name Adrian Augier the first thing that comes to mind is creativity. But this is hardly the whole story. Far more interesting is that the man who inhabits two seemingly conflicting spheres has somehow managed to merge them into a perfectly practical harmony. Associated with cultural activism in St. Lucia and the wider Caribbean region, Augier actually holds degrees in Economics, Political Science, Development Finance and Planning. On the artistic side his resume includes design and production assignments for cultural events from the Caribbean to China. Key projects span St. Lucia Jazz, Carifesta, Trinidad Carnival, Kalalu World Music, and his latest brainchild, the Word Alive International Literary Festival. Though there are many key points in his career as a designer, a pivotal point was the in 2007. He was the instrumental figure in the OECS presentation at the Cricket World BUSINESSFOCUS April / May 2010

Cup Opening Ceremony in Jamaica seen by an estimated two billion people around the world. “That kind of exposure challenges you, but it also gives you the confidence to design and produce work that meets international standards. Anything we can do to draw attention to St. Lucia, and to the very best that we have to offer, is always a huge motivator.” Adrian says of the world’s premiere cricket event. On the opposite side of his experiential spectrum, his professional experience as a Development Economist gives him an understanding of such esoteric subjects as customs tariffs, border taxes, fiscal incentives and barriers to trade; all required reading for his role as co-chair of the Caricom Task Force on the Development of Cultural Industries. What’s more, his unique history of service to both public and private sector has honed an acute understanding of real conditions on the ground. This he applies to life and work,

everyday as Managing Director of his company, Landmark Events. Adrian considers it a huge accolade that Landmark was named Entrepreneur of the Year at the 2010 Chamber of Commerce Business Awards: “It’s a huge accolade and I think our edge is the creative dimension of our work. Mostly, we try to translate local themes and motifs into unique statements: folk, carnival, jazz, sunsets, seascapes, rainforests all become sensory experiences for our clients and their guests, be they corporate executives, visitors or regular folks at a 50th birthday party.” Landmark Events, St. Lucia’s leading event planning and production company, works regionally and internationally. The single brand emerged two and a half years ago out of the marriage of three predecessor companies: Jen-S Designs, Renta-Tent Plus and Office Online. Now, Landmark sells a one-stop service from design and décor to party rentals to event planning and production management. Landmark

also offers a comprehensive stock of event infrastructure such as staging, lights, and special effects. With its own events venue, Samans Park at Choc Bay, opened in 2005, Landmark became the island’s premier event producer, catering to mass audiences, almost as easily as intimate family gatherings. “In this business you really have to understand the client’s needs and preferences, and be flexible with budgets. Having an eye for detail is important, and you also have to be able to speak the technical language required to cover the wide range of inputs associated with any major event.” Adrian says. Besides its core staff of 15 - which easily doubles during mega events - Landmark generates work for a wide range of small businesses and subcontractors. During events like Carnival, Jazz or the recent Florida Caribbean Cruise Association (FCCA) tradeshow, the company hires an army of skills including seamstresses, carpenters, electricians, drivers, decorators, caterers, costume makers and audio-visual technicians. After more than 30 years experience as poet, performer and producer on the arts and culture scene, Adrian was announced this January as the winner of the Anthony N. Sabga Award for Excellence in Arts and Letters. He is the first St. Lucian and OECS national to be so lauded. Selected from a field of eminent regional candidates, this accolade reflects his life’s work in literature, carnival, theatre, design and advocacy. More particularly it takes into account the longevity and sustainability of his contribution to the regional community and the impact of his work on younger generations. Often referred to as the ‘Noble Prize of the Caribbean’, the Sabga Award is the most coveted regional accolade. “My first reaction: an achievement for St. Lucia, a milestone for all of us” Adrian says. “One does not get here alone. There are so many people who have believed and trusted and lent support in the face of great odds, people from all walks of life, simple and sophisticated and most of all my family”. The Sabga Award comes just months after receiving a Cacique Award from the National Drama Association of Trinidad and

Tobago (NDATT) for his contribution to the “Development and Integration of Caribbean Theatre”. The Cacique speaks volumes of Adrian’s creative accomplishments across the Caribbean, and his collaborations with some to the region’s top talent in theatre, literature and music. Possibly the region’s most eminent artist/economist, he also serves on the Interim Festival Directorate for Carifesta; the caretaker body that nurtures the promise of the region’s principal cultural event. The position dovetails with his work on cultural industries where he deals with regional policy, research and a host of initiatives to unleash the Caribbean’s huge creative potential from music to fashion to cinematography. An architect of St. Lucia’s National Cultural Policy and Cultural Development Foundation, Adrian is an outspoken advocate for the arts and cultural sector, and firmly believes that governments must implement supportive policies, financial mechanisms and physical infrastructure to grow the creative sector’s contribution to the economy. His advocacy is not limited to the arts. During his 5-year tenure as Executive Director of St. Lucia’s Chamber of Commerce, he helped to reengineer the institution into a model institution for the rest of the region. “We changed the image and the mandate, from a private businessman’s club to democratic development agency, concerned with the socio-economic agenda of the country. We expanded the membership base, went public and took a stand on issues to improve the economy and the dynamism of our democracy and we could use a bit more of that today”. That private sector track record moved a newly elected Prime Minister, Kenny Anthony to ask Adrian to assist his new government with economic policy formulation. Shortly thereafter, the Office of Private Sector Relations (OPSR) was born and soon became a household name. Today, OPSR continues to serve as a vital bridge between St. Lucia’s private and public sectors. As head of OPSR Adrian designed the Private Sector Development Strategy and sourced the funding to make the initiative into another regional model: a multi-million dollar EU funded project assisting local companies

with international competitiveness and capacity enhancement. After spending six years with the OPSR, Adrian was looking to get back to the private sector. “One of my peculiarities is that I am both process and objective driven. I enjoy projects which are defined; where there is a beginning, a middle and an end; where I can design, implement, manage the inaugural phases and then hand over. That way you learn and grow and make room for others.” Processes of learning, growth and renewal seem central to his philosophy as he points out with visible regret that the public sector is not well structured for growth. “That expensive monolithic structure is largely devoted to sustaining itself. It consumes the lion’s share of public revenue just to turn over. Then, whatever is left is devoted to growth-producing investment. You just can’t run a country that way anymore; not in a competitive global environment!” While at OPSR, Augier divided himself between his two worlds of art and economics. “It was dynamic but also stressful and ultimately destructive” he says, “I felt that I had to constantly choose one vocation over the other. Instead, I resolved that if St. Lucia could produce two Nobel Laureates, in Art and Economics, I should receive my own diverse talents as a double blessing. Too often our society tends to be dichotomous, forcing us to make artificial choices. That is part of the unfortunate smallness of a young society. We will outgrow that. Hopefully”. For now, his focus lies in moving forward, being part of the solution not the problem saying: “We will not grow if we remain bipolar, always destroying one thing in favour of another. When we seek the middle ground that unites us we are driven by concepts larger than our individual selves: strong families, nurturing communities, an enlightened society.” BF Christy Recaii

BUSINESSFOCUS BUSINESSFOCUS April April // May May 2010 2010 B

Award Winners

J Q Charles Ltd. Award for Idea of the Year

Another Day, Another Idea!

n January 23rd 2010 Rayneau Gajadhar and his Team struck it big. The St. Lucia Chamber of Commerce held its Annual Business Awards Ceremony at which it was announced that Ray had been awarded the J.Q. Charles Award for Idea of the Year for the Gen X project. The Chamber had said before the ceremony that the award “will be presented to the organization demonstrating an ability to take advantage of unexplored opportunities, solve a problem or address a serious need with a fresh, new ‘out of the box’ concept that is both sustainable and viable.” The people working with Rayneau Gajadhar know him well. At least, they think they do because he’s so unpredictable. You simply can’t predict what he’ll come up with next. He’s always thinking, reading or looking for another way… Yes, Ray – as he’s affectionately called by all – is “an ideas man”. Last year the 42-year-old CEO of the RG Group of Companies came up with the idea for a plan. In September 2009 (to coincide with the start of the new school year) he announced the launching of the BUSINESSFOCUS April / May 2010

Gen X (Generation Next) program aimed at identifying, assisting and developing young entrepreneurs. He wanted it to be targeted at young persons just leaving school. He insisted it should be “a program to create employers, who will then create jobs for workers.” He wanted “to change the mindset of young people at school from expecting someone to have a job waiting for them when they leave school to preparing them to create their own business when they leave school, to employ at least themselves, if not others as well.” Between September and December 2009, the program was activated islandwide. A website was developed, the program was advertised and promoted and applications started to pour in from persons 18 to 34 years old. Ray and his team reached out to Private and Public Sector companies and bodies involved in similar activities. On January 7th, 2010 the Gen X program was officially inaugurated through a Press Launch ceremony at the NIC Conference Centre in Castries. Scores of young persons from across the country participated in the first round of the program and in March 2010 a group

of winners were selected to be announced at an official Awards Night ceremony. Winners would receive grant funding from the $50,000.00 pool donated by Mr Gajadhar and would have the option to pursue a specially designed business management course. They would also be able to access other existing programs being offered by entities ranging from banks and financing agencies to social development and business training entities. Mr Gajadhar is encouraging other local public and private sector entities to join CIE and the RG Group “to make the program as national as possible.” To this end, his Team has been meeting with Government Ministries, departments and agencies, Public and Private Sector bodies, national institutions, organizations and entities to discuss mutual approaches to common targets. “Instead of preparing them to enter the world of work tomorrow, I want to see them enter the world of business today because if we continue to create only new workers and no new businesses, we will end up going into tomorrow with yesterday’s ways and we will have wasted out time today.” Gajadhar said. BF

LIME Green Award

SUSTAINABLE TOURISM THE WAY TO GO

o add to the long list of Sandals Environmental accolades, the St. Lucia Chamber of Commerce recently conferred the award of “Green Company of the Year” on Sandals Halcyon the smallest of the three Sandals hotels based locally. But its aspiration is to follow in the footsteps of its sister resort, Sandals Negril which has created history, by becoming the first hotel in the world to capture the Platinum Green Globe Award. As the world continues to experience changing weather conditions and mounting concerns over wreckage of its environmental resources, the Caribbean’s leading Luxury Included ® brand has been asserting its view for the tourism sector to blaze the trail by adhering to best environmental practices. This much is evident in the way Sandals Resorts, the 29 year old Jamaican based company continues to manage its 23 resorts in the Caribbean under the umbrella of four brands. It was the year 1998 when the first Sandals resort attained Green Globe Certification, the global body for benchmarking environmental standards in the industry,

when Sandals Negril became the first in the family-owned business to impress with its green strategy. Since then all Sandals, Beaches and Royal Plantation resorts have been bestowed with the award of Green Globe certification, and the three resorts in St. Lucia are no exception. Recycled water is used for beautifying the lawns, whilst solar panels generate natural heat from the rays of the Sun for the hot water needs of various Sandals guests here. Garbage is also systematically disposed with recycling in mind to ease the burden on frightening solid waste statistics at the national level, whilst efforts to reforest the island working with the Ministry of Forestry continues, initiatives that are all seen as vital to the sustainability of the tourism industry if you ask the General Manager of Sandals Halcyon, Lennox Dupal. He says that the environment is one of the major ingredients for a successful tourism industry. “The environment is really what we sell, the crystal clear waters, the lush hillsides and colourful marine life is what makes this island such a beautiful one. If we don’t take care of these resources; we

simply destruct the tourism industry. It’s why people come,” explains Dupal. Along with several other prestigious environmental awards Sandals has also recently launched a Foundation, its philanthropic arm, which has assumed environmental preservation as one of its main tenants. According to Dupal, moves are also afoot to garner more support for environmental issues from students in various schools, community groups and other stakeholders of the Sandals Foundation. The Sandals Halcyon General Manager says that the organization is currently planning a major reforestation project with the Ministry of Forestry as part of its efforts. “We are currently getting our guests, travel partners, and other allies involved and hope to celebrate World Environment Day this year by planting 2000 trees,” he said. BF Dominic Fedee

BUSINESSFOCUS BUSINESSFOCUS April April // May May 2010 2010 B

Profile Focus

BOURNE GENIUS

Dr. Compton Bourne - CDB President

CDB President Shares His Views

ince assuming the presidency of the Caribbean Development Bank (CDB) in 2001, Dr. Compton Bourne has one fixed goal: getting things done and getting them done right. That was exactly the sentiment the Guyanese-born Caribbean man exuded as he sat down with BF minutes after he delivered a lecture at the NIC Conference Room. Dr. Bourne had just delivered a lecture in observance of Guyana’s 40th anniversary of republic status. As the head of the regional bank, Dr. Bourne’s responsibilities include raising capital for and providing grants to the bank’s 25 member countries, most of which are from the Caribbean. Only Caribbean member countries are allowed to borrow from the bank, Dr. Bourne indicated. “We, basically, would go to the capital market and borrow funds to lend to the regional governments. We also mobilize some funds as grant resources from member countries, as well as others and also provide those to our member countries,” Dr. Bourne explained. Such business initiatives can sometimes

BUSINESSFOCUS April / May 2010

be an arduous task, especially when one takes into consideration the current financial crisis that has hit virtually all sectors of the world’s economy. Dr. Bourne admitted that the situation has certainly presented some setbacks in terms of the bank’s original financial projections. “We see a situation in which the recession has shown signs of lasting a little longer than we initially anticipated. We had felt that this year – 2010 – would be a year of some recovery in economies. We are now envisaging that it might be another year or so before we see real signs of recovery,” the bank’s president explained. In fact, the CDB top guy added that preliminary statistics for 2009 show that “only three or four countries had positive economic growth.” The economies of the other member states had either stagnated or declined during the period under review. One of the region’s main GDP earners, tourism, Dr. Bourne said, stands to suffer immensely. “There are indications that tourism is doing worse this year than it did last year, so that we see a deepening of the

economic recession in those countries that are tourism-dependent. Everybody is pointing to the fact that cruise tourism is stronger but cruise tourism does not generate as much earnings as stop-over visitors,” Dr. Bourne said. A solution to the problem, the CDB point man noted, is that pre-arranged markets should be explored to ensure that the local market receives its fair share of the tourism dollar. He credits some of the region’s governments for implementing short-term measures to subsidize or relieve taxation on sectors of the economy, including the tourism sector. He believes that such measures – albeit the sectors’ profits would be lower – would not result in lossmaking situations or job cuts. So just what is the CDB doing to reposition the region’s financial direction for the future? BF asked. “We have been saying and financing improvements in the economic infrastructure so that when the world economy picks up, we will be in a stronger position to trade,” Dr. Bourne answered.

The audience in rapt attention at the Dr. Bourne’s presentation

“We are also working with various agencies in providing aid for trade funds to strengthen the institutional framework for trade in the various countries. We

are also trying to develop a programme with respect to alternative energy and the climate change area so that countries will not be subject to the full force of

international increases in the price of oil.” Sounds like a plan both Dr. Bourne and his CDB team are intent on following through. BF

Stan Bishop

BUSINESSFOCUS April / May 2010

Profile Focus

as a Model for

Innovation By Harvey Millar

am writing this article while I listen to the indescribable genius of Wes Montgomery and dream about the St. Lucia Jazz Festival. The St. Lucia Jazz Festival is no doubt one of the best in the world. The festival has featured among the finest of jazz musicians and I am quite fortunate to have enjoyed some 16 of the 19 festivals. While jazz lovers flock to the festival to enjoy the music as art, many are unaware that jazz embodies powerful lessons for business and public organizations alike. I often wonder whether that truism is lost on the many business executives that I see enjoying the festival from VIP vantage points. In a world of uncertainty, increased global competition, declining disposable incomes, information saturation, shortened lifecycles, rapid technological change and the like, companies are literally struggling to figure out how to navigate this complex and uncertain environment. Addressing these new challenges is often met by leaders who are not well prepared; leaders who run hierarchical organizations predicated BUSINESSFOCUS April / May 2010

on structures that reinforce control, lack of creativity, fear of failure, disempowerment of employees, and lack of learning. Survival in the 21st century has created a need to be nimble, creative, experimental, dynamic and engaging. Unfortunately, the existing hierarchical leadership models that reflect a European classical orchestra with a conductor, composer, and players, will not assure survival in the future. Jazz as an art form provides a very powerful metaphor for the kind of organizational leadership, innovation, and learning needed to survive in the 21st century. As such, leaders looking for models that will allow them to combat inertia and propel their organizations to another level of innovation should seriously examine what jazz has to offer. As an aspiring jazz musician and a culturalist who strongly believes that the cultural aesthetic in Caribbean leadership practice needs a makeover, jazz offers the perfect model. Jazz is an African cultural art form and as such embodies African cultural traits. Also it is a powerful model

for exploring uncertainty, for risk taking, and for spurring creativity and innovation â&#x20AC;&#x201C; essential ingredients for surviving in todayâ&#x20AC;&#x2122;s business climate. I am not aware of any great jazz band where passion among the players was absent. Betty Carter, Ella Fitzgerald, Al Jarreau, Luther Francois are great artists because they are/were passionate. The need to create, recreate, and adapt constantly requires drive and drive requires passion. Organizations without passion cannot create, cannot learn, cannot be nimble, cannot be flexible, and cannot grow. There is no great jazz performance without active, engaged and empathetic listening. I am reminded of the frequent affirmations and amens one would hear in an African American Baptist service. Call and response, characteristic of African culture and jazz, is indicative of engaged listening. In the jazz ensemble, the rhythm section supports the soloist (comping). When the intensity builds, the rhythm section builds. When the soloist drops

volume to create dynamics, so does the rhythm section. Hence listening must be interactive, non-judgemental, and supportive. Effective organizations listen dynamically and constantly. For creativity to thrive in organizations, leaders and employees alike must learn the art of active listening in order to provide the support necessary for ideas to germinate and eventually take root. Autonomy in jazz is the freedom to experiment and create within a minimal structure. As each player takes a solo, they are empowered to direct the ensemble. They can create and change the mood by the choice of notes they play. They can temporarily change the tempo, the groove, etc. The soloist is in command. As the soloist forges this instant collaboration, there is implicit and explicit trust that the rest of the group will follow and support the soloist. Organizations must resist the temptation to always have the boss direct the show. The boss is not always the one with the best ideas. Allowing others to lead while others support can open up great opportunities for a company. Think of the motivational value to an employee who was in charge of leading a new product development initiative. Improvisation distinguishes jazz from all other forms of music. Players are provided with a basic form upon which they must create instantly. While to the uninitiated, improvisation may seem easy or to some just a set of random notes, great improvisation requires years of study and practice, a profound understanding of the rules and how breaking the rules create and induce certain emotions among the players as well as the audience. John Coltrane was well known for practicing in excess of 12 hrs per day. Improvisation requires acceptance of new ideas, active listening, temporary suspension of critical judgement, a willingness to take chances, reframing situations to explore creative possibilities, and understanding that there are no absolutes â&#x20AC;&#x201C; right or wrong. In improvising, one uses the knowledge built up through practicing to explore and exploit uncharted ideas. Organizations that hold on firmly to the hierarchy embedded in structure and roles will find it difficult to improvise. An ensemble can have bass, piano, drums,

guitar, horns, etc. Each person has a role, but during improvisation, hierarchy becomes lateral not vertical. Improvisation in organizations requires devolved decision-making and leading. In so doing, these organizations empower employees to take initiative and to make decisions. Correspondingly, such organizations must be willing to accept mistakes as learning opportunities. Finally, a jazz performance in which there is no risk taking will more often than not lack excitement. Because jazz requires instant composition, a suspension of rules, and a collaborative process in the face of uncertainty, players must take risks. Miles Davis was known to show up to a recording session with the songs rewritten in keys different from what was learnt. There was no time for rehearsal and the performance had to go straight to tape. Talk about creating discomfort as a catalyst for creativity and the need for risk taking in such situations. The landmark recording Kind of Blue was one such recording where Miles showed up with songs to be recorded that the group had never seen. In addition he experimented with non-standard forms. For example, he wrote some songs using 10-bar forms instead of the standard 8 or 12 bar forms. Organizations attempting to navigate complex business environments marred by uncertainly must develop a comfort level with risk taking. Risk taking must not be punished, but rather encouraged. Failure to take risks will perpetuate inertia and keep organizations stuck in out-dated models of practice. For risk taking to have a reasonable chance at producing meaningful outcomes, employees must be knowledgeable and must have a strong sense of the roles and capacities of fellow employees. Recognizing jazz performance as a profound creative process, an organization wishing to spur creativity and innovation among its employees can look to jazz as an effective culturally appropriate model with the promise of great potential. BF Harvey Millar, Ph.D., P. Eng. is a full professor in the Sobey School of Business and the President and principal management consultant/trainer with Management Technologies.

BUSINESSFOCUS BUSINESSFOCUS April April // May May 2010 2010 B

Financial Outlook

Why

You Need a Business Plan

Adapted from the recently published book THE WALL STREET JOURNAL COMPLETE SMALL BUSINESS GUIDEBOOK

our written plan describes your business, outlines your goals and serves as a road map for future activities— everything from handling unforeseen complications to repaying borrowed money. It’s a document that should grow with your business, undergoing constant tweaks as your big idea evolves from a concept into a successful company. A strong business plan is essentially the cornerstone of your business, and yet many entrepreneurs drag their feet when it comes to writing one— possibly because it involves a good deal of work and may bring back childhood memories of writing a tedious book report on summer vacation. But it’s critical that you not only organize your thoughts on how you intend to run your business but also formalize your plan in writing. Here’s why: * It forces you to identify your (and your company’s) strengths and weaknesses. You don’t want to start a company that is flawed before it’s even in business. Sitting down, writing a plan, thinking about everything you bring to the table (whether that’s a passion for cupcakes or an enthusiasm for medical software) and considering everything you’re lacking BUSINESSFOCUS April / May 2010

(whether that’s salesmanship or computer skills) can give you a realistic snapshot of your odds of success. Your goal should be to focus on your strengths and fix any problems that could hamper your growth. * It helps you figure out how much money you’ll need. Entrepreneurs chronically underestimate how much money they’ll need to start a business. Keep in mind: a lack of capital is one of the top reasons why businesses struggle or close during the first year. Writing a plan forces you to get a handle on where your money will come from, where it will go and whether it will be enough— not only to get your business off the ground, but also to sustain growth in subsequent years. * It gives you clear direction, which can help eliminate stress. As a business owner, you often have to juggle multiple roles— everything from bookkeeper to CEO— and that can leave you feeling distracted, disorganized and overwhelmed. A document that outlines your mission and plans for the future can prevent overload, help you set realistic goals, keep you on track and boost your productivity. * It will serve as a resume when you seek lenders, investors or partners. Most lenders, and certainly any professional investor such as an angel or venture

capitalist, will expect to see a business plan before giving you money. Even if you’re not seeking outside money, a business plan can be helpful when renting space (a landlord might demand to see one) or seeking a business partner. For partners who start a business together, writing a plan ensures that everyone is on the same page when it comes to the company’s mission and strategies. * It makes you evaluate the market for your product or service and size up the competition. As you write your plan you’ll research the current market and see how your product or service might fare against existing offerings. By analyzing your competition, you’ll get a sense of how to price your product or service, how to target the right customers and how to make your company stand out, particularly in a crowded marketplace. As you assemble your business plan, you’ll see opportunities to fine-tune your concept, avoid problems that could become disasters and ultimately increase your odds of success. BF For further info: Colleen Debaise - The Wall Street Journal email: colleen.debaise@wsj.com © Three Rivers Press, Dec. 29, 2009

How to Calculate Start-Up Costs Adapted from the recently published book THE WALL STREET JOURNAL

COMPLETE SMALL BUSINESS GUIDEBOOK

ot a pen handy? To best estimate your start-up costs, you’ll need to make a list— and the more detailed the better. A smart way to start is to brainstorm everything you’ll need, from tangible goods (such as inventory, equipment and fixtures) to professional services (such as remodeling, advertising and legal work). Then, start calculating how much you’ll need to pay for all those goods and services. Some of the expenses incurred during the start-up phase will be one-time costs, such as the fee for printing up your brochures, creating your LLC or acquiring a permit, while others will be ongoing, such as rent, insurance or employees’ salaries. In general, it’s best to use a two-step process. First, come up with an estimate of one-time costs needed to get your doors open, and then develop an operating budget for the first six months or even the first year of the business. Check out the Better Business Bureau’s sample worksheet here.

The categories listed below will aid you in completing your list of costs for opening and operating a small business: * Location. Think about how much you’ll need to pay for rent, to make improvements to the space or for full-scale renovations. * Inventory. Figure out the cost of raw

materials, plus any production costs, or the wholesale prices of products you’ll be selling. Calculate shipping and packaging costs, sales commissions and other costs related to the sale of your product. * Equipment. Add up how much it costs to buy or lease computers, copiers, telephones, heavy-duty machinery or other fixtures. * Employees. Calculate salaries and wages, plus benefits you would offer, and don’t forget payroll-related taxes, overtime pay and workers’ compensation. * Marketing. Figure out how much you’ll pay for new stationery, marketing materials, advertising campaigns, the sign above your door and meals or entertainment with clients. * Administrative and operational costs. Keep track of how much you’ll need to pay for insurance (to protect against property damage, business interruption and floods) and office supplies. Don’t forget utilities, a commonly overlooked expense, and other charges, such as phone and Internet service, cleaning and property maintenance. * Professional fees and permits. Add up how much you’ll pay for your

attorney, accountant or other advisor or consultant. Factor in what you’ll need to pay for permits or licenses related to your business. If you’re still having trouble figuring out how much money you need, do research on other companies in your industry and region of the country. Talk to other business owners about how they figured out start-up costs— and ask specifically about expenses they forgot. The SBA offers free counseling through its Small Business Development Centers and its affiliate, SCORE. You can also seek advice from an accountant or attorney accustomed to dealing with small businesses. When in doubt about your projections, you should always err on the side of overestimating your up-front investment cost and underestimating sales. Eric van Merkensteijn, a University of Pennsylvania business professor who left academia in the late 1990s to open a restaurant in Philadelphia, offers this advice: Figure out your start-up costs, then double that number. Then double it again. Only then will you have a realistic number, says the professor, who closed the business in 2004 and returned to campus. BF For further info: Colleen Debaise - The Wall Street Journal email: colleen.debaise@wsj.com © Three Rivers Press, Dec. 29, 2009 BUSINESSFOCUS April / May 2010

Bizz Buzz

YEARS YEARS

Management Team: Michael Rogers, Sue Monplaisir, Philgrim Louisy

Sales & Adminitration Team: Ashelle Henry, Tamara Paul, Canice Alexander, Destilia Henry

s every Lucian and even frequent visitors to our shores would know, the last decade in St. Lucia has been one of change. We have had a new government. We have had to reduce our spending and adjust our lifestyles as the world economic downturn hit us. We have even had to adjust to the once victorious West Indies cricket team now becoming just that – the once victorious West Indies cricket team! However, throughout those last ten years there has been at least one consistency reference, that for Lucians has been a tower of strength. This entity has delivered a product of excellent and consistent quality that only “good radio” can produce.That is, St. Lucia’s Rhythm and Soul station….The Wave 94.5 & 93.7. The Wave emerged out of a regional radio station called GEM Radio, which in the 1990’s was a popular brand in the Leeward Islands and most of the Windward Islands

BUSINESSFOCUS April / May 2010

including Trinidad and Tobago. This station was owned by the Cumulus Group, an American company that also operated over 300 radio stations in the US. In 2000 The Gem Radio stations in Trinidad and St. Lucia were rebranded as HOTT and The Wave respectively and operations were set up in each territory to ensure that the products were totally local. Today The Wave is fully Caribbean-owned after Cumulus Caribbean was purchased by One Caribbean Media (OCM), a regional public company which also operates two TV stations, two Newspapers and eight additional radio stations, spread over 9 Caribbean countries. But getting back to The Wave. Current Country Manager of The Wave, Sue Monplaisir, speaks in articulated sound-bites when she describes her station: “It’s the sound that stirs the masses. It’s a station that has been created for St. Lucia

by St. Lucians! We deliver! We have made other local stations better, by the way we execute in St Lucia!” Sue describes her on-air talent at The Wave as ‘The best in the business!’ “We have Michael Rogers, the Program Director and morning man at The Wave, who has worked in numerous countries in the Caribbean including Trinidad and Barbados. He is ultimately responsible for creating the right mix on our airwaves. He is supported by the hugely talented TC Brown in the mid morning, Pringles in the afternoon drive, and new comers to the team Deadly D and Natalie. This, backed by a sales team of strong dedicated people, Technical and Administrative Assistant makes my job as Country Manager much easier!” Sue added. Indeed, Sue says that The Wave, has targeted a broad consumer base with spending power and those who have influenced

market trends. The station claims to have given special focus on the 18 to 44 year old listener, a demographic which they say represents the vibrancy of the country. The station’s policy of clutter free music means that there are limited commercial breaks and reduced talk. Sue continues: “In ten years St. Lucians have come to know and enjoy a radio station that surpasses their musical expectations with a true emphasis on the music and that’s what they get daily. The mix itself is the best fusion of R & B, Hip Hop, Soca, and Reggae. A music driven station providing maximum excitement with killer contests and promotional opportunities for listeners and advertisers.” It has been 10 years for The Wave and its loyal staff and it seems there will be no letting up in their plans for expansion. Victor Fernandes, CEO of the OCM Network of which The Wave is a part, insists that there

is much more in store for the people of St. Lucia and The Wave. “The Wave has a lot more to offer local and regional advertisers as we can now direct product services to our affiliates located in Trinidad and Tobago, Barbados, Grenada, St Kitts/Nevis, Antigua/ Barbuda, Montserrat, BVI and right here in On-Air Team: Nigel ‘Deadly D’ Dudely, Natalie La Porte, Kwency ‘ Pringles’ Griffith, St Lucia.” Terry ‘TC Brown’ Cadette “This growth could not have happened without the key sup- So have a listen to The Wave - just in case port of the industry captains and our be- you have been under a rock for the last loved listeners here in St Lucia and we ten years and haven’t heard it – and who thank all who have heard and used The knows… it may bring you right out, make Wave for their support over the past ten you see the light as it were! BF years!” Added Mr. Fernandes.

EVERY ADVERTISING OPPORTUNITY EVERY ADVERTISING OPPORTUNITY IS AN OPPORTUNITY FOR BUSINESS

P. O. Box CP5631 Castries

Tel: 758 451 6400 Fax: 758 452 2633 Advertising & Sales: 758 451 6400 / 459 0609 Studio: 758 452 3192 Email: thewave@gemradio.com

Website: www.wavestlucia.com BUSINESSFOCUS April / May 2010

50 Ed

itio

Bizz Buzz

Chamber Mixer Severing as host of the St. Lucia Chamber of Commerce’s Monthly Business Mixer, our own Advertising & Marketing Services launched the 50th Edition of Business Focus at the ﬁrst Chamber Mixer of 2010. The event, which was held at Auberge Serephine hosted over 50 invited guests of the business community. The focus of the event was the unveiling our 50th edition - the issue dubbed Women in Leadership. Though we are most known for Business Focus St. Lucia, we used the social gathering to showcase other publications. These include locally Paradise St. Lucia, CARILEC’s Annual Report and Industry Journal and regionally Business Focus Antigua, Business Focus Trinidad & Tobago, Business Guyana among others. AMS is also the newly appointed exclusive advertising agency for The St. Lucia Advocate newspaper. Prizes won during the soirée were ﬁrst prize Bryden & Partners Ltd, a half page ad in Business Focus; CARILEC and United Insurance Ltd, quarter page ads in The St. Lucia Advocate respectively. BF

BUSINESSFOCUS April / May 2010 80

The AMS Team

BUSINESSFOCUS April / May 2010 B

Bizz Buzz

First Saint Lucian Rotarian Governor BUSINESSFOCUS April / May 2010

he Rotary Clubs of Saint Lucia based at Vieux-Fort, Gros Islet and Castries, are pleased to announce, the appointment by the World Headquarters of Rotary International of Rotary Past President Mr. Malcolm Charles OBE, JP, as District Governor for the Caribbean District #7030, from 1st July 2012. Mr. Charles who has served the humanitarian organization in a variety of leading roles since his induction in 1981, including positions of Club Secretary, Director, Club President, Assistant District Governor, Activities Chairman amongst others, is the first Saint Lucian Rotarian ever, to have been appointed to such a distinguished position, in the worldwide organization. During his term in Office, Mr. Charles is expected to take charge of some seventy (70) Rotary Clubs across the Caribbean District from St. Kitts & Nevis, and the remaining OECS islands to the North, and Barbados, Trinidad & Tobago, Guyana and Suriname in the South, with an overall registration of over 2000 Rotarians. Mr. Charles, a professionally qualified Administrator, Businessman and former of the St. Lucia Employers Federation President, believes that “an obligation exists on the part of Business and Professional Leaders to devise programs to assist the disadvantaged in their Communities” and that Rotary International “is one of the best vehicles, through which energies and expertise can be harnessed, to achieve such goals”. This was again in evidence, by the recent donation of some US$1 Million raised by Rotarians across the region, who came to the assistance of Haiti, following the recent earthquake devastation on that island. As an Officer of Rotary International, Mr. Charles will for the next two (2) years, undergo a series of Regional and International Governorship Training Assemblies convened around the world, by the Headquarters of Rotary International, as he prepares to take up office, in July 2012. BF Dr. Azmina Long Rotary PRO Rotary Club of St. Lucia

BUSINESSFOCUS April / May 2010

Bizz Buzz

Sagicor Eastern Caribbean Awardees

Rewards

Excellence Sagicor demonstrated just how committed it is to rewarding excellence when the company hosted its recent E.C. Annual Awards Ceremony, based on performance in 2009. Held at Sandals Halcyon Resort on Saturday, February 27, the aim of the event was to recognize employees, as well as branches, that have made remarkable strides in the past year. In his address to the packed audience, Branch Manager (Sales - St. Lucia), Geoffrey Stephenson, said the past year did not go without its many challenges. Nevertheless, the company was able to realize record performances even as a global financial crisis loomed. “The preceding year – 2009 – presented many challenges, both from the sales and admin perspectives,” Stephenson said. “We had to contend with the vagaries of the global economic downturn, grapple with industry issues and yet we ended the year with the best performance ever, a testimony to our resilience during the toughest of times.” Despite last year’s record performance, he added that employees needed to be proud of their achievements but – even BUSINESSFOCUS April / May 2010

better – use the high standard set as the yardstick for the coming years. Executive Vice-President and General Manager, Anthony Bowen, described the past decade as a “difficult” one, both in terms of humanity and business perspectives. The destruction caused by natural disasters, he said, did not make the

job easier. “The decade saw the Indian Ocean Tsunami which was estimated at taking the lives of 250,000 people,” Bowen said. “Disasters in Pakistan, Burma and China, and hurricanes that devastated Grenada, Cayman Islands, and New Orleans in the USA. Related to our insurance industry and

Stephen McNamara, Chairman – Sagicor Financial Corp. presenting Long Service Award to Maureen Lionel-Alleyne (St. Lucia)

Stephen McNamara, Chairman – Sagicor Financial Corp. presenting Long Service Award to Veronica Poleon (St. Lucia)

Dr. Patricia Downes-Grant, President & CEO Sagicor Life, presenting President’s Trophy to Solange Magloire (Dominica)

Trevor Vigo, V. P. Sales & Marketing – Sagicor Life Inc, presenting Emerald Award to Leon George (Antigua)

Anthony Bowen, Exec V. P. & G. M. – Sagicor Life Inc, presenting Unit of the Year Trophy to Stanley Browne, Agency Manager (St. Vincent)

closer to home, the Caribbean has seen significant events (worthy of note).” Such events included the rise and fall of Sir Allen Stanford in Antigua; and the collapse of two Ponzi schemes – one in Grenada, the other in St. Vincent and the Grenadines. Other events included the assumption of the day-today control of the Turks and Caicos Islands by the UK Government following allegations of corruption charges in that Caribbean territory; and the significant challenges faced by customers and regional economies following the collapse of CLICO and British American Life Insurance. In the past year, Bowen added, the Sagicor group performed well. The company’s key strategic pillars – diversification, catalyzation, and internationalization – had served it well, even while other companies in the region struggled to cope. BF Stan Bishop Geoffrey Stephenson, Sales Manager – Sagicor Life Inc, presenting Emerald Award to Maureen Lionel-Alleyne (St. Lucia) BUSINESSFOCUS April / May 2010

Bizz Buzz

A Tribute Patricia Charles

Legendary Trailblazer

ust two days after the island celebrated its thirty-first anniversary of independence, St. Lucians were taken aback by the passing of a woman who lived the life of – and in death remains – a legend. Patricia Ellen Charles, affectionately known as “Pat,” passed away on February 24, 2010, following a brief illness. She was 73. Charles, a former resident tutor of the University Centre in St. Lucia, has been a key influence in the cultural and educational communities for decades. Patricia Charles (nee Griffin) was born in Brooklyn, New York, USA and educated in Ontario, Canada. In 1959, she came to St. Lucia, having tied the knot to Ferrel Charles, the son of J.Q. Charles. She served in many capacities, including teaching English and History at St. Joseph’s Convent; serving as general BUSINESSFOCUS April / May 2010

secretary of the Creative and Performing Arts Society (CPAS); and was chair of the Minvielle and Chastanet Fine Arts Awards Council, serving the latter over the course of its twenty-five-year-old history. Up until 1992, Charles also served as executive director of the Caribbean Research Centre, an organization she cofounded years earlier. She also served as executive director of the St. Lucia National Trust for six years, and had served on the governing council of the Caribbean Natural Resources Institute (CANARI). Charles served on the board of directors at the Folk Research Centre (FRC) and was a founding member of the Jubilee Trust Fund. She became the first chairperson of the Cultural Development Foundation (CDF), which was established in 2001 and oversaw the production of many cultural works.

For her invaluable contributions to the island, Charles has received a number of honours, including an award for outstanding lifetime contribution to the development of arts (1992); Les Pitons Gold Medal (1993); and a medallion for long and meritorious service to the University of the West Indies (1998). She leaves to mourn her huband Ferell, daughters Linda and Eva, son Gordon and eight grandchildren. In her honour, on March 4, just two days before she was laid to rest, the Patricia Charles Endowment for the Arts was officially launched at a tribute forum held at Sandals Regency. An initial $100,000 was pledged to the fund and her son-in-law, artist Adrian Augier, has donated part of his winnings from a recent award to the fund. BF Stan Bishop

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BUSINESSFOCUS April / May 2010

Health & Wellness

Hypertension:

Tips to Stop the Silent Killer

he heart, a muscle about the size of a fist, is one of the hardest working organs in our bodies. Over the course of an average life span, it beats about two and a half billion times without ever taking a break. The daily choices we make about how we live our lives determine our hearts’ ability to function optimally. It is important to keep your blood pressure under 140/90 mm Hg. Blood pressure higher than that is considered dangerous. Despite the seriousness and prevalence of heart disease, cardiovascular problems aren’t inevitable. There are steps you can take to reduce your risk. On the other hand, bad habits overburden already busy hearts and cause them to break down. Hypertension or high blood pressure is often a precursor to heart disease. Hypertension that goes undetected or isn’t properly controlled can lead to heart

BUSINESSFOCUS April / May 2010

attack, heart failure, kidney failure, stroke or premature death. Because hypertension has few early symptoms, many people aren’t aware they have it.

1. Control Your Pressure The average adult has about five liters of blood flowing through the body via an intricate network of blood vessels called arteries, veins and capillaries. Blood is essential to life for it delivers oxygen from our lungs to our body tissues, and carries harmful waste to the kidneys to be removed. Blood also transports hormones from glands to various parts of bodies, as well as vitamins and nutrients from digestive tracts. When blood vessels become clogged due to a plaque buildup of cholesterol and fat, our hearts must work twice as hard to pump enough blood to our vital organs. This is

what causes our blood pressure to surge. As the pressure increases inside of our arteries, veins and capillaries, our hearts become even more overworked. Over time, our hearts grow larger in an effort to compensate for the extra workload and eventually they become weaker.

2. Good Reasons to Exercise A great way to lower your blood pressure and combat the corrosive effects of plaque buildup is to exercise. Studies have shown that sedentary lifestyles tend to elevate blood pressure, while regular exercise can reduce it. You don’t have to spend hours in the gym to reap the healthy benefits of exercise. Walking the dog, taking the stairs instead of the elevator, even vacuuming briskly can increase the blood flow from your heart and through blood vessels.

3. Shake That Salt Habit So, you avoid foods high in fat and cholesterol, what else can you do to stay healthy? Stay away from foods that contain a lot of sodium. Sodium plays an essential role in regulating fluids in the body. Studies of diverse populations have shown that a high sodium intake is associated with higher blood pressures. For people sensitive to sodium, such as those with a family history of hypertension, diabetics and the elderly, the accumulation of too much salt in the body can be particularly risky.

4. Say No to Smoking, Excessive Drinking Another way to improve your overall cardiovascular health is to quit smoking and drinking a lot of alcohol. While drinking in moderation doesn’t seem to have much of an impact on your heart, having more than

three drinks a day may contribute to high blood pressure. Alcohol has been shown to raise blood pressure by interfering with the flow of blood to and from the heart. When alcohol courses through your bloodstream, it pushes blood rich in nutrients away from your heart. Studies have shown that it is much more difficult to control blood pressure if you drink heavily. Conversely, a reduction in alcohol consumption can help lower blood pressure. Smoking also takes a heavy toll on the heart. Nicotine, one of thousands of chemicals found in cigarettes, causes the blood vessels to constrict. This narrowing of the vessels increases blood pressure. Nicotine is an extremely addictive chemical. Studies show that nicotine activates the circuits in the brain that regulate pleasurable feelings. It does this by increasing the levels of a chemical found in our brains called dopamine. The benefits of quitting are numerous. They

include improved tolerance for exercise, and a reduction in the risk of developing lung cancer, bladder cancer and heart disease.

5. Make Heart Healthy Changes Experts urge the public to break those habits that threaten cardiovascular health. Adopting a more heart-healthy approach to life now can have a positive influence on future generations. BF Ref: University of Maryland cardiologist and hypertension expert Elijah Saunders, M.D.

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BUSINESSFOCUS April / May 2010

events 2010/11 Bizz Briefs

REGIONAL TRADE SHOWS AND CONFERENCES

IF YOU HAVE MISSED THIS YEAR’S EVENTS, ENSURE TO PENCIL PLANS FOR ATTENDING NEXT YEAR. LOOK OUT FOR NEW DATES. RE-DISCOVER THE CARIBBEAN 23 – 24 April, 2010 The seventh annual re-DISCOVER the Caribbean Show will take place at the Lloyd Sandiford Conference Centre, Bridgetown, Barbados. Over 20 destinations and 100 exhibitors participated in the 2009 Show! Tel: 246 428 2129 Email: mailto:re-discover@caribsurf.com www.re-discover.com The Media coverage will include TV ‘ads’ full page print ‘ads’ and live radio coverage.

CARIBBEAN SHIPPING EXECUTIVES CONFERENCE ( CSEC ) 17 – 19 May, 2010 Willemstad, Curaçao. The Caribbean Shipping Association Executives will host the 9th Annual Caribbean Shipping Executives Conference (CSEC) in Willemstad, Curacao. The conference will analyze developments and trends in cargo and cruise shipping in the Caribbean. For further info: email: csa@cwjamaica.com or visit www.caribbeanshipping.org

TRADE & INVESTMENT CONVENTION ( TIC 2010) 19 – 22 May, 2010 Hyatt Regency Hotel, Trinidad. Our mandate is simple: to foster intra and extra regional trade for Caribbean businesses. But we go much further — TIC takes place at the crossroads of the Americas, in Trinidad and Tobago, the region’s financial capital and the largest economy in the Caribbean, with strong links to Central and South American companies and businesses from around the globe! So when you take part in TIC, you’ll do business with more than 35 countries. For further info: email: trade.investment.convention@gmail.com or visit www.tic-tt.com

BMEX 2010

10 20

21 – 24 May, 2010 Lloyd Sandiford Conference Center, Bridgetown, Barbados. Annual Barbados Manufacturers Exhibition - the premier exhibition of the Barbados manufacturing sector. For further info: email: info@bma.bb or visit www.bma.org.bb

CARILEC’S CEO SYMPOSIUM 23 – 26 May, 2010 Antigua This event provides CEOs with an opportunity to further examine means to foster deeper integration amongst members, analyzing the benefits of sharing knowledge shared resources, and the collective strengthening of their bargaining power. It also provides a forum for networking with associate vendor companies. For further info: email: apascal@carilec.org or visit www.carilec.org

CARIBBEAN FASHION WEEK (CFW) 8 – 14 June, 2010 National Indoor Sports Center, Kingston, Jamaica. The Caribbean region’s largest, best produced, most recognized and internationally respected fashion event. For further info: email: info@pulsecaribbean.com or visit www.caribbeanfashionweek.com BUSINESSFOCUS Oct April/ Nov / May2009 2010

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events 2010 / 11- REGIONAL TRADE SHOWS AND CONFRENCES

INSURANCE ASSOCIATION OF THE CARIBBEAN - 30th Annual Caribbean Confrence 13-15 June, 2010 The Ritz Carlton Golf & Spa Resort, Rose Hall, Montego Bay, Jamaica The insurance Association of the Caribbean Inc. (IAC) in association with LIMRA and LOMA is pleased to announce that the 30th Annual Caribbean Insurance Conference will be held this year in Jamaica. Theme: ‘What Lies Ahead’ For further info: www.iac-caribbean.com

INSTITUTE OF CHARTERED ACCOUNTANTS OF THE CARIBBEAN - 28th ANNUAL CARIBBEAN CONFERENCE 24-26 June, 2010 Sheraton Nassau Beach Resort, Nassau, The Bahamas The Conference promises, through a line-up of dynamic speakers from around the Caribbean and North America, to address the many changes in the global and regional environment in which we now do business as finance professionals. Theme: Responding To Change - Re-shaping the Accounting Profession in the Caribbean For further info: www.icac.org.jm

CARILEC’S ENGINEER MANAGERS CONFERENCE 26 –29 July, 2010 St. Maarten The conference seeks to facilitate members as they deal with the implications of dynamic change in the industry. Setting the stages to find ways to mitigate the impact and ensure survival and constant improvement of the industry. This event also features a trade show of exhibitors, players in the industry from the Caribbean the US, UK and beyond. For further info: email: apascal@carilec.org or visit www.carilec.org

FLORIDA CARIBBEAN CRUISE ASSOCIATION (FCCA) 25-29 October, 2010 Santo Domingo, Dominican Republic 17th Annual Cruise Conference & Trade Show For many cruise executives, destinations, suppliers and tour operators, the annual FCCA Cruise Conference & Trade Show is the premier industry event of the year to meet with key industry players, analyze trends and discuss current issues. It is because of the unique forum provided by the Conference that nearly 1,000 cruise industry partners, including approximately 100 cruise executives, attend each year. For further info: email: info@f-cca.com or visit: www.f-cca.com

28th HAVANA INTERNATIONAL FAIR - FIHAV 2010 1-6 November, 2010 Exhibition Grounds EXPOCUBA, Havana, Cuba. This year´s edition takes place in difficult times for the world economy, in the middle of a global campaign to preserve the environment. Our traditional exhibitors acknowledge the unquestionable success of FIHAV. We take this opportunity to cordially invite entrepreneurs and businessmen of the world to attend this important commercial event. For further info: email: wilma@palco.cu or visit: www.cpalco.com

16th CARIBBEAN GIFT AND CRAFT SHOW 18-20 February, 2011 Dominican Republic The Caribbean Gift and Craft Show (CGCS) is being re-branded to take the promotion of gifts and craft in the region to new levels of excellence. The Show will promote the “Best of the Best” of the Caribbean targeted at regional and international trade buyers, with the aim of becoming the launch pad for new product collections which are design led. Theme: “Celebrating the Best of the Caribbean.” For further info: www.caribbeangiftandcraft.com BUSINESSFOCUS 2009 BUSINESSFOCUS Oct April/ Nov / May 2010

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Bizz Briefs

Major Moves R e g i o n a l airline LIAT has announced the appointment of Ilean Ramsey as its new Director of Human Resources. Ramsey replaces William Tomlinson who retired at the end of February 2010 after 36 years with the company. As a member of LIAT’s executive management team, Ramsey will direct the company’s human resources functions to ensure that they align with the airline’s goals and objectives. “I am excited about the opportunity to guide LIAT’s HR practices at this time,” Ramsey said. “Given the present trends and challenges facing airlines in the region, the role of the HR Department is crucial in ensuring that we, at LIAT, efficiently execute our function to advance commerce and integration in the Caribbean.” Ilean Ramsey brings to LIAT more than 20 years of comprehensive human resources experience in change management, recruitment and retention, succession planning, conflict resolution and labour relations. She is a graduate of the Urban League Leadership Training Institute and her qualifications include a Bachelor of Business Administration from Temple University, Philadelphia, United States. Between 1983 and 2009 she served in several companies including Caribbean Pharmaceutical Supplies Limited as Managing Director; Stanford Financial Group as human resources manager and Southeastern Pennsylvania Transportation Authority as an employment specialist. Her civic involvement includes her previous role as director on the boards of the Antigua BUSINESSFOCUS April / May 2010

& Barbuda Chamber of Commerce and Industry, Antigua & Barbuda Social Security Board and The Rotary Club of Antigua. Acting Chief Executive Officer, Brian Challenger welcomed Ramsey to LIAT. He noted that while the airline faced a number of HR challenges, he was confident in Ramsey’s ability to make a meaningful contribution to the development of the company’s human resources.

Effective February 2010, Mr. Duane Rowe began his appointment with CARILEC, as the Renewable Energy Advisor whose principal role is to supervise, manage and administer the affairs of the IDB’s Sustainable Energy and Climate Change Initiative (SECCI) funded Energy Efficiency and Renewable Energy project. In Mr. Rowe’s capacity, he will be the main focal point within the CARILEC Secretariat for renewable energy matters. He comes to CARILEC directly from Pöyry Energy Consulting in the UK, where he spent over a year as a Consultant advising energy companies, energy regulators, government departments, financiers, project developers and NGOs on existing and future energy markets. He also worked for approximately 9 years in the Jamaica electricity sector: first, as a Power System Planning Engineer at the island’s vertically integrated electric utility – Jamaica

Public Service (JPS). Later, he worked as a Regulation and Policy Engineer at the island’s multi-utility regulatory agency – Office of Utilities Regulation (OUR) – where he led the development of long term generation expansion strategies for the electricity sector, in addition to assisting in designing policies to promote its efficient operation. Mr. Rowe discloses in his new role he plans ‘to use this opportunity to help lead the transition of the electric utilities in the region to International standards’. In particular he would like to help lead the drive to diversify and decarbonise the energy supply mix in the region, which would both insulate us against future shocks in global oil prices and assist in combating climate change. The total funding for this (SECCI) project is US$537,100 over a 3-year period for various components and sub projects related to energy efficiency and renewable energy.

St. Lucia Electricity Services Ltd (LUCELEC) has announced the appointment of a new Chairman - Dr. Trevor Byer. Dr. Byer brings 30 years of experience in the power industry and will serve in this capacity until 2011 at which time he will be eligible for re-election. Dr. Byer replaces Mr. Marius St. Rose, who demitted office as Chairman effective December 31, 2009, having served more than 10 years in the position. Addressing LUCELEC’s recent Staff

Major Moves Appreciation Night, Dr. Byer praised LUCELEC as one of the top power companies in the Caribbean basin. In his remarks, Dr. Byer promised that LUCELEC would forge ahead to remain in the front lines of power companies in the region. He sees LUCELEC, and other private electric utilities, as playing a lead role in the developing capital markets in the Caribbean. He believes that as regulated institutions with stable price shares, they are among the most secure equity investments that any Caribbean national can make. In addition, he views LUCELEC as “magnificently poised” to benefit from upcoming developments in the power industry, while remaining a leader in human resource development. “The next couple of years are going to be even greater than what we have achieved in this year. Not only in terms of the company’s performance, but also what we saw in terms of the performance of staff,” said Dr. Byer. The new Chairman also paid tribute to his predecessor, Marius St. Rose, for having steered LUCELEC through many turbulent times and credited him with moving the company forward during his long tenure.

W i n d w a r d and Leeward Brewery Limited and Heineken Americas is pleased to announce the appointment of Mr. Michael Lawrence to the position of Area Export Manager with focused

responsibility on the Eastern Caribbean Export Markets for the Windward & Leeward Brewery. Having over 12 years of commercial sales and marketing experience all within the beer industry, Mr. Lawrence is well equipped for this latest appointment to drive incremental sales within the Windward & Leeward Brewery export markets and to improve overall efficiencies throughout the region. Mr. Lawrence holds a Master’s in Business Administration from Pepperdine University and a Bachelor’s degree in Business Administration with an emphasis in Marketing from San Diego State University. With his years of experience and track record of success in portfolio management, Windward & Leeward Brewery and Heineken Americas are confident that Mr. Lawrence will also be successful in effective portfolio expansion to all of the brewery export markets.

We are pleased to advise the appointment of Mr. Gordon Cochrane in the capacity of Group Financial Controller for ECFH, effective March 1st 2010. Mr. Cochrane is an accomplished f i n a n c e professional with a record of success in numerous senior roles in international companies. He brings to his new role many years of experience in managing businesses with large group finance functions in complex economic and cultural environments. His professional experience spans

Financial & Management Accounting, Finance Management, Internal Audit, Systems Implementation, Cash Management, IT Management, Change Management, Risk & Credit Management and Finance Training & Education. We look forward to the valuable contribution that he will make to the future success of the Group and welcome him to the ECFH Family.

Troy Falloon joined the J.E. Bergasse sales team in February 2010. His position is Sales Executive with re s p o n s i b i l i t i e s for solutions and equipment in a number of industries; hotel and tourism, transport & travel & retail. In addition, Troy will assist J.E.B’s current and potential customers in maximizing their investment in equipment with the use of technology. Troy brings to JE Bergasse over five years experience in this industry and a wealth of experience in Xerox software and hardware solutions. He has received training on Xerox and their partner software and various solutions and has spent the last four years being a software specialist. Troy is very focused on customer service and delivering quality products and service to our customers. The J.E.B family welcomes Troy to the team and we know his experience and proactive approach will benefit our customers and the company.

BUSINESSFOCUS April / May 2010

New Company Bizz Briefs

New Company Registrations

Companies

Directors

D.N Trading Inc.

Dax Norville

Activities

McMarie Nutrition Centre Inc. Maria Mc Lawerence

Buying and selling of agricultural and food products.

Sale of health products and preparation of health foods

Manga Investments Limited Robin Buchanan, Rowan Buchanan Coral Investments Melissa Thomas- Yarde SLECL Ltd. Aymeric Monplaisir, Lionel Monplaisir, Arnaud Monplaisir

Property Development Property Management and Investments General Trading

Earlybird Leisure Boating Ltd Kezziah Zukas, Claudius Lionel Boating and other water related activities Innovative Design & Construction Ltd Ulric Augustin, Jerry Wells, Stanley Onunwa The Business of General Construction CFI Limited Ricardo Sonson, Eric Lecis, Bon Gollaway Construction, Real Estate Auto Services Xplora (St.Lucia) Ltd, Nayid Aguilar, Philippe Aronson Café / Coffee Shop Eduardo Cascante, Pablo Vargas Spa de la Mer Inc.

Tessa Clement, Jonathan McNamara

Spa, Beauty Treatments

Genesis Equipment and Material Supplies Inc Adrian Theobalds, Gregor Louis To engage in the supply of equipment for water supply and construction Madava Ltd

Joerg Maier

Zappo Ltd Rendalls Inc.

Property Holding Company Holding Company

Environmental Solutions Inc. Jim J.Smith, Maria M. Smith Waste Removal And Storage Garbage Removal Environmental Consulting Zimbabwe Welding & Tyre Service Limited Carlene Monrose Vehicular Repairs, Selling of Tires and Welding Dealership Properties (St.Lucia) Inc. Kyffin David Simpson, Andrew St. C Property Holding Company Hutchison, Deborah Ann Simpson Brent William Murphy Côte d’ Azur Corporation

Thaddeus Marc Antoine, Turkessa Benjamin Antoine

Property Holding

D Entertainment Centre Limited Denzil Henry Operation of Theme Park with Associated Amenities S.J.S. Investments Ltd

The Imaginations Institute(St.Lucia) Ltd(THIIS)

Jimmy Lancry

Property Investments

Eulalie Scobie -Robinson

Business management, Consultant Training.

Export Distribution Import Services Ltd. Christopher Giles, Anthony Jn.Marie To provide services in treating pests To provide Frid Morand services in eradicating pests. To provide service disinfecting areas plagued with pests. To carry on a business as a general commercial company. Sunny Pharma Ltd BUSINESSFOCUS April / May 2010

Dayal G.Mahtani, Maya D.Mahtani Pradeep D Mahtani,Shanu Mahtani Manish M.Mahtani 94

Pharmaceuticals

New Company New Company Registrations

Bizz Briefs

Companies

Directors

Activities

Eglam Agro Processors Ltd. Egitha lambert, Jennifer Lambert Farming Processing of Food Products, Soap Irvin Lambert, Antonia Mc.Doom Making, Handicraft Mary Mc Doom (Jets) Electrical and Telecom Services Ltd. Joseph Charles, Kemuel Medley Telecommunication installation and maintenance ( both internal and External ) Radley Holdings Ltd. Caribbean Financial Services Corporation Financial Services La Clinic Du Corps Ltd Philippe Louis Zelie,Christine Zeli Medical Research & Treatment Mega Man Investments Ltd

Denis Mangal, Manduchi Mangal Meghan Mangal

Property Development

Drury Hill Limited Lane Pettigrew Property Investments Lilren Inc. Gerard Bergasse, Christopher Beaubrun Real Estate Development Cormant (St.Lucia) Limited John Neville Corbett, Linda Corbett Property Holdings St.Lucia Jet Center Ltd. Antonio Assenza, Desmond Knight Including but not limited to receiving, luggage, Calvin Humphrey handling maintenance, parking, direction , fueling, catering, no limit to private planes Driftwood Limited Ian Fletcher

Property Investments

Cannon Management Limited

Property Investments / Holding Company

Michael Barrett

Montauk Food Company Inc. Juliette Popovic-Feyh To carry on the business of private chef services , Matthew Feyh off premise catering , the retail of frozen foods , specialty food products and yacht provisioning in St.Lucia and the wider Caribbean region Jacaranda Gardens Development Company Sir Dennis Byron Property Holdings Company Limited

Sir John Compton Memorial Foundation Inc Guy Ellis, Jeanine Compton, Sean Compton Non profitable Organization â&#x20AC;&#x201C; Charity for Bernard Theobalds, Archie Glasgow development of education for the under privileged Leevie Herelle, Chris Renwick, and for the pursuit of education advancement. Rosemary Mathurin, Janice Compton Dunstan Duboulay, Tyrone Maynard Mayfair (St.Lucia) Ltd Wilfred Espinet,Antonia Phillip Twin Peaks Ltd, Andval 812 Ltd Andrew Francis Bevan,Valerie Jean Bevan

Retail Store Property Investment

Julian &Tanya Kenyon Ltd Julian Kenyon, Tanya Kenyon Property Development V.I.P Clothing (St.Lucia) Limited

Maurice Phillipe Hagege, Helene Yvette Jacqueline Saupin

Retail of ladies clothing and Accessories

Black Apple Production

Soraya Roberts- Skeete

Event management & Productions

BUSINESSFOCUS April / May 2010 96

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