St. Lucia Business Focus 95

Issue No. 95 Jan/Feb 2018

BANKING ON THE FUTURE

FLOW

FLOW

No. 95

BF JAN/FEB 2018

CONTENTS FEATURE

34. Meet The Board 36. Meet Management 38. Women In Management At 1st National Bank 42. Leadership In The Financial Sector Interview With Johnathan Johannes, Managing Director 50. Corporate Social Responsibility 56. Focusing On Entrepreneurship 58. Francis J Carasco Scholarship 60. IT Innovations To Benefit You 62. Transformation From The Penny Bank To Market Leader 64. The Road To Instant Banking 66. Long Serving Staff Members Over 20 Years 68. A Customer's Perspective

4. Editor’s Note 6. Business Briefs Governance Guru

8. Improving the Board's Involvement in Corporate Strategy: Directors Speak Out (Part 2)

Leaders Corner

10. Hire For Smiles and Lead!

Money Matters

12. EU pledges $350 million to Caribbean, Amid Debate Over Aid for Islands 14. Massy Searches for New Markets as Barbados and Trinidad Economies Decline 15. Goddard Group Financial Performance Hit

by Hurricanes 15. CIBC FirstCaribbean Confirms It Is Exploring NYSE Listing 16. Jamaica's NCB Group Makes Bid For Control Of Guardian Holdings Ltd. 18. CDB Approves Grant To Fund Road Rehabilitation Study In Saint Lucia 18. Ansa McAl Group Completes Takeover of Berger Paints

Business Tech

20. Digital Marketing Symposium In Business Month 21. Caribbean Computer Experts To Tackle Cyber Security At CaribNOG 15 in Miami 22. Digicel Draws On US$100M For Hurricane Spending 23. Digicel Announces New Group CEO 23. Banking Made Easier With CIBC FirstCaribbean’s Mobile Banking Upgrades 24. Facebook Has New Tools To Prevent Unwanted Friend Requests And Messages 24. St. Lucians Urged To Participate In The GIST Tech-I Competition 25. Cable & Wireless Offers Buyout To Minority Owners In Jamaica 25. Emera Caribbean Acquires Bahamas Electricity Company 26. CCJ Increases Accessibility With the Use of Technology 27. C&W Wins ‘Best Network and Service Innovation In the Caribbean And Latin America 28. Red Stripe Commissions New Export Line Powered By Lng And Targets Increased Production 32. Chairman's Message

85. Chamber of Commerce Holds 133rd AGM 86. Sandals St. Lucia’s Neil Georges Cops Top Award 87. Harris Paints - World Class Resin Flooring Systems 88. Meet the Vice-Chairperson of NRDF, Mr. Desmond Dujon-Henry 89. The Client/Lawyer Relationship

Environmental Focus

90. Exploring Renewable Energy 90. How Johanan Dujon Built An Agricultural Biotech Company In St. Lucia 90. How Johanan Dujon Built An Agricultural Biotech Company In St. Lucia 91. Enterprise Development Forum & Marketplace to be Hosted In Saint Lucia 92. The Third OECS Assembly Concludes With Climate Resilience As A Priority Issue To Address 93. Tropical Research Institute Says Caribbean Coastal Environment Stressed Out

Tourism

70. The Four Horsemen

94. Unique Vacations Deepens Investment In The Caribbean 95. Coconut Bay Beach Resort & Spa Completes $3 Million Refurbishment 96. Sandals Royal Barbados Opens Its Doors

Economy & Trade

Youth In Focus

Must Reads

72. Over US$1.5b in Foreign Direct Investments Coming to St. Lucia – Prime Minister Chastanet 72. Records Successes in Investment Facilitation 76. ‘2017 The Most Eventful Year For CARICOM’, Says Chairman

In The Know

78. Solar Light Security 80. Growing Your Business 81. Courtroom Etiquette 82. UWI Launches LUMIN Consulting 83. Barbay Ltd Hosts Another Successful Trade Show 84. Saint Lucia/Taiwan Trade Show Attracts Regional Investors

98. St Lucia’s Ashley Monrose Named Scotiabank’s “Best of the Best” Employee 2017 99. Junior Achievement Winners Highlighted

Health and Wellness

100. ASN Data Show 2017 Was Safest Year In Aviation History 101. WHO To Recognize Gaming Disorder As Mental Health Condition 102. Eat Your Food As Medicine 103. Events 104. Major Moves 106. Advertisers Index 107. New Company Registrations BusinessFocus

Jan/Feb

|

3

BUSINESS FOCUS

Focus on the Opportunity and Reap the Rewards!

Best wishes to you all for a Healthy, Happy and Prosperous 2018. By now, we would all have processed the reviews of the past year and have mobilized our thoughts and finalized our plans for a successful and rewarding year of continued growth and development as we take on the challenges ahead.

The St Lucia Chamber of Commerce has since elected a new Executive to execute their work plan for 2018 and they will also host the Annual Chamber Business Awards to celebrate the success of those deserving companies and individuals who have excelled by setting high standards and delivering outstanding performance. Congratulations in advance to all of the Winners.

The economic challenges of the major world economies and the negative impact of the two devastating Hurricanes have cast a long shadow over our economic fortunes in the last quarter of 2017 resulting in concerns of a negative impact across the two major economic planks of tourism and agriculture.

Lokesh Singh Editor / Managing Director

The year-end announcements by the Government of a range of major new hotels and several significant infrastructural projects scheduled to come on stream in 2018 will serve as a catalyst for increased economic activity. This when coupled with the new investments from the private sector and a general surge in domestic construction during the first quarter are good signs.

The redevelopment of Port Castries to accommodate Mega Ships will generate an increased number of ships and cruise visitors and the recent mega snowstorms across North America will hopefully boost our international arrivals for a bumper Winter season.

We finally welcomed the opening of the Harbour Club at Rodney Bay in December and wish them every success. This is a welcome addition to our tourism plant and a great opportunity for additional employment of our people.

We salute the 1st National Bank of St Lucia –our Special Feature in this Issue as they celebrate their 80th Anniversary of operations. This is a major milestone for a locally owned company which has grown from the ‘Penny Bank’ to a significant financial institution today. The future looks bright with new and dynamic leadership at the helm, charting the course for continued success.

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

Publisher/ Managing Director: Lokesh Singh - lokesh@amsstlucia.com

Editor’s Note

Graphic Designer: Tannel George | Carlisle Searles

Advertising Sales: Cennette Flavien - cennetteamsslu@gmail.com Cleopatra Jules - cleopatraamsslu@gmail.com Webmaster: Advertising & Marketing Services Photography: Ashley Anzie | General Security Services CDB | CARICOM | OECS | Carib Export FLOW | Digicel | CHTA | Patrick Chester Sandals St. Lucia Contributors: Lokesh Singh | Dr. Chris Bart | Olivier Bottois Kezia Preville | Brian Ramsey | Lyndell Halliday Dr. Celia McConnell-Downes | Natasha Beckles Steven Jackson | Trudy O. Glasgow | Vibert Rameau Trinidad Guardian | Jamaica Observer | CMC | CDB Nation News | CARICOM | Carib Export | OECS Editorial, Advertising, Design & Production: Advertising & Marketing Services P.O. Box 2003, Castries, Saint Lucia Tel: (758) 453-1149; Fax: (758) 453-1290 email: ams@candw.lc www.amsstlucia.com, www.stluciafocus.com Business Focus welcomes contributions from professionals or writers in specialized fields or areas of interest.

Reproduction of any material contained herein without written approval, constitutes a violation of copyright. Business Focus reserves the right to determine the content of the publication.

We also salute two young St Lucians who have made us proud by being named as the “Best of the Best” employee in the region for Scotiabank and Sandals Resorts respectively. We hope that their attitude and achievements will inspire others to continue to excel in the workplace and be recognised for excellence.

Happy Reading!

On The Cover Johnathan Johannes Managin Director - 1st National Bank St. Lucia Ltd BusinessFocus

Jan/Feb

|

4

I need to minimise cash on my premises Let us take the load off you with e-payroll, Online Bill Payments and more secure Merchant Services.

Our Solutions E-Pay Services Assists through improved record keeping, secure and electronic payroll process, convenient access to funds for your employees and third party transfers.

Merchant Services Provides increased customer payment options, acceptance of credit and debit cards, improves cash flow and deposits funds directly to your account by the close of business.

Online Bill Payments Gives you the convenience of paying bills online, making third party payments and facilitates electronic record keeping.

Talk to us today. Call 1-785-456-2467 or visit cibcfcib.com

Banking that fits your life.® VISIT Your nearest Branch

POST

TWEET

cibcfcib

cibc_fcib

The CIBC logo and “Banking that fits your life.®” are registered trademarks of Canadian Imperial Bank of Commerce, used by FirstCaribbean International Bank under license.

BusinessFocus

Jan/Feb

|

5

Business Briefs BUSINESS BRIEFS

BUSINESS BRIEFS BUSINESS FOCUS

truly was the case as Chef Nina Compton saw an opportunity to expand.

Chef Nina, a Saint Lucian by birth had made the bold move to New Orleans from Miami after competing on the locally shot season of Bravo’s “Top Chef” placing second overall and claiming the fan favorite award.

Saint Lucia Appoints New Governor General

their data usage when using the PlayGo app. In a response to mobile consumers seeking affordable rates for easy and affordable access to entertainment while out and about, ‘TV on the go’ gives access to the all their favorite content right in the palm of their hands.

Prime Minister Honourable Allen Chastanet has since announced that Her Majesty The Queen was pleased to approve the appointment of Mr. Emmanuel Neville Cenac as the new Governor General of Saint Lucia, effective 1st January 2018.

With 19 of the best live, local and premium TV channels plus more than 3000 options of On Demand content to browse, the PlayGo online streaming service has truly captured the essence of ‘TV on the go’’. Customers can even watch live sports in high definition not missing any of the action-packed games.

Mr. Cenac is a former elected MP for the constituency of Laborie, has previously served as Saint Lucia’s Minister for Foreign Affairs and also served as President of the Senate. He was intricately involved in the movement for Windward Island unity.

Mr. Cenac, an elder statesman, highly respected in the legal fraternity, retired from active political service in 2006 and has since written extensively on the Constitution of Saint Lucia.

Digicel St. Lucia has also vowed to keep the rates attainable for its customers by giving a free hour of streaming and options to use data, pay as you go options through its QuickBundle feature or simply stream over WIFI. The company intends on keeping the TV on the go service and delivering on their promise of keeping customers connected and in control. ¤

In making the announcement, Prime Minister Chastanet profusely thanked former Governor General Dame Pearlette Louisy for her service.

Chef Nina Compton Set to Open Second Restaurant

Chef Nina Compton and her husband, Larry Miller, purchased the second business and will open their second restaurant early in February 2018. The couple who reside on Rice Mill Lofts above the Mariza space grasped the opportunity once the announcement was made.

In the summer of 2015, she opened Compère Lapin in the Warehouse District, her first restaurant. Her husband Miller manages the restaurant amidst speculation on what the second restaurant would be like. Since opening Compère Lapin, Chef Nina has accumulated numerous accolades, including a Best New Chef honor from Food & Wine magazine and a James Beard Award nomination. In 2016, critic Brett Anderson of NOLA.com | The Times-Picayune named Compère Lapin the restaurant of the year. It also made his list for New Orleans’ top 10 restaurants in 2017.¤

SLTA Goes Digital & TV for Winter Campaign

Mr. Cenac will took the Oath of Office at an Installation Ceremony on Friday January 12th 2018.

Digicel St. Lucia Launches TV On The Go Over the Christmas season, Digicel gave its customers the gift of ‘TV on the go’ in a bold move to keep revolutionizing the products and services already offered by the industry giant. This groundbreaking news for Saint Lucia allows consumers to enjoy their favourite flicks and programmes without compromising BusinessFocus

Jan/Feb

|

6

It is often said that when one door closes another opens. In the case of Mariza in Bywater, New Orleans which announced its closure on New Year’s Eve 2017, this

The Saint Lucia Tourism Authority launched its winter advertising campaign in North America. The campaign themed “There is no time like now to book Saint Lucia” runs from December 2017 till March 2018 and will utilize television and digital media.

The SLTA has engaged the services of Mediagistic, a leading marketing and

BUSINESS BRIEFS advertising agency specializing in media buying, direct mail, website design and digital marketing to develop and execute the campaign. Mediagistics has a specialty focus on travel & leisure trends, with expertise in traditional and internet marketing.

The campaign will target Toronto, Canada, the US Tristate area as well as Boston, Chicago, Atlanta and Miami.

The advertising will leverage the new Saint Lucia branding and creative messaging across the digital and television platforms. Digital marketing will include performance marketing through paid search advertising and travel display advertising, social media, search engine optimization, database marketing and blogging. The SLTA’s re-engineered digital landscape is aimed at increasing web traffic and encouraging exploration of Saint Lucia’s web portals by optimizing the end user experience and increasing absorption of flight availability to Saint Lucia. ¤

Flow Sports and SportsMax to Broadcast UEFA in August 2018

As part of its expansion programme, Flow has teamed up with UEFA and will provide access to all UEFA Champions League and UEFA Europa League matches in August 2018 until June 2021 in a three-year deal not only on SportsMax but also on Flow Sports for the first time.

Caribbean football fans will enjoy premier league football at its finest in this new deal, with live broadcasts of all the UEFA Champions League and UEFA Europa League matches. As a company, UEFA states that it wants to broaden the distribution of its product within the Caribbean basin and by working with Flow, it now has the perfect avenue to do so.

Consumers can already view the UEFA Champions League matches on

SportsMax, SportsMax2 and the Play Go app and now will have another exciting option giving more flexibility in their viewing options.

Contact Flow St. Lucia for more information on the viewing options and rates associated with the new package offers. ¤

St. Lucia Building Code Being Revised Engineers, contractors, public and private sector agencies come together for a national consultation to review the recommendations for St Lucia’s administrative section of the building code. Legislative amendments as well as an implementation plan and communication strategy is also being developed to support the recommendations. Consultant Engineer to the GCCA/OECS iLAND Resilience Project, Alison King Joseph says that the consultation is timely, to ensure that people are safe in the face of extreme hazards.

” One of the things we don’t have a good grasp on is the extent to which there is code compliance. A lot of builders build without getting planning approval and are not necessarily designed to meet code standards. We want to have a public that understands why it is important to have their building complied with the requirements of the code, and we want to make sure we have a system in place to ensure people who are offering building services, whether it be design or construction, understand and properly apply code requirements” explained Joseph St. Lucia’s building code was last reviewed in 2015. Joseph informed that there are

provisions for the code that has not been incorporated in the most recent edition. These codes speak specifically to hazard loading like earth quakes and hurricanes. However, the consultations are seeking to increase compliance with the code and not necessarily the technical provisions. She explained that the current consultations remain relevant because of intense weather conditions. ¤

Renwick & Company Introduces Argos Smart Pack – Cement Bags Disintegrate into Concrete

It is being touted as environmentally friendly. A cement bag that is thrown into a cement mixer – it disintegrates and becomes concrete. No more unsightly empty cement bags on a construction site.

Renwick and Company launched the Argos Smart Pack in St. Lucia after two years of rigorous product tests in varying conditions and various applications. A similar product launch took place in St. Vincent. The cement bags melt into the concrete, making it environmentally friendly, leaving constructions sites greener and cleaner and dump sites free of cement residues.

This new technology from Argos was demonstrated live before an audience comprising persons in the construction and engineering sectors among them distributors.

The product launch and demonstration led by Joycelin De La Cruz of Argos took place at the Rayneau Hardware store in Corinth. The Argos Smart Pack is being sold at the same price as regular cement.

The manufacturers are absorbing the added cost involved in producing the environmentally friendly cement bags. ¤ BusinessFocus

Jan/Feb

|

7

Governance Guru BUSINESS FOCUS

Improving the Board's Involvement in Corporate Strategy: Directors Speak Out (Part 2)

Improving the Board’s Involvement in Corporate Strategy: Directors Speak Out (Part 2) By: Dr. Chris Bart, FCPA, F.CIoD Chairman, The Caribbean Governance Training Institute & Chairman, Caribbean Institute of Directors Recent research has shown that there is an increasing tendency for Boards to be more actively involved in helping to set the strategic direction of organizations. After all, the purpose of governance is to facilitate high quality executive decision making and thus improve organizational performance. Since strategy is one of the most important activities that a CEO and his/her executive team can perform, it would seem only fitting that this is a decision area in which the board should be quite involved.

But what do directors think about their strategic role and what changes do they believe need to be made in order for the board to fulfill its fiduciary responsibilities with respect to good strategic governance?

The Question Accordingly, I asked 183 directors: What are the three major issues facing boards as they attempt to constructively engage with their managements in setting the strategic direction of their organizations?

The answers they gave were ultimately grouped into 13 major “strategic issue categories” which were ranked as follows: 1. A more formalized involvement with management in strategic planning 2. Setting standards for board education and the understanding of strategy and strategic decisions 3. Improvements in Board operation 4. Improved competitive analysis & external factors 5. Additional information on the firm’s current financial status and long term financial objectives 6. Presentation of strategic alternatives and the opportunity to review the choices rejected 7. Better interaction with senior management 8. The use of a third party facilitator in strategic retreats with the board 9. More discussion of the organization’s formal risk assessment BusinessFocus

Jan/Feb

|

8

10. Having the Board meet independently from senior management to discuss the strategy 11. The need for independent experts to assist in strategic planning 12. Better analysis of internal strengths and capabilities 13. Improved dialogue with stakeholders (customers and employees) The previous issue of Business Focus discussed the first 4 items in depth. This article focuses on the remaining nine, discussing four of them in detail and then commenting briefly on the last five.

5. Additional information on current and future financial status.

On this fifth ranked item, directors were virtually unanimous in their thoughts. Much concern was expressed about the board’s ability to judge the appropriateness of the financial goals being set for the organization. And almost all stated that setting targets based on quantum or percentage increases in a past year’s performance was insufficient. “How do we know if we are aiming Dr. Chris Bart, FCPA, F.CIoD is a recognized global governance authority and Co-Founder of the Caribbean Governance Training Institute.

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

high enough? How do we know if we are aiming too high? And how do we know what we should be capable of?” was the way that one director voiced his concern.

For most, the idea of management presenting their firm’s performance in conjunction with appropriate comparative industry data was seen as the ideal solution. However, getting management to provide this was another matter. One director talked about how his CEO had once boasted that, with the completion of a new paper mill, the firm was the lowest cost producer in the industry. For several quarters, the director asked the CEO to produce some evidence backing up the latter’s claims.

When nothing materialized, the frustrated director “grabbed the annual reports and information circulars of the firm’s major competitors” and did his own analysis. “Imagine the CEO’s utter astonishment when I presented my own analysis which showed that we were the highest cost producer.”

While the example here is dramatic, it does illustrate the value of benchmarking the performance of an organization against its competitors. It prevents management from under-promising and, at the same time, gives them some defense against overly ‘performance ambitious’ directors. Interestingly, the example also shows what wise directors probably have to do when faced with CEOs who are resistant to provide the information requested i.e. do it yourself.

6. Presentation of strategic alternatives rejected. It is recognized as commonplace today that most individuals satisfice in their decision making (i.e. to stop searching for solutions to a problem once the first reasonable one becomes available) rather than optimize (i.e. to search until the best solution is obtained.)

Because of this, one of the important roles which directors play on behalf of shareholders and other stakeholders is to ensure that only the highest quality decisions are being made by management rather than settling for “good enough” ones. However, directors in the survey complained that they were too often presented with only single item and “all-or-nothing” recommendations in the strategic plan. Thus, to the extent that such alternatives are not being offered, asking the question of management about alternatives early on in the planning process is an important first step in getting them on the planning agenda. And it certainly is one useful way of motivating management to be more reflective in their choice of recommendations.

7. Better interaction with senior management. It was fascinating to discover how, for some directors, the manner and tone with which their boards interacted with management was a significant concern. And it was the seventh ranked item in the survey. This current issue, however, was not about the amount or type of board involvement with management but instead the method and style that directors used to actually speak to management.

“I hate it when the board gets into debates with the CEO” one director exclaimed. “It quickly becomes a win/lose situation and each side feels the need either to defend a stated position or back up a member of the team depending upon which side you are on.”

Clearly when this happens, the end-game strategy for both sides is to determine who is right rather that what is right and, most important, to declare a winner.

Another related concern was when board members felt the need to formally propose a strategic recommendation which was in opposition to management’s stated position. “They don’t realize the harm they are doing.” one director wrote. “Management is in a no win situation here. To oppose the director typically starts a war or creates resentment. And when management acquiesces, it destroys their accountability to the board in the event of failure

because, after all, they were just doing what the board told them to do.”

A final concern was the sometimes lack of civility with which directors treated management.

In order to deal with these various situations, most directors claimed that the role of the chair becomes critical. He or she must take precautions to ensure that debates and rudeness do not occur and that the focus remains on management’s recommendations (and the explanations for making them) rather than know-itall board members. Interestingly, good chairs accomplish this by making sure that the principal method with which directors engage management is through probing and questioning. They also caution board members against making either unkind or pre-emptive declarative statements (the latter of which is often difficult to retreat from).

8. Use of a facilitator at strategic retreats. Bringing management and the board together for one or more strategic retreats was seen as an integral part of a good strategic planning process.

However, as a number of directors pointed out, not all retreats go smoothly or exactly as planned. Managers will overwhelm board members with information and presentations. Egocentric directors sometimes shanghai the meeting. And the agenda is either not strictly followed or simply not completed. Accordingly, the hiring of a highly skilled and independent strategic facilitator was offered by many directors as one important way of holding the meeting and its participants accountable for its completion.

The other 5 issues. While not as popular as the preceding eight issues, the remaining five are worthy of note. To begin with, selected directors stated that not enough consideration and discussion was being given to assessing the major strategic risks facing the organization. Others felt that having in camera sessions without management present to discuss (but NOT decide) the strategy would allow for a more fulsome assessment and discussion of it. Still others wanted to have independent experts help in assessing the quality of the strategy. Finally, there were a small number of directors who thought that their engagement with management could be facilitated with having (a) better analyses of their organization’s internal strengths and capabilities and (b) an improved dialogue with various stakeholders.

The way forward In conclusion, the way to build better boards is by having better informed directors. So here’s the big, uncomfortable question for Caribbean directors: given the 13 “strategic issues” identified by your board colleagues, to what extent is your board experiencing them as well? If you think that there is room for improvement in the way your board addresses these issues, you might want to suggest that they consider going to one of the corporate governance training programs currently available in the region – like the extraordinarily unique 3 day Chartered Director Program (“C. Dir.”) currently being offered exclusively by The Caribbean Governance Training Institute. Over 500 Caribbean directors have attended this program to date (including all the Governors of the ECCB and the entire Government of Saint Lucia!) By attending programs like this one, your organization’s stakeholders would then know that their interests are being represented not just by individuals with successful track records in business, but also by men and women who have the governance qualifications - and the certification - necessary for effective board leadership and oversight of their organization’s strategic activities. After all, it’s not education which is expensive, but rather ignorance. ¤ BusinessFocus

Jan/Feb

|

9

Hire For Smiles and Lead!

Volume 8 BUSINESS FOCUS

LEADERS'

CORNER

Hire For Smiles And Lead!

By: Olivier Bottois

While we all value academic education, a natural inclination to serve is critical and hospitality industry school degrees not sufficient in the long run to succeed in the service industry.

I was repositioning a unique Caribbean resort a few years ago in St Lucia where no formal hospitality program existed and strictly hired on personality, people with amazing kindness sharing their culture. We created together a culture of service to last...and that was critical to the success of the resort but also sustaining such level of service over the years.

To sustain that culture of service we also allowed them to grow, which took more time than hiring more experienced expatriates with formal training, but better in the long run for continuity in service levels and guest recognition in the upcoming years.

Personality and natural ability to make internal (colleagues) and external guests (customers) feel great, always showing empathy, helped in forming a culture where all became family.

They were enthusiastic, proud, passionate, often self motivated, happy and caring, looking on the bright day ahead of them!

They were genuinely kind wanting to learn and never stop learning. They demonstrated work ethics and we're proud to share a rich life.

Courtesy Sandals St. Lucia In 1960 visionary hotelier Isidore Sharp founded Four Seasons Hotels & Resorts and defined the culture by the “Golden Rule”: Treat others the way you would like to be treated.

One way to characterise Four Seasons’ service would be to call it an exchange of mutual respect performed with an attitude of kindness. Therefore hiring criteria’s ensured that new employees would fit that culture and would be hired based on personality and attitude; then they could be trained.

People we hired may have known little about cocktails upon hire, but were great with people.

The leadership team trained them and supported them. Servant Leadership that shows side by side how to do it and inspires proved successful. Role models who walked the talk inspired.

Great leadership is dynamic. Leaders must be able to teach, be passionate about the product and the team.

To build a strong culture is the first step then we hire for culture fit. Employees should be our primary focus and guests will be taken care of.

Mr. Sharp’s philosophy is timeless. Knowledge can always be enhanced and support provided in that regard, but attitude and personality are key before even starting this process.

A leader who serves his organization is likely to attract and retain employees. A leader’s mission should be to create a culture where people are treated with respect and dignity.

The ability to work well with a team and fit the culture is also critical to longevity in any position. Mr Sharp’s philosophy is pertinent to any industries outside hospitality. Steve Jobs shared the same philosophy at Apple later on.

Hire people who smile and treat them the way you would like to be treated. The recipe has not changed. Thank you Mr. Sharp.

Quality number one to look after when hiring best service professionals is to ensure they have the “hospitality gene”... it must be in their DNA... to serve and genuinely wanting to create experiences for others. Hire people who enjoy helping others and not only looking for a job.

Successful hospitality employees love what they do, exude passion and show care. They are capable with the right training of delivering exceptional service. They love to smile and find it very rewarding to put a smile on the guests face... it is not about the money... While money is a factor to work and people have bills to pay.

Hire people because of who they are and not because they show exceptional skills cleaning rooms. They can be trained to clean a room or make an exceptional cocktail.

BusinessFocus

Jan/Feb

|

10

It is timeless. ¤

Olivier Bottois is a third generation French Hotelier with luxury hotel experience in six countries. Bottois is a Four Seasons Hotels & Resorts and Leading Hotels of the World alumni, who led iconic, urban hotels and remote resorts in the US, Canada and the Caribbean.

First Citizens Investment Services

The Generation Of Wealth Let First Citizens Investment Services show you how to create lasting wealth for yourself and those who follow in your footsteps.

Call or visit today to benefit from our expertise: consultancy, financial planning, risk management, investment products and services.

Trinidad & Tobago 1 (868) 622 3247 | 1 (868) 657 2662 St. Lucia 1 (758) 450 2662 Barbados 1 (246) 417 6810 First Citizens Investment Services Limited is a licensed broker/dealer in the Eastern Caribbean Securities Market and is also incorporated in Barbados as First Citizens Investment Services (Barbados) Limited.

1 (868) 62-FIRST (623-4778) | www.firstcitizenstt.com/fcis/wealth-management | advice@gynosis.com

BusinessFocus

Jan/Feb | 11 Issue date: November, 2016

MONEY MATTERS

EU pledges $350 million to Caribbean, Amid Debate Over Aid for Islands

EU pledges $350 million to Caribbean, amid debate over aid for islands Reproduced courtesy of Devex.com The European Union pledged 300 million euros ($352 million) to the Caribbean islands on Tuesday, as the region rebuilds after consecutive Category 5 hurricanes hit in September. The storms impacted the majority of the Caribbean’s population and 39,000 children remain in need of assistance.

The EU announcement came during a Tuesday morning pledging conference at the United Nations headquarters in New York, with initial reports suggesting at least $1.4 billion had been raised in total. The conference comes amid ongoing debates about how aid is sent to the islands, and who is eligible to receive it.

About one-third of the European support will be new grants from the reserve of the European Development Fund, according to the European Commission, while the rest is made up of prior commitments under the EDF. The commission said some money will go toward shortterm humanitarian relief in Dominica, St Kitts and Nevis, and BusinessFocus

Jan/Feb

|

12

Cuba, but most will support medium-term reconstruction and rehabilitation in those countries, as well as in Antigua and Barbuda and the overseas countries and territories (OCTs) of EU member states in the Caribbean.

OCTs, such as the British territories of Anguilla and the British Virgin Islands, may receive funding under the EDF, whereas Saint Martin, which is an outermost region of the EU, is eligible for EU Solidarity Fund assistance. The commission is in contact with French authorities on this application, which must come from Paris.

Caribbean representatives pointed out that this creates a situation in which Saint Maarten, an OCT of the Netherlands, is eligible for development assistance under EU rules, but Saint Martin, with which it shares an island, is not.

We are locked in a build-rebuild cycle due to climate change. We are categorized as middle-income countries, but we consider that we are outliers of those economic equations. Sharlene Shillingford-McKlmon, charge d’affaires at the Eastern Caribbean States Mission to the EU

In October, European Commission president Jean-Claude Juncker said that the territories’ different legal statuses should not lead to one side of the island being favored over the other.

He wrote to European Parliament President Antonio Tajani that “The commission will make every effort to ensure complementarities between EU interventions and ease the cooperation and the development of joint projects at a local level.”

Complicating matters further, some of the affected islands are too wealthy to qualify for official development assistance under the rules set by the Development Assistance Committee of the Organisation for Economic Co-operation and Development, as Devex has reported. The commission said it would count its contribution toward its ODA, however, as Dominica, St Kitts and Nevis, Cuba, and Antigua are all considered small island developing states.

U.N. chief António Guterres praised the response of Caribbean governments to the rare, back-to-back storms in remarks during the pledging event. He said he saw “a level of devastation that I have never witnessed before in my life” during recent visits to Dominica, Antigua, and Barbuda. Total recovery needs for these countries, as well as the British Virgin Islands, is estimated to top $5 billion, with infrastructure, housing, and agriculture industries among the most severely damaged.

“It used to be rare to see so many storms of such strength.

But unfortunately, just as climate scientists predicted, this is becoming the new normal — even sooner than expected,” Guterres said. “Countries in the Caribbean need support now to rebuild, and to take effective climate action. We need a new generation of infrastructure that is risk-informed, to underpin resilient economies, communities, and livelihoods.”

Financing recovery work in the Caribbean is complicated by the fact that many of the nations are classified as middle income, meaning they have limited access to concessional finance. They also have high levels of debt, Guterres noted.

The donor event at the U.N. Headquarter was convened by CARICOM, the Caribbean member organization that promotes economic integration, and the United Nations Development Programme to attract financial and technical support for longterm reconstruction efforts.

The two Category 5 hurricanes hitting so close together was “unprecedented,” Sharlene Shillingford-McKlmon, charge d’affaires at the Eastern Caribbean States Mission to the EU, told the European Parliament’s development committee Tuesday.

The damage, which shut down agriculture, closed businesses, and enabled the spread of waterborne diseases, left the island of Barbuda uninhabited “for the first time in 300 years,” she said.

More than 90 percent of buildings in Dominica were affected

by Hurricane Maria, according to the UNDP. Dominica Prime Minister Roosevelt Skerrit was quoted by U.S. media in October saying “We have lost everything that money can buy.”

Shillingford-McKlmon said the storms had also revealed the shortcomings of development policy in the region, explaining that between 1990 and 2017 the Caribbean has been hit by 328 natural disasters, generating $31 billion in debt for rebuilding.

“We are ranked middle and high income [based on GDP per capita], we lose concessional financing, we self-finance, rebuild, then the hurricane season starts the next year, and then we start the entire process all over again,” she said. “[It’s] a vulnerability that is unending.”

The result, she said, was debt-to-GDP ratios that are often higher than many countries in sub-Saharan Africa.

“We are locked in a build-rebuild cycle due to climate change.

We are categorized as middle-income countries, but we consider that we are outliers of those economic equations,” Shillingford-McKlmon said.

“Antigua was about to be graduated from official development assistance in October and Barbuda was destroyed in the space of six hours. What kind of high-income-ness is that?” she asked.

EU development commissioner Neven Mimica said the EU support will help “accelerate recovery, strengthen resilience, and step up progress toward a sustainable economic path.”

On Monday, UNDP administrator Achim Steiner said the beginning of the recovery was “a critical inflection moment for tough decisions on how to do development differently, not only to rebuild, but to rebuild to a more resilient standard.”

“This means not only upgrading damaged infrastructure and houses with climate-resilient technologies and specifications,” Steiner said, “but also the need to strengthen risk governance systems, improve life-line services, strengthen and expand capacities of the private sector, diversify livelihoods, and provide social protection mechanisms for the most vulnerable households and communities.”

Shillingford-McKlmon repeated her call for the creation of “some sort of development instrument, category [or] fund that can help and can be immediately available to countries that are affected by such disasters.” She said this should apply to all islands, irrespective of their sovereign status, “because we are all there and we are all family ... We have to be innovative, we have to think of new instruments.”

The EU pledge follows member states’ support using the EU Civil Protection Mechanism, and more than 2.9 million euros ($3.4 million) worth of humanitarian support, such as shelter, food, and logistics. Pre-existing programs to inject 7 million euros into the budgets of Anguilla and Turks and Caicos were sped up in the wake of the disaster, and a pre-planned payment of 3.5 million euros to Dominica is also pending.

The commission said Mimica met with Caribbean leaders on the sidelines of the conference to discuss their relationship with the EU after the expiration of the Cotonou Agreement, which sets the legal framework for their cooperation, in 2020. ¤ BusinessFocus

Jan/Feb

|

13

MONEY MATTERS

Massy Searches for New Markets as Barbados and Trinidad Economies Decline

Gervase Warner

Robert Bermudez

Searches for New Markets as Barbados and Trinidad Economies Decline Group After-tax Profit Dips 23% The Massy Group is seeking greater fortunes in countries like Guyana and Colombia as it acknowledges company profits are under threat in its main money earners, Barbados and Trinidad and Tobago.

At the end of Massy’s financial year on September 30, 2017, the two key markets registered slight declines, with revenue from Barbados’ operations falling from TT$2.97 billion (BDS $990 million) in 2016 to TT$2.90 billion (BDS $968 million) in 2017.

The Trinidad and Tobago-headquartered company (formally known as Neal & Massy) established its place as a corporate giant in Barbados in 2008 when it acquired Barbados Shipping & Trading, then the island’s largest conglomerate.

Robert Bermudez, the Group’s Chairman, made it clear Massy would push ahead despite the economic troubles in the twinisland Republic of Trinidad & Tobago and Barbados.

“To meet the challenges ahead, we must be bold, ambitious and decisive. We must think big and execute effectively. I remain confident in the Group’s future and expect the Group to rebound from the extraordinary circumstances in 2017. While the Massy Group must continue to manage the challenges of under-performing economies in Barbados and Trinidad and Tobago, it must also capitalize on the opportunities emerging in Guyana, Colombia and other territories in the region which are presenting attractive investment opportunities,” Bermudez told shareholders.

Chief Executive Officer Gervase Warner reinforced the Chairman’s views, stressing that the economic challenges in Bridgetown and Port of Spain, “coupled with three major hurricanes that hit the region in the 2017 financial year and the sale of Massy BusinessFocus

Jan/Feb

|

14

Communications, had a deleterious impact on the Group’s financial results.

“The diversification of the Group and sound performance of many of its core business counterbalanced the external challenges and have kept the Group strong.”

On the other hand, Warner said Massy was eyeing other jurisdictions to make up for risks existing in its two leading markets.

“Jamaica, Guyana and the Eastern Caribbean produced double digit growth,” he disclosed.

“Going forward the Group will focus its acquisition and investment activities on its core industries in which it has competitive strengths. Diversification to countries with larger and better performing economies will also be a priority for the Group,” he added.

Warner also revealed that among the risks facing Massy was the difficulty in obtaining United States currency in both of its main markets over the past two years.

In this regard, he told shareholders, it was only natural that the company would diversity its portfolio of businesses and locations in order to protect itself against foreign currency volatility.“This will help to diffuse the impact to any potential currency devaluations in the future,” Warner said.

“On a tactical level, we have been working with suppliers and customers to ensure that we minimize our net foreign exchange exposures and that our imported inventory levels are rationalized to focus on those with the highest customer demand and profitability,” he assured.

Goddard Group Financial Performance Hit by Hurricanes CIBC FirstCaribbean Confirms It Is Exploring NYSE Listing

Financial Performance hit by Hurricanes A major financial hit by associated company Sagicor General Insurance Company has been identified as one of the drags on Goddard Enterprises Limited’s (GEL) financial performance during the 2017 financial year.

confirms it is exploring NYSE listing By: Natasha Beckles

This was revealed in the conglomerate’s recently-released audited consolidated financials for the year ended September 30, which showed a near 100 per cent drop in the share of income from associated companies.

Chairman Charles Herbert

Managing Director Anthony Ali,

GEL holds a stake in Sagicor General Insurance company and in the Board Review signed by Chairman Charles Herbert and Managing Director Anthony Ali, the local conglomerate noted: “Our share of income from associates fell by 99.6 per cent due to the equity pick up of our share of the loss from Sagicor General Insurance Inc.” The GEL senior officials acknowledged a “poor fourth quarter performance, which was solely attributable to the impact of Hurricane Maria in Dominica on the results of our insurance associate”.

They said the hurricane hit caused a nine cents “negative impact on our earnings per share”.

Despite this, Barbados’ largest conglomerate with companies in St Lucia and across the region, Central and North America, experienced no decline in net profit which stood at $56.79 million, compared to $56.46 million in 2016.

“The group saw growth in most of its major sectors, even though revenues declined by 2.5 per cent due to challenges in the manufacturing and services division and the sale of two food businesses in 2016 as well as our rum businesses during the current year,” the report said.

The Goddard senior officials revealed that shareholder earnings increased from $37.8 million in 2016 to $41 million last year, representing an 8.4 per cent jump.

Bullish about the company’s future performance, the Chairman and Chief Executive Officer touted the group’s financial strength.

“Goddard Enterprises Limited continues to fall well within standards for all benchmark ratios. We are well poised for growth with our current cash flow levels and leverage capacity.

“The outlook for the Group is positive, despite uncertainty in some markets in which we operate. We are focused on exciting initiatives for 2018 which accord well with our strategic plan and we are optimistic of continued growth for our shareholders,” they assured shareholders.

CIBC FirstCaribbean International Bank has confirmed that it is exploring the listing of some of its shares on the stock market in the United States.

The confirmation came a day after Reuters exclusively reported that Canadian Imperial Bank of Commerce (CIBC) planned to list its $2 billion Caribbean unit on the New York Stock Exchange.

Reuters said this would enable the bank to exit a region where earnings growth has been slow.

Two sources told the news agency CIBC could start by listing 20 per cent of the business early next year and subsequently sell down more shares.

FirstCaribbean said no decisions had been made but a listing on the NYSE would provide it with access to a larger investor base, enhanced liquidity, and greater access to capital.

“CIBC FirstCaribbean has delivered strong operating performance and financial results over the last three years. During this period, we have achieved an increase in adjusted net income of $123 million in 2015 to $153 million in 2017 (a CAGR of 11 per cent), with a strongly improving asset quality profile.

“We have demonstrated continued market share gains with greater than average market growth across most geographies and business segments. We have achieved this by offering a superior client experience and technology interface together with our full suite of products and services,” the bank said.

FirstCaribbean added: “This trend is set to continue and we remain focused on delivering excellent service to our clients and providing the best possible return on investment for our shareholders”. (PR/NB) BusinessFocus

Jan/Feb

|

15

MONEY MATTERS

Jamaica's NCB group makes bid for control of Guardian holdings Ltd. By: Steven Jackson

bank and a big insurance company, which will pose a substantial challenge to Sagicor."

Jamaica's NCB Group Makes Bid For Control Of Guardian Holdings Ltd.

NCB Financial Group, Chairman Michael Lee-Chin and President and CEO Patrick Hylton

The price of Guardian Holding's stock shot up four per cent in Trinidad after Jamaica's largest banking conglomerate NCB Financial Group announced it was seeking to acquire control of the Trinidadian company in early December.

The takeover, if successful, would allow NCB Financial Group to claim the label of a regional banking powerhouse, but the Jamaican bank would still fall well short of CIBC FirstCaribbean International Bank, which is currently twice its size when measured by assets.

But market analysts say NCB Financial Group could eclipse Barbados-based Sagicor Financial Corporation, whose core business line, like GHL, is insurance.

NCB Financial is offering US$2.35 per share to buy another 32 per cent or 74.23 million more shares in Guardian Holdings, to grow its stake to 62 per cent. It would cost the bank US$174.44 million at full take up. NCB first acquired 29.99 per cent of the company in May 2016, and its move to increase its stake was widely anticipated by the market.

NCB Financial already has a presence in various regional markets, but Guardian has a much wider network in 22 countries, including the Dutch Caribbean.

Inside Jamaica, the GHL acquisition is also expected to create ripples throughout the local insurance sector, said the analyst, who noted that it would concentrate four insurance businesses under one group - namely life insurers NCB Insurance and Guardian Life, and general insurers Advantage General Insurance and Guardian General.

"It would become substantially profitable for the NCB group if they can leverage insurance services with the largest branch network in the island. It would create interesting possibilities for other products," the person said.

"Remember, on the general side, AGI dominates motor and Guardian General is big on property."

CEO of Stocks & Securities Limited Mark Croskery raised the prospect that NCB may be positioning for another try at a listing of the bank on the United States market.

"Excellent move by NCB Financial Group in spreading its wings in the Caribbean and the region," said Croskery.

Majority owner and Chairman of NCB Financial Group Michael LeeChin has signaled that the bank's regional expansion programme has more elements to come.

"By leveraging GHL's scale and resources, our regional expansion plans will be accelerated," he said in a statement on the GHL bid.

The current bid price for GHL is the equivalent of about TT$15.98 - a discount on the stock price, which was valued at TT$16.55 before the bid went public. The GHL stock climbed to TT$17.22 on the day of the offer, which remains open to shareholders until January 12. NCB Financial gained nearly three per cent in Kingston to close at $95.46, but did not trade in Port-of-Spain.

The Jamaican bank insists its offer for GHL is being made at a premium, based on the stock's historic prices going back a year.

NCB Financial's assets are worth about US$5.5 billion, while GHL's is the equivalent of US$4.7 billion. CIBC FirstCaribbean tops them both with assets of US$12.25 billion, but NCB is now in striking distance of Sagicor Financial, which holds around US$6.77 billion of assets.

"The big issue is that they will emerge as a major regional player," said an analyst who requested anonymity. "They will be a big BusinessFocus

Jan/Feb

|

16

Guardian Holdings Ltd. Head office Trinidad

Fast Cash

BusinessFocus

Jan/Feb

|

17

MONEY MATTERS

Red Stripe Commissions New Export Line Powered By Lng And Targets Increased Production

Ricardo Nuncio Managing Director of Red Stripe Jamaica

Red Stripe commissions new export line Powered

by LNG and Targets Increased Production By: Steven Jackson

Red Stripe Jamaica in December launched its new Production Line 8 that will grow the brewery's capacity to one million beers per day, powered by liquefied natural gas (LNG).

The new line will nearly triple the plant's capacity which totalled 375,000 bottles a day prior to the expansion.

Red Stripe's US$18-million investment in the new line is meant to grow distribution of domestic and international volumes for the company that was acquired by international beer giant Heineken in 2015. However, the beers rolling off Line 8 are all designated for Red Stripe's export market. Line 5 produces for Jamaica’s domestic consumption.

The new Line 8 will allow the brewery to produce up to 26,000 cases per day or one million bottles of the Jamaican beer for the domestic and international markets.

"The challenge now is for our sales and marketing team to make it happen," said Ricardo Nuncio, Managing Director of Red Stripe Jamaica.

The company's top export markets are the United States and Canada, with two million and 700,000 cases in annual shipments, respectively. As at July 2017, the company recorded 15 per cent market growth in the American focus cities of Miami, Tampa, Orlando and Atlanta.

"In early 2016, Red Stripe entered Australia, Dubai and Brazil and there's robust brand building in those countries. We're also moving to put down our roots in Africa and Russia, following successful testing," Nuncio said in a press release issued at the commissioning ceremony.

BusinessFocus

Jan/Feb

|

18

The beer plant, built in 2014, recently switched over from propane to LNG as its energy source. The LNG facility was developed for Red Stripe by American company New Fortress Energy. The switch is expected to save Red Stripe more than J$110 million in energy costs in the first two years of operation.

"Red Stripe will be the model for the whole region to follow. By using natural gas, Red Stripe will save J$43 million in the first year and J$73 million afterwards," said Sam Abdalia, Vice President project development at New Fortress Energy. Abdalia described the project as the largest of its kind in the Caribbean.

Line 8, which involved infrastructure changes and training for employees, took 12 months to complete. It frees up the existing production line to focus solely on domestic volumes and is designed to produce new Red Stripe Local and Dragon Stout in six-pack cartons.

Margaret and Michael O'Brian Private Cemeteries "Second to None"

Lazarus Funeral Home

Payment Plan Available for Tombs Vieux Fort Office New Dock Road , PO Box 278 Vieux Fort Saint Lucia Call: (758) 454-6555 / 454-7550 (758) 721-9184/9158 Fax: (758) 454-5550 FUNERAL HOME LTD

Castries Office: Vide Bouteille , Castries Saint Lucia Tel: (758) 452 -7491

Your Friend in Time of Need lazafuneralhome@gmail.com

facebook.com/Lazarusfuneral BusinessFocus

Jan/Feb

|

19

BUSINESS FOCUS MONEY MATTERS

CDB approves grant to fund road rehabilitation study in Saint Lucia CDB Approves Grant To Fund Road Rehabilitation Study In Saint Lucia

The Board of Directors of the Caribbean Development Bank (CDB) has approved a grant to the Government of Saint Lucia to conduct a feasibility study and prepare designs for the upgrade of the Millennium Highway and sections of the West Coast Road corridor.

The road is a major part of the route which links the capital city Castries, located in the north-west of the island, to the major towns of Soufriere and Vieux Fort, located in the south. Head of Infrastructure Partnerships at CDB, Andrew Dupigny, says that upgrading the Millennium Highway and West Coast Road is expected to significantly contribute to economic development.

“An upgrade of the Highway is expected to significantly contribute to improved access for the agricultural and tourism sectors. It should become more efficient to move goods and services from the north to the south of the island, and to the air and sea ports.

In addition, this is a major thoroughfare for people who visit the tourist attractions of the Pitons, sulphur springs, and waterfalls, so an improved road corridor will also have significant benefits for tourism in Saint Lucia,” said Mr. Dupigny.

The designs and feasibility study will take climate vulnerability considerations into account; the road is prone to flooding and landslides, a challenge that is exacerbated by climate change. The study will also guide investments that can contribute to improved road safety.

Funding of approximately GBP980,000 is being provided by the United Kingdom Caribbean Infrastructure Partnership Fund (UKCIF), which is administered by CDB. UKCIF provides grant financing to eight Caribbean countries eligible for Overseas Development Assistance, and the UK Overseas Territory, Montserrat. Additional funding of GBP50,000 will be provided by the Government of Saint Lucia.

The project is consistent with CDB’s strategic objective of supporting inclusive and sustainable growth and development, as well as its corporate priority of strengthening and modernising social and economic infrastructure. ¤ BusinessFocus

Jan/Feb

|

20

Ansa McAl Group Completes Takeover of Berger Paints

Completes Takeover of

ANSA Coatings International Ltd (ACIL) a subsidiary of ANSA McAL Group of Companies Ltd, announced in late December 2017 that its take-over bid for Berger Paints Ltd (BPL) was successful.

In a published notice, ACIL announced that all the terms and conditions of the Offer have been complied with or waived.

"Berger shareholders have deposited approximately 692,277 shares (subject to Norman Sabga verification of validity of all Ansa McAl Chairman acceptances received) which together with ACIL's and its affiliates existing shareholding in BPL represents approximately 94 per cent of the outstanding Ordinary shares."

The offer price per ordinary share would be TT$6.76.

ACIL said it had already paid for a portion of the shares as it sought to takeover BPL. "In compliance with the Offer and Securities Industry (take-over) Bylaws 2005, prior to the extension of the Offer dated December 6, 2017, which extended the Offer from December 6, 2017 to December 22, 2017 ACIL took up 342,133 Ordinary shares and paid a total consideration of $2,312,819.08."

Clearly determined to take up the remaining ordinary shares of 350,144 which would be validly deposited during the extended period pursuant to its offer, the company announced it was ready to pay $2,366,973.44.

"The total consideration to be paid for the Offer is approximately $4,679,792.52. The consideration (692,277 shares) is expected to be paid to BPL shareholders on or before January 2, 2018." ¤

COURTS

BusinessFocus

Jan/Feb

|

21

BUSINESS TECH FOCUS

Digital Marketing Symposium In Business Month

Digital Marketing Symposium in Business Month The Department of Commerce, International Trade, Investment, Enterprise Development and Consumer Affairs declared the month of November 2017 as Business Month under the theme – “Promoting an Entrepreneurial Culture – Innovation and Creativity.”

A series of activities during the month included a Digital Marketing Symposium, several youth related activities aimed to promote and encourage young entrepreneurs, and officially culminated with the hosting of a CEOs Breakfast in collaboration with the Organization of American States (OAS) with the primary focus on “SME Access to Finance.”

The objectives of the CEOs Breakfast include: 1. Identifying critical gaps between financial institutions and business support organizations; 2. Devising solutions to overcome these gaps at the national level; 3. Using the outcome of the event to enhance synergies in the context of the Small Business Development Centre (SBDC) programme.

The Digital Marketing Symposium which was jointly hosted by the Trade Export Promotion Agency (TEPA) and the Saint Lucia ICT Association, was hailed a success by all in attendance. The main aim of the symposium was to engage participants on digital and online media best practices to empower and enable them to upgrade their digital presence in a competitive global market as part of the Business Month agenda. The well attended event brought industry experts and various businesses together with an aim to improve the services already offered.

According to TEPA’s Information Officer, Glenfield Gilbert the symposium was borne out of the need to ensure that businesses and the business community at large, were well represented online while ensuring quality digital marketing specialists could network as well.

Johnathan Allain, Business Development Officer at The Department of Commerce International Trade, Investment, BusinessFocus

Jan/Feb

|

22

Enterprise Development and Consumer Affairs, also addressed the symposium. In his capacity in the ministry, Johnathan has assisted many businesses by providing sound advice on the best practices or ideal models they could adapt on starting their businesses. In his view, ICT could only enhance business activities if full potential is maximized.

“The Department of Commerce is indeed privileged to be part of this event, the third annual digital marketing symposium which is the result of a collaboration between the Saint Lucia ICT association and TEPA. It is also very fitting that this activity is taking place during the month of November which was selected as Business Month under the theme Promoting an Entrepreneurial Culture: Innovation and Creativity”, he added.

Dr. Lyndell St. Ville, President of the Saint Lucia ICT Association applauded the participants and urged them to continue to make strides in strengthening their online presence.

As part of the Business Month, Global Entrepreneurship Week was held under the theme “Cultivating Young Leaders for Entrepreneurial Success”.

Lydia Dariah, Information Officer in the Department of Commerce, explained that under the direction of the Saint Lucia Chamber of Commerce and Junior Achievement Saint Lucia, a series of activities in the form of panel discussions and competitions will be held during this week.

Activities include: • The Commonwealth Youth Peace Ambassadors Network forum on the topic “Effectively Developing Entrepreneurial Skill Through Arts and Culture,” • An inter secondary school discourse on “A Peace Building Commonwealth for Our Community” at the Finance Administrative Centre.

• National Youth Council (NYC) youth entrepreneurship symposium and talk. ¤

Caribbean computer experts to tackle cyber security at CaribNOG 15 in Miami

By Gerard Best

As cyber attacks continue to rise in the Caribbean, a group of computer experts from around the region are preparing to gather to discuss ways to defend the digital networks and systems we have come to rely on for everyday life.

Registration is open for the 15th regional gathering of the Caribbean Network Operators Group, called CaribNOG 15, the region’s largest volunteer-based community of computer network engineers. The event will be held in Miami, Florida, on April 19 to 20, 2018.

“The Internet is now foundational to the development of our Caribbean societies and economies. It is the responsibility of technology professionals in the region to help shape its development and to help defend it against attack,” said Bevil Wooding, one of the founders of CaribNOG. “At CaribNOG 15, we will be discussing a range of issues related to the development of a more open, resilient and secure Internet.

We will also continue our efforts to develop the human network by providing a forum for computer network operators from around the region to meet and interact with their counterparts from across the Caribbean and around the world,” he noted.

Wooding is also the Caribbean Outreach Liaison at the American

Registry for Internet Numbers (ARIN), one of five registries worldwide that coordinate Internet number resources.

ARIN has been a longtime supporter of CaribNOG and is providing a Fellowship program to support persons interested in participating in the ARIN 41 and CaribNOG 15 meetings in Miami. The ARIN Fellowship Program offers up to 15 individuals an opportunity to attend these meetings at no charge, and also offers hotel accommodations at the meeting venue, round-trip economy class airfare, and a stipend.

“The ARIN 41 and CaribNOG 15 meetings provide interested persons in the Caribbean with an opportunity to shape Internet policy and to gain practical technical knowledge and skills. This is particularly important, given the increasing sophistication of cyberattacks and our region’s increased reliance on information and communications technologies in almost every sector,” Wooding added.

CaribNOG 15 immediately follows ARIN’s next public policy meeting, ARIN 41, which takes place from April 15 to 18, 2018.

Registration can be done online via caribnog.org or arin.net.

This story was originally published on Gerard Best’s blog, SightLine. ¤

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

* Advertising * Web Designing & Hosting * Publications * Branding Development * Event Management Advertising & Marketing Services

2017

of the Saint

Lucia Hotel

An Official Publication & Tourism Associ ation and Saint

Lucia Tourist

Board

www.amsstlucia.com • lokesh@amsstlucia.com www.amsstlucia.com lokeshamsslu@gmail.com

BusinessFocus

Jan/Feb

|

23

FOCUS BUSINESS TECH

Digicel Draws On US$100M For Hurricane Spending

Fitch said Digicel "drew down its US$100 million revolver" to cope with the cash flow related to the impact of storms that hit the region, and that the company "expects to fully pay it off by end fiscal 2018 as insurance proceeds are received".

Digicel Group's financial year ends in March.

Fitch said the telecoms' debt levels remain high, saying its adjusted net leverage, including off-balance-sheet adjustment, remained elevated at 6.3 times EBITDA in the September quarter. It compares to 6.1 times at year ending March 2017.

Digicel originally planned to hit US$100 million in free cash flow with debt at 5.2 times for its year end, but has now revised it to US$30 million to US$50 million and 5.5 times to 5.7 times by fiscal year 2018. The revision was due mainly to negative hurricane impact and sluggish performance in Papua New Guinea.

Denis O'Brien Digicel Chairman

draws on US$100m for hurricane spending By: Steven Jackson Hurricanes in the Caribbean and sluggish Pacific growth led to reduced free cash flow and slightly higher debt levels for telecoms Digicel Group, according to a report from Fitch Ratings released in December.

The region was hit by hurricanes Irma and Maria during the season. Digicel, in response to queries, said its debt-reduction programme remained on track.

"Our current leverage is in line with our expectations and we remain focused on deleveraging the business over time as per our stated strategy," stated Digicel, whose operations span more than 30 markets in the Caribbean, Central America and Pacific Islands.

Digicel refinanced roughly US$1.2 billion of its debt earlier in 2017 to reduce its financing costs going forward.

BusinessFocus

Jan/Feb

|

24

Digicel Group's total gross debt amounted to US$6.6 billion, following its subsidiary loan refinancing and redemptions, Fitch reported. The company's debt profile is mainly composed of its US$1.26-billion senior secured loans at Digicel International Finance Limited, US$2.2-billion senior unsecured notes at Digicel Limited and US$3-billion subordinated notes at Digicel Group Limited. The company also has US$70 million loans outstanding at DPL, according to Fitch.

Digicel Group earned 6.4 per cent less revenue, at US$2.5 billion, for the year ending March 2017; while operating EBITDA, or earnings before interest tax depreciation and amortisation, remained flat at US$1.04 billion. Its pretax income of US$116 million declined from US$131 million a year earlier.

Fitch rated Digicel bonds at a stable B/Stable rating. It said the rating would come under pressure if Digicel fails to increase free cash flow and reduce debt. A relatively weak free cash flow by 2019 would hinder the company to achieve a comfortable debt maturity schedule, Fitch said.

Banking made easier with CIBC FirstCaribbean’s announces new Group CEO mobile banking upgrades CIBCFirstCaribbean has put the power to monitor their debit and credit card accounts for fraud in the hands of its clients by introducing client-controlled anti-fraud tools, including a geolocation service, transaction controls (including the ability to Freeze your Card) and real-time alerts to its award winning mobile banking app just in time for the holidays.

The new features demonstrate the importance of clients’ card safety and security to CIBC FirstCaribbean.

Digicel Announces New Group CEO

“The bank is committed to putting industry leading mobile banking capabilities in our clients’ hands”, says Trevor Torzsas, Managing Director Cards and Customer Relationship Management.

Banking With “We listenedMade to our Easier clients and addedCIBC these enhancements to meet their needs and demands.

We added a two-step verification FirstCaribbean’s Mobile Banking Upgrades process (fingerprint/touch ID sign in) as well as the capability

for card users to transfer funds and track and monitor their transactions from their smartphones. We are proud to now offer new capabilities that add an extra layer of protection.”

The new services are built on Visa technology called mobile location confirmation and Freeze Your card service. The first features of their kind to be offered by a bank within the Englishspeaking Caribbean region.

Alexander Matuschka Greiffenclau Digicel’s incoming Group CEO

Telecommunications company, Digicel, has announced the appointment of Alexander Matuschka Greiffenclau as Group CEO, effective February 2018.

Greiffenclau will succeed Colm Delves who had signalled to the Board some time ago his intention to step down from his executive role for personal and family reasons. Delves will however remain as a non-executive director of Digicel and will also provide advisory services to the Group.

Digicel thanked Delves for his leadership, noting that over the past 13 years, the company has grown from from US$478 million revenues in eight markets to $2.5 billion revenues across 32 markets with a ten-fold increase in profitability and subscribers.

Greiffenclau joins the company from VEON, a leading global provider of telecommunications services, where he has served as Group Chief Performance Officer since mid-2015.

He previously served as Chief Transformation Officer at Nokia Networks.

Digicel Group Chairman Denis O’Brien said given Greiffenclau’s telecommunications credentials and experience in dynamic and transforming sectors, “he’s a natural fit for our business.”

The Freeze My Card feature allows clients to place a temporary freeze on their debit and credit cards if they misplace or lose their card. Clients will be able to reactivate their card when they have located their lost card – all through their mobile phone.

Clients are also now able to make use of the Mobile Location Confirmation feature. Enabling this feature notifies CIBC FirstCaribbean of the client’s location and compares the location of the client to their card’s location. This feature is available on credit cards only. Additionally, the enhanced mobile banking app allows clients to receive real time alerts as soon as any transaction is processed on their debit or credit card.

The features were made available to clients throughout the region last week. Users can opt in or out through their CIBC FirstCaribbean Mobile banking app. The enhancements are available on both Android and Apple devices.

“So far, within days of being available in the app stores, a significant number of CIBC FirstCaribbean clients have opted for the new upgrades. The successful uptake of the features are a result of the bank’s client centric app development. Clients have asked for better fraud protection and we gave it to them”, Torzsas said.

A little over a year ago the bank launched the successful mobile banking app throughout the region. The app joined CIBC FirstCaribbean’s convenience channels – including the internet banking and ABM services. The continual enhancements of the app are a sign of CIBC FirstCaribbean’s commitment to provide a banking experience that fits the lives of its clients. According to Mr. Torzsas, more digital channel enhancements are in motion to be rolled out in the coming year. ¤ BusinessFocus

Jan/Feb

|

25

BUSINESS TECH

Facebook has new tools to prevent unwanted friend requests and messages Facebook Has New Tools To Prevent Unwanted Friend Requests And Messages

St. Lucians Urged to Participate in The GIST Tech-I Competition St. Lucians Urged To Participate In The GIST Tech-I Competition

Facebook, like every social media platform, has issues with harassment and bullying. In order to prevent certain types of harassment, Facebook is introducing some new features to help prevent unwanted friend requests and messages.

As a GIST Tech-I Affiliate, Michelle N. Samuel has taken on the responsibility to educate her fellow St. Lucian Entrepreneurs or hopefuls, about certain opportunities which could have a positive impact on them and the St. Lucian society as a whole.

“We’ve heard stories from people who have blocked someone only to encounter the same harasser using a different account,” Facebook Global Head of Safety Antigone Davis wrote on Facebook’s blog. “In order to help prevent those bad encounters, we are building on existing features that prevent fake and inauthentic accounts on Facebook.”

Michelle promises to keep St. Lucians informed and up to date with any opportunities and competitions that they are eligible to apply for, but she claims that the best way to keep informed of these opportunities, is by ‘liking’ her company page on Facebook – SLUDTERA. SLUDTERA is a faith-based, non-profit, private, career development agency with a mandate to combat unemployment in St. Lucia.

Let’s say you block someone and then that person decides to create another account so they can contact you. With these new tools in place, Facebook is aiming to recognize when someone does that and prevent them from a sending a message or friend request to you. Facebook is using signals, like IP addresses, to recognize when someone has created a fake or inauthentic account.

“The person who blocked the original account is in control, and must initiate contact with the new account in order for them to interact normally,” Davis wrote.

Facebook has also released a feature to ignore conversations, which disables notifications from the conversation and moves the conversation into your Filtered messages folder.

Once in the filtered messages folder, you can read the conversation without the sender being able to know if you’ve read it. This is currently available for one-on-one messages will be available for group messages soon, according to the blog post.

Facebook says it has worked with experts in a variety of fields to offer safety resources for people on Facebook. In the blog post, Davis said the company has worked with the National Network to End Domestic Violence and worked to learn more about the experiences of journalists on Facebook.

Earlier this month, Facebook unveiled its own internal policies around harassment and bullying. Facebook also outlined its investigation process in response to reports of harassment or bullying. ¤ BusinessFocus

Jan/Feb

|

26

Here are the details of the competition: The GIST Tech-I Competition is an annual competition for Science and Technology Entrepreneurs from emerging economies worldwide. Aspiring innovators submit their ideas and startups online which are then reviewed by experts and voted on by the Global voting public in order to determine the finalists. New the year, U.S. Department of State is inviting all former GIST Tech-I finalists to participate in the program to recruit and mentor the next generation of Science and Tech Entrepreneurs.

Since 2011, innovators from around the globe have showcased their Science and Technology ventures to the world through GIST Tech-I Competitions. Thousands of expert reviews have taken place and the online voting public has cast over 1 million votes in support of these talented young innovators.

The GIST initiative is led by the U.S. Department of State, and the Tech-I Competition is implemented by AAAS. Applications for Tech-I 2018 ended on December 28th 2017.

Michelle has also offered to arrange to have one or two previous GIST Tech-I Competition Finalists, to mentor the St. Lucians who decide to participate in this competition. Stay informed of future and upcoming competitions and events available to St. Lucian Entrepreneurs by ‘liking’ Michelle’s company’s Facebook page SLUDTERA. ¤

Emera Caribbean Acquires Bahamas Electricity Company Cable & Wireless Offers Buyout To Minority Owners In Jamaica

Emera Caribbean Acquires Bahamas Electricity Company

offers buyout to minority owners in Jamaica By: Steven Jackson

The Bahamas government says it has approved a 100 per cent ownership of the Grand Bahama Power & Light Company Limited (GBPL), by Emera Caribbean Holdings Limited (ECHL).

ECHL, the wholly owned subsidiary of the Canadian-based Emera, is the parent company of Barbados Light & Power (BLPC), majority shareholder in Dominica Electricity Services Ltd. (DOMLEC), and an investor in St Lucia Electricity Services Ltd. (LUCELEC).

The cash value of the acquisition was not disclosed.

Liberty Global, the ultimate parent company of Cable & Wireless Jamaica, made an offer to acquire all minority shareholding in the listed local entity that trades on the Jamaica Stock Exchange.

Liberty is offering $1.45 per share, according to an offer circular issued to shareholders – a 25 cent premium on that day’s closing price. The offer opened December 29 and closes January 31.

The international telecom aims to acquire three billion CWJ shares, through CWC Cala Holding Limited. CWC Cala and affiliate Kelfenora Limited together hold 82 per cent of CWJ, which trades as Flow Jamaica.

Minority owners of CWJ stock have been lobbying for Liberty to make them an offer, after the company fully acquired CWJ’s former ultimate owner, Cable & Wireless Communications Plc, in 2016.

The issue was taken up by regulator, the Financial Services Commission, which backed the minority owners’ argument that a mandatory offer for all shares should have been made by Liberty, even though the company had acquired ownership of CWJ indirectly.

However that case has been cloaked by legal action, under which the FSC said it was barred from commenting. It’s unclear whether the current offer indicates a resolution of the court case.

CWC Cala asserted that the offer price of $1.45 represents a fair price for the CWJ based on the financial condition of the lossmaking entity. The CWJ stock has traded as high as $1.80 in the past year.

In a statement, the Bahamas government said it had taken note of the terms of the buyout of the minority shares held by Bahamians, pursuant to a proposal commenced over a year ago.

The government said it was a transaction which in all respects exceeded the requirements of Bahamas Company Law. “Further, the transaction was approved by a majority of the Bahamian shareholders, who voted at a meeting of shareholders on 8 November 2017,” it stated.

The Hubert Minnis administration said that one of the stipulations for the proposed transaction included a requirement that “the majority of the minority” of shareholders should support the proposed shares acquisition.

“This threshold was significantly exceeded with the support of 96 per cent of those who voted,” the statement noted.

It said while the policy of the government is, and remains, to encourage Bahamian ownership and participation in the domestic economy wherever possible, it was not found to be legally justifiable for the Bahamas government to intervene in the shareholding transactions between a private company and its shareholders, all of whom had the ability to seek independent counsel and advice.

“The government’s commitment to advancing Bahamian ownership and participation in the economy will, in the near future, be further expanded and deepened with the offering of shares to the Bahamian general public and institutional investors in ALIV (mobile telephone company) and subsequently in BTC (Bahamas Telecommunications Company).”

The government said this will help in the expansion of a shareholder society for more Bahamians. (CMC) BusinessFocus

Jan/Feb

|

27

BUSINESS TECH

CCJ Increases Accessibility With the Use of Technology CCJ Increases Accessibility With the Use of Technology

Early last year, the CCJ announced that it had adopted a new court management software that includes the filing of cases electronically. The Curia court management suite also has modules for different aspects of court administration including performance management and case management. The Curia software platform also includes a module which law offices can use to actively manage their litigation and caseloads and was a focal point of the inaugural Apex Convention in the Bahamas where stakeholders from across the Caribbean discussed how the increased use of court technology utilization with an aim to provide solutions to help with backlog reduction, judicial performance enhancement, and court process improvement.

With a clear mission to operate with “accessibility, fairness, efficiency and transparency,” the Caribbean Court of Justice (CCJ) has continued to enhance its capabilities with the vast improvements made on video-conferencing. A bridging solution allows attorneys to appear at the CCJ by using electronic devices that are connected to the internet, equipped with a video camera and a microphone. Such devices including laptops, tablets and cell phones, can adapt to existing communications platforms such as Skype or Zoom.

The CCJ notes that this provides opportunities for attorneys to appear before the court even if they do not have access to video-conferencing units. The first attorney to use the videoconferencing bridging solution on Dec. 1, Mr. Vidyanand Persaud S.C., lauded the CCJ for the innovation and stated, “this was the first time the CCJ implemented this system whereby I can, from my personal computer, participate in a hearing before the court.

In fact, CCJ was literally brought to the living room.” Mr. Persaud continued, “the capture, the visual and audio, was crystal clear and the links to the various participants operated like clockwork.

It was a remarkably flawless maiden venture.”

In this bold move, the CCJ has began live broadcasts of hearings which also allows interested persons the opportunity to experience the court in real time from any internet-enabled computer. CCJ’s hearings, from inception, are also captured on audio and video recordings on the court’s website; ccj.org. ¤ BusinessFocus

Jan/Feb

|

28

Wins ‘Best Network and Service Innovation in the Caribbean and Latin America’ America (CALA) Region in the annual MEF Awards 2017 held in Orlando, Florida.

C&W Wins ‘Best Network and Service Innovation In the Caribbean And Latin America

MEF is an industry association comprising of more than 210 member companies and manages the world’s largest awards programme with a focus on emerging dynamic network services powered by Lifecycle Service Orchestration (LSO), SoftwareDefined Networking (SDN), Network Functions Virtualization (NFV) and Carrier Ethernet.

This award recognizes C&W Networks, a division of C&W Communications (C&W) and a Liberty Global company, for its leadership in the development and delivery of global, regional, retail and wholesale services as well as excellence in network and service innovation, strategy and marketing.

According to Nan Chen, President, MEF, “We continue to see amazing service and technology innovations year-over-year in the MEF Awards program, and are thrilled to witness the advances being made to accelerate development and delivery of agile, assured, and orchestrated services.”

On the heels of receiving Best Latin America Wholesale Carrier at the 13th Global Carrier Awards held in London late October 2017, Industry giant C&W Networks has been recognized winning Best Network and Service Innovation in the Caribbean and Latin

For more information on the MEF Awards 2017 please visit: http://www.mef.net/2017_MEF_Awards ¤

need business insurance?

Sun General Insurance

check Sun General Insurance visit sungeneral.net or call 458-8800 to get a quote

BusinessFocus

Jan/Feb

|

29

Sagicor

A serious illness is arduous enough without the worries of financial hardship. At Sagicor, our Group Life and Health Products are designed to keep you protected and healthy! We are also committed to providing reliable and excellent service should you become ill. Our CariCARE® Enterprise and CariCARE® Advantage Programmes offer you choice and flexibility. These can be customized to a workforce of any size and offer the convenience of instant claims settlements. Discover how Sagicor can help you strengthen your business from within.

Sentinel Security Co. Ltd State of the Art Security Solution

Sunny Acres (Behind Friendship Inn), Castries, St. Lucia Tel: 452-4242 / 453-2660 / 451-7180 Fax: 453-2635 | Email sentinelxpress@hotmail.com

Sentinel Security Co. Ltd We offer Residential & Commercial Burglary & Fire Arm Installation Central Monitor Station 24 Hour Response Service Access Control Biometrics Intercom Systems CCTV Installation Remote Camera Surveillance Vehicle Tracking Systems Aviation Security ID Service Proud to provide Aviation Security Screening at St. Lucia’s Airports BusinessFocus

Jan/Feb

|

30

1938-2018

MISSION STATEMENT

To create sustainable value for shareholders by providing high quality financial solutions and services to the global market whilst contributing to national development.

VISION STATEMENT

In 2018, 1st National Bank St. Lucia Limited is the first choice financial services provider, ranking in the top three in profitability in the OECS: and an outstanding corporate citizen with empowered staff and visionary leaders.

CORE VALUES Integrity

Confidentiality

Accountability

Professionalism

Chairman's Message

CHAIRMAN'S MESSAGE

A

s the newly appointed Chairman of the Board of Director’s of the 1st National Bank St. Lucia Limited, it is indeed my pleasure to be a part of this longstanding legacy.

The journey to 80 has seen us overcome many obstacles as an indigenous Bank, yet we are proud to have kept striving for excellence in all we do. Although challenging at times, we were adaptive and resilient, learning from the past and embracing new technologies. We are immensely thankful for our valued customers who stood with us through every new branch we opened, new product or service offered, and every regulatory change.

We are grateful for our incredible staff who not only stood with us, but transformed themselves when the market demanded it.

At 1st National Bank St. Lucia Limited, we have a lot to be thankful for and are excited at the prospects the future will bring.

Nigel A. Fulgence

Chairman / President 1st National Bank St Lucia Limited

BusinessFocus

Jan/Feb

|

32

First National Bank

MEET THE BOARD Meet The Board

Nigel A. Fulgence - Chairman / President JP., BSC (Hons), R. Eng., Acc. Dir (ICSA), MIET

Johnathan Johannes Managing Director

B.A. International Business

BusinessFocus

Jan/Feb

|

34

Geraldine Lendor-Gabriel 1st Vice President Business and Environmental Consultant BSc, Hons, MSc, CGA, Acc. Dir.(ICSA.)

Johnson Cenac Retired Public Servant B.A. Maths & Econ (UWI) M.Ed Testing, Measurement and Evaluation Acc. Dir. (ICSA.)

Brenda Floissac-Fleming 2nd Vice President Attorney At Law B.A. Hons. Law, Acc. Dir.(ICSA.)

Tedburt Theobalds Valuation Surveyor Agricultural Consultant BSc, MIS, MBA (UWI), ACIArb Acc. Dir. (ICSA.)

Adrian Augier Economic Development Consultant/ B.A (UWO), M.A. (AU), Company Director D.Litt. Honoris Causa

Richard Monplaisir Company Director B.A. Business Ad (Hons) Acc. Dir (ICSA.)

Martin Satney Director MSc (Management Projects); MSc (Agricultural Engineering); Acc. Dir (ICSA)

Jennifer Remy Director B.A (Hons) Attorney at Law

Caribbean Laureate for Arts & Letters

BusinessFocus

Jan/Feb

|

35

MEET MANAGEMENT Meet Management

Senior Management team of the 1st National Bank St. Lucia Limited. from left to right, Prisca Euristhee-Delice, Denise Holden-Pierre, Henri-Jacques Mangal, Aurea Lafeuillee, MD Johnathan Johannes, Valery Marshall-St. Omer, Clarette Auguste-Taylor, Peter Aimable, Sylvia Alcee and Robert Fevrier.

BusinessFocus

Jan/Feb

|

36

Prisca Euristhee-Delice Executive Manager, Human Resource and Organizational Development

Sylvia Alcee Executive Manager Sales

Henri-Jacques Mangal Corporate Secretary and Legal Officer

Robert Fevrier Executive Manager, Marketing and PR

Peter Aimable Head Credit Assesment

Valery Marshall-St.Omer Executive Manager, Operations & Client Support

Aurea Lafeuillee Executive Manager Finance

Denise Holden-Pierre, Executive Manager, Internal Audit

Clarette Auguste-Taylor, Executive Manager, Risk, Compliance, Recoveries & Securities

BusinessFocus

Jan/Feb

|

37

Women In Management At 1st National Bank

WOMEN IN MANAGEMENT ST AT 1 NATIONAL BANK As dedicated staff and some long serving employees who have witnessed the transformation of the indigenous Bank first hand, the future is bright for 1st National Bank St Lucia Limited.

What does it means to be a female working in the Bank?

The ladies outnumber the men in the senior management team (among other departments in the Bank). Despite some places having a disparity in terms of salaries and levels of respect as it relates to gender roles, this is not the case for the Bank as it promotes equality across all departments and functions.

BusinessFocus

Jan/Feb

|

38

The Bank is indeed a great place to work as a female. To date all the Managing Directors have been very encouraging of women and have been very understanding of families and commitments.

1st National Bank St. Lucia has had a female Managing Director, Ms. Alnita Simmons who is now deceased and Dr. Charmaine Gardner as the past Chairperson of the board who is now retired.

Where do you see the Bank in the next year?

As dedicated staff and some long serving employees who have witnessed the transformation of the indigenous Bank first hand, the future is bright for 1st National Bank St Lucia Limited.

The Bank will continue to grow and support St Lucians as its founders intended. It will also continue to embrace technology seeking out new approaches while ensuring it will always be part of the evolution of the banking sector.

How has the Bank empowered women during your tenure?

• Access to further education • Training opportunities • Equal pay (no gender bias) • Workshops and development programmes • Charitable donations • Awards and recognition of service

Terra Caribbean

BusinessFocus

Jan/Feb

|

39

Prisca Euristhee-Delice Executive Manager Human Resource and Organizational Development A passionate HR professional with over 20 years’ experience. Her Human Resources career started with Courts St. Lucia Limited (now Unicomer Limited) as Training and Projects Manager and Regional Operations Manager, South respectively. Later, she joined the Windward and Leeward Brewery Limited (WLBL), Subsidiary of Heineken International, as Human Resource Manager. Her passion for building capacity continued as she moved into HR Generalist Consultancy and a Franklin Covey Trainer.

Prisca is a graduate of the University of the West Indies, St Augustine Campus, with a BSc Industrial Management and MA Business and Management, University of East London, Duncan House, High Street, London United Kingdom.

She is also a certified Action Learning Coach, Certified Trainer, Negotiations, Conflict Management and Conciliatory trainer, Performance Management Systems Analyst, and Recruitment Specialist.

It is my deepest desire to assist in building the Bank’s capacity through its people thereby contributing to the achievement of our overall strategy and Plan for 2018 and Beyond!!

Sylvia Alcee Executive Manager Sales Ms. Sylvia Alcee joined the Bank’s team in January 1981 and has moved steadily through the junior, supervisory and management levels over the years. Consequently, she has been exposed to all aspects of the Bank’s business, having served within the Operations, Customer Service, Information Systems, Lending and Internal Audit departments. She has also benefitted from the range of staff training provided and managed the Rodney Bay Branch successfully for 19 years. Ms. Alcee holds a Master’s degree in Business Administration with Anglia Ruskin University as well as the professional banking designation of Associate of the Institute of Canadian Bankers (AICB). She is currently the Executive Manager Sales.

Clarette Auguste-Taylor, Executive Manager, Risk, Compliance, Recoveries & Securities She has been working with 1st National Bank St. Lucia Limited from January 1994.

Upon her return home from her studies in London, she was initially appointed as the Internal Auditor. In 2000 she was promoted to Head the Credit Risk Department and is currently the Executive Manager, Risk, Compliance, Recoveries and Securities having been appointed to the position in October 2013. Mrs. Auguste-Taylor has a wealth of knowledge and experience in the field of Banking and Finance, and is also married with two sons.

BusinessFocus

Jan/Feb

|

40

Denise Holden-Pierre Executive Manager, Internal Audit She has been with the Bank for seven years. Mrs. Holden-Pierre is a Fellow of the Chartered Association of Certified Accountants (FCCA) and has a degree in Mathematics and Business Management from Leeds University. Before returning to St. Lucia, she worked as an Internal Auditor for a bank, and as an Accountant at one of the subsidiaries of Provident Financial in the UK. She has also worked as the Manager of a team of analysts looking at the Arrears processes for a large bank. On returning to St. Lucia, Mrs. Holden-Pierre joined PricewaterhouseCoopers as an external auditor for three years. She later worked as the Manager of Internal Audit with a large group of companies in St Lucia for about 5 years. Mrs. Holden-Pierre is married with one son.

Valery Marshall-St.Omer Executive Manager, Operations & Client Support As a long serving employee, during her tenure, Mrs. Marshall-St Omer has gained exposure to all areas of the Bank. She rose through the ranks and in 1997 was promoted to management level and held the position of Internal Auditor for the next ten years. She was then reassigned to the Operations Department as Assistant Operations Manager gaining more insight into the operations of the Bank, and the position was quickly upgraded to Deputy Operations Manager. Due to her vast experience and sound work ethic, within four years she assumed the role of Executive Manager Human Resource, Organizational Development & Client Support and is now the Executive Manager Operations and Client Support. She was granted a Post Graduate Diploma in Business Administration, and is currently completing the thesis for her MBA degree. Mrs. St. Omer is happily married and has two children.

Aurea Lafeuillee Executive Manager Finance Ms. Aurea Lafeuillee joined the Bank in June 2004, with many years’ experience as an Accountant in the private sector. She is a qualified teacher, having taught in her formative years at the secondary school level. Her current responsibilities include managing the Bank’s investment portfolio, financial planning and reporting.

She is a Fellow of the Association of Chartered Certified Accountants (FCCA) and a Fellow of the Institute of Canadian Bankers (FICB). Ms. Lafeuillee was called upon to act in the capacity of Managing Director for two short stints in 2013 and 2016 to 2017. She is the mother of two adult sons.

BusinessFocus

Jan/Feb

|

41

LEADERSHIP IN THE FINANCIAL SECTOR

Micro Small Medium Entrepreneurship (MSME) Competency Unit Leadership In The Financial Sector Interview With Johnathan Johannes, Managing Director

INTERVIEW WITH JOHNATHAN JOHANNES MANAGING DIRECTOR The wonderful thing about retail is that it is fast-paced and the downside of banking is that it is slow-paced. Bringing the agility of retailing into banking, creating that sense of urgency is a good thing.

Interviewer: Who is Johnathan Johannes? Tell us a bit about the man behind the Bank.

JJ: I am a St Lucian national and have spent the last 16 to 17 years in various leadership roles. I have had the pleasure of working with Barclays Bank, then transitioned to FirstCaribbean International Bank where I held a number of roles in a number of jurisdictions all across the Caribbean, as far as Belize and as close as Barbados. I spent almost all my career in Retail Banking and my last position was the Head of Retail Banking, Wealth Management & Small Business for Barbados.

BusinessFocus

Jan/Feb

|

42

In 2011, I transitioned back to Saint Lucia and took up a role with Unicomer as the Director of Sales for the OECS region looking after 18 stores over six islands. In this role, I was able to introduce the optical line which is now Courts Optical. Also, I was closely involved in the establishment of a cash loan entity which introduced Courts to the money lending business. My banking background assisted tremendously into the successful implementation of this new service offering at the retail chain.

Six months ago, the opportunity presented itself to be the Managing Director of 1st National Bank St Lucia Limited. I found myself discussing the way forward with my family before deciding to consider the role. During my research on the Bank, I saw a lot of upside in this institution and so much potential and the ability to transform this Bank is what really attracted me. In addition to that, I did my research on the team, the board members here and spoke with a few clients and realized we had a good team.

But, with the void created due to the untimely passing of the last Managing Director Andy Delmar, leadership was missing to keep the Bank moving in the direction he began charting. I had a good relationship with Andy as we both rose through the ranks at FirstCaribbean International Bank and would always discuss one day working together at 1st National Bank. It is very fitting that although he isn’t here, I feel that his presence is still there and whenever I do good things, I get the sense that somehow are doing it together.

Interviewer: How does it feel being back home?

JJ: I have a lot of pride in Saint Lucia. We as a people are very industrious and quite creative but the problem that I have is that we tend not to take all our opportunities to shine. As such, as we look at our business landscape, I long for the day when a Saint Lucian company goes out and expands.

Dominate the region. I hear stories of back in the day when Minvielle & Chastanet was the biggest conglomerate in the region. What happened? I saw CFL as being that great St. Lucian company to expand regionally and when they moved into St. Vincent, I was waiting for a move up the islands, only to see them acquired by Massy. I believe that with 1st National Bank, we have the opportunity to see a Saint Lucian company grow. Branch out into the islands. I would like to see that happen because of my belief in Saint Lucian talent. Because of my belief in the spirit of Saint Lucia and what makes us uniquely Saint Lucian, that industriousness, that creativeness we all have. I believe 1st National Bank has the means of making this happen and this was a major driving force behind my decision to take on this role.

Interviewer: Part of your vision for the Bank is to be a leader? Not just in the sense of nationally but in the region as well?

JJ: Well, I always tell my team whenever we sit together that we will never stop striving to be world class. Our aim is to ensure that 1st National Bank is a world class Bank with

indigenous roots; our goal must be that lofty that it will never rest on any accomplishments.

For 1st National Bank, leadership is key. We may never be the largest, but we will be the best at what we do. The aim is to be best Bank for our customers, providing exceptional service and innovative products. The best corporate citizen, connecting with our communities. Provide continued strong returns to our shareholders. We will also demonstrate integrity in all what we do. For me, if we promise something, we deliver on that promise and more. Having said that, we shouldn’t try to be too many things to too many people. As we grow, we will become better and stronger. Some other banks scale up and grow quickly. We share growth ambitions but growth above all else is not priority number one. Our priority is to ensure growth is pursued in a profitable and sustainable manner by building a strong foundation so not only is the Bank not at risk, but the employees, customers and shareholders are secure.

Every morning when I awake, I have 160 lives in my hands and taking those ambitious growth risks can only occur once it is calculated and sustainable. We discuss it all the time. The objective is to find viable, bankable business opportunities; those opportunities that make sense. We will continue to be competitive in the marketplace for these bankable opportunities, getting our name and our brand out there to win business that makes sense for the longterm viability of the institution.

BusinessFocus

Jan/Feb

|

43

Interviewer: Would you say that your passion and motivation lie not only in the external customers, but the internal customers who have all become family?

JJ: I’m glad you touched on that, to me, banking is all about people. Some would chuckle at the idea as to them, banking is about money. The numbers.

To me, banking is about people. The human side. Customers want to Bank with someone who treats them with respect, humility and takes the time to develop the relationship. And if I expect every employee to have this attitude towards the customers in making that meaningful connection, it is pertinent that we create a culture and an environment that fosters this connection with team members across our organization. It is also very important that I also have that connection with our associates who are fighting in the trenches every day. We demand so much from our associates, they demand so much of me, that having that human connection with the team is where it all starts. You can’t expect the employees to serve the customers in a particular manner that you are not equally prepared to treat them in. So yes, the internal customer is much appreciated.

Charity indeed begins at home.

Interviewer: In terms of innovation and drive, what can you see upcoming in your future plans building on the 80year legacy?

JJ: In terms of how we have been innovative, we were the first Bank to introduce mobile banking in Saint Lucia and now it is pretty much standard across the industry. There are a number of things we will be looking at in the short term.

Firstly, how do we improve the access to banking services?

We do have ATMs, internet, mobile and telephone banking however, can more be done in terms of ATM distribution to widen the access? Let’s take a look at Climate Change for example. The Prime Minister recently addressed the St. Lucia Chamber of Commerce regarding climate change and building resilience. Everyone needs to get down to a Bank in the face of a disaster but how do we make our product resilient enough, accessible enough that this can occur almost right after? This is where cloud technology allows you as a Bank to recover in record time as your recovery systems are outside the country. We will continue to invest heavily in this area and upgrade our IT capabilities to ensure we become more resilient.

From a product standpoint, there are many buzz words floating around; Bitcoin; Blockchain. How do we bring that conversation to the general public? How do we find profitable and sustainable ways to benefit from this emerging technology? Even if we don’t adopt the cryptocurrency aspect of the technology, how can we use Blockchain to help create more secure financial transactions? These are the type of areas we would love to explore as we move into the future.

There is a need for more cooperation and collaboration within the banking sector, particularly across the indigenous banks of the region. If we are to support customers’ needs

BusinessFocus

Jan/Feb

|

44

on a higher level, there is a need for more cooperation and if you look at the international banking sector, they have multiple branches across the region to benefit from lowered costs and better economies of scale. Why can’t we, the region’s indigenous banks, all look to create a Centre of Excellence where we all negotiate as a unit for shared services? In that sense we become more efficient, all benefit from knowledge transfer, new technology deployment and work as a fraternity as oppose to individual entities. Not really an innovation of technology, but a paradigm shift in the way we all operate.

This is what excites me as we get into 2018.

Interviewer: How was the Bank able to resist downsizing amidst various international crises like the financial crisis of 2008?

JJ: I am always cautious when answering this type of question as I do not want to send the wrong message. Back in 1938, the Bank was established as there was a need to establish a national Bank which supported the needs of Saint Lucians. Other banks’ ultimate loyalty does not lie in the country to the extent that they have even opted to reduce the assets they hold in Saint Lucia. As such, they may not own the buildings in which they operate, or any major fixed assets. This allows them to downsize at the stroke of a pen or even exit the market in the same way.

For us, we tend to have a more nationalistic approach to our business, a more human approach. Thankfully our Board and our shareholders see us as more than just a profit generator. I usually joke in the corridors that we are a social Bank…we have a huge social conscience. When the crises hit home, we went through it and the shareholders understood and some even advocated that we do not abandon the very people who helped grow the Bank – our associates.

This strong social conscience is ingrained in the Bank. The shareholders; across the board and management saw it fit to do what is right by our associates and the customers – we retained staff and fought off urges to increase staff compliment long after the worst was behind us.

Fee introduction also comes to mind. We can follow suit and charge more on a monthly basis to our customers, but is that really the behaviour one expects from a Bank with aspirations of being the leader in customer experience?

I think not. Is it the right thing to do to clients who have been saving with us for so long? The fees being charged by some other Banks are so high that in effective they have created a situation where some customers are in essence, experiencing negative interest rates. Balancing all areas has allowed us not to be fee aggressive and maintain our head count.

Interviewer: What has been the challenges in developing a flagship branch in Vieux Fort?

JJ: In terms of challenges, any construction project will be riff with challenges in terms of getting the right people on board to translate your vision into an actual physical

structure. However, we have been blessed to have a fantastic landlord in that of Mr. Daher who has connected us with some fantastic people to take us forward after we had some issues with our design previously. Work has been going on at a great pace.

Interviewer: What can persons look forward to most about the new location in the south?

JJ: Saint Lucia as a whole, not just persons in the south, will be in for a treat when we cut that ribbon. The branch will be a branch of technology. A lot of 21st century features will be implemented like our new self-service kiosks alongside the traditional ATMs. It is a lot about the interaction with the customer at all levels. We will also have a lot of digital information to sensitize our valued customers on the use of the new products. The branch is essentially designed with the customer’s journey in mind to make everything more seamless and less intimidating. We are adopting the best practices from retail in terms of customer flow, and customer traffic and applying that to our branch design.

Interviewer: How does will this drive support small businesses?

JJ: One of the things that really drives me is our desire to support small businesses. The small business sector in Saint Lucia will be excited to know that we intend to create a showcase area where small businesses can interact with the multitude of customers who will be using the branch.

We will create that opportunity for small businesses to demonstrate their services or products. I would love the Bank to become a community centre where persons can congregate. In speaking of the business people, I reference those who would need a space to have a business meeting and interact with a supplier and use the branch like it is more than just a branch, a community centre.

Interviewer: Any downside to opening this branch in the new location in the south?

JJ: This is long overdue for the south and if there is one downside, it would be that persons in the north will be urging us to provide the same services and product offerings that the Vieux Fort location will enjoy. If that is the reaction, I will gladly accept it. We are hoping to use the new location in the south as a framework for roll outs in the future.

Interviewer: What features would be in place to support travelers?

JJ: We will be offering a similar service that we offer in the Bureau de Change at GFL Charles airport in the north. The many safeguards and foreign exchange systems already implemented successfully in that branch, will assist in outfitting this new location to provide seamless foreign exchange and other services to the south of the island.

Interviewer: As it relates to your entrepreneurship programme (MSME) which is a collaboration with the SBFIC, can you give some background on the Bank’s involvement?

JJ: Micro business are the drivers of economies. We have seen what they have done for developed countries, and know what they can do for developing countries. The issue is having the right environment not just in terms of finance, but to gain access to the technical expertise that will allow them to grow. We have a few success stories in Saint Lucia like Algas. We have Shoe Rehab, Meme Bete and more success stories who have developed something ingenuous, something needed in our markets. The Bank’s involvement in the pilot project is to get those persons as early as the school leaver level and help them go through the paces of product development with the partners like the Ministry of Commerce and then once a viable business is designed, approach the Bank for the financing.

Banks have not typically done an exceptional job in lending to small businesses as we aren’t typically entrepreneurial. We look at the bottom line. We don’t see or generally recognize the sweat equity as transferable to dollars as all we want to know is the viability. As such, we have to become better at understanding the small business landscape and what this programme is doing is not giving grant funding and say lend to small businesses or saying to small businesses this is how you become better from a technical standpoint. It is actually saying to us as bankers, this is what we do in Germany, these are the systems we put in place and we will train you on how to be better at understanding, analyzing and lending to this sector which is so important to your economy. We are being upskilled, and we are being forced to assess a small business a lot more differently than we would a large corporation. They are teaching us how to implement new scorecards to better assess the viability to the Bank which is totally different to what we used before. So, you could imagine that there are some ‘nos’ under the old model, which are becoming ‘yesses’ in the new model.

BusinessFocus

Jan/Feb

|

45

Interviewer: Are there any problems you believe the small business may face?

JJ: One of the main problems we may face is ensuring the small businesses have the right technical competencies around them to unable them to continue to grow. For example, the entrepreneur may have the brilliant idea but is not necessarily a finance person. That person may also take a rash HR decision which may become a lawsuit. How do we ensure the support systems are in place to guarantee success? It becomes more important for the small business to ensure they have the right team around them. Whether it be consultants, government agencies and so forth. We work closely with the St Lucia Chamber of Commerce and the Ministry of Commerce to ensure that the small businesses that we will support, are tapping into the right resources.

To ensure we do not run into further issues, we will have regular meetings, and also try to influence the pricing of the services the small businesses would ultimately have to utilize, are transferred through our cost savings. Ensuring that it isn’t cost prohibitive for taxation advice and HR consultancies for example. We are actively looking at various ways to mitigate the problems we foresee.

Interviewer: As the MSME project has a lifespan of 8 years, what key performance indicators would you be looking for to measure your success?

JJ: Firstly, we do not have a department for small business.

To measure success, I would love to see it the SME portfolio registered on our internal segment contribution metrics.

Whether it be a combination of deposits and loans, I would like to see our small business portfolio grow. There are some entrepreneurs I would like to have as clients of 1st National Bank and it would feel great to know that they trusted in our products and services, our expertise and chose to join us. It is important to remember that at some point in our history, we were a small business as well and it is fitting that we have made it an organization wide objective, to offer the same opportunities we were offered to others coming up.

Our small business sector needs to be with us. We have that social consciousness that we want to see Saint Lucia and

Saint Lucians develop. This goes hand in hand with taking a chance and seeing that development through. We are willing to take the chance on our people and see that sector grow, we urge them to take a chance with us.

Interviewer: How has the banking act affected the Bank and the financial market?

JJ: Firstly, the Act is to provide greater oversight, control and regulation in terms of what the Banks are allowed to do. In the past it was felt that some of the failures in Antigua and Anguilla were attributed to some lax controls.

If you run a quality Bank like we do, the Act would not be a burden as we already adhere to best practice. As a Bank we have some control and the Act provides the parameters in which business can be conducted. There are certain elements of the Act I believe bankers and banks should have pushed back on nonetheless. One area was the level of unsecured lending which could be given to employees.

In the past the Bank had that level of discretion to assist its employees especially when it came to urgent health issues. In the new Act, the Bank is only allowed to loan 50% of the annual income unsecured which for a frontline staff wouldn’t be nearly enough depending on the emergency. I believe that area needed some push back as we look at the social element.

However, overall, I believe the Central Bank was right in their position as regulator from their top of the tree view of the OECS and understanding what caused some of the failures. They needed to apply their intimate knowledge of the deficiencies in the system across the OECS to ensure we build a more robust and resilient Banking Sector. The move is supported and if prudent banking is practiced, complying with the Act is not a burden. I think Saint Lucians should feel confident that the union is strong and measures are being taken to build resilience into the system.

Interviewer: How can the years as a retail sales person for a regional entity assist you in your new role at 1st National Bank?

JJ: The wonderful thing about retail is that it is fast-paced and the downside of banking is that it is slow-paced.

Bringing the agility of retailing into banking, creating that sense of urgency is a good thing. In banking the customer is usually a lot stickier to the company, as a mortgage for example can’t simply be moved at the stroke of a pen. It costs legal fees, taxes and a lot more time. So customers are a lot more tolerant to bad service, break downs, apologies and at times long delays. As a result, there is a sense of complacency in service at times. On the other hand, in retail, once a customer enters the store for example, if he isn’t served in five minutes, he is out the door onto the competitor. The relationship is a lot easier to transfer.

Right now, the local retailers are even competing on an international level. They now need to ensure pricing and customer service are up to par with the global standard.

Retailers in Saint Lucia have to constantly seek improvements as they seek to compete on a global scale against Amazon and Walmart.

BusinessFocus

Jan/Feb

|

46

Coming from a retail environment, that fast-paced environment where it is all about the consumer, it is all about ensuring the price points are correct and ensuring the environment is inviting were all key components. Bankers tend to neglect understanding the impact of your store.

The look and feel. The merchandising. The way your people interact with customers in that store. I think that is what I am hoping to bring in from my retail background. Customers in banking are now not as sticky as they once were, with banks now willing to pay for them to move. Hassle free. I would like to bring more of the best practices from a retail standpoint and translate into the banking sector.

Interviewer: What would be your challenges of imposing a more retail style of doing business coming in at a point where it has been 80 years and some may use the notion ‘this is how we have always been doing it’?

JJ: This is how we always do business is the most dangerous statement in the business world however, we at some point would all be guilty of it. Thankfully the response to date has been positive to some of changes we have tried to institute.

I also believe that the people at 1st National want to try something new. Perhaps in the past they may have been a little bit timid but if they see their leader is all for the change and it makes sense, I think they have demonstrated and will continue to demonstrate being open to new ideas.

Still, the biggest challenge will be getting the buy in of the people. However, if you can provide proof of concept, then they will follow. A good example is some of the ideas we tossed out for the new Vieux Fort branch. Those were radical and unconventional and we were able to sell it to our associates and Board members. So, once we are able to prove that concept, the hope is we will be called upon to replicate. The mindset change is the way forward to make sure we don’t become a fossil and resist the notion that the market has changed. As a 40-year old banker in this role, I consider myself young but honestly cannot identify with the millennials. However, our children are helping us parents better understand today’s consumers and tomorrow’s leaders as they come in and expect certain technological advancements. A prime example is sending money through their phones. Scanning and paying for a bill. We are being challenged by our customers, our employees and we must keep up with the times. No longer can we take the view that we have always done things this way.

Although we have always done it this way was more of a prominent voice in the past, now there is an outcry for we have done it this way already, let’s try something new.

For me, the more people who are calling for that makes it more exciting. It makes my job more exciting as the mindset change is shifting towards the future.

women help me develop in the banking sector with the exception of a nine-month period where I was led by a man.

Women have played an essential role in my life. Anything a man can do in business, I believe women can do and more.

Looking at our executive team today it is headed by strong women. Even in the senior management team, women are outnumbering the men as well and doing a fantastic job in steering the Bank forward into greater things.

Our shareholder forum which recently happened over the season was attended by primarily women almost 95%.

This all shows that women are seeking knowledge. They are also educating themselves. As an indigenous Bank we need to recognize that, applaud it and create avenues to allow women to see other women in places of prominence. I think seeing others do it is one way to create a drive among the youth to aspire to that.

From a banking standpoint, we need to seek more ways to allow women to become more financially literate and have that economic voice. As an economic power a lot of our women are marginalized and kept dependent on men. We truly need to find a way to implement financial education and empowerment at a school level and at the business level to show women they can rise, they can advance and they do not need to rely on anyone.

Interviewer: How has and will the Bank play a part in supporting the women of the nation?

We have been an equal opportunity employer and shown that women can get to the top positions as our previous Chair of the board of directors was a woman, Dr. Charmaine Gardner. Very well-known, successful business woman, mentor and leader. So, I think 1st National has a hand in positive initiatives and forwarding women’s endeavors is just one of the things.

JJ: I owe my career to the women in my life. It started with my mum who did a phenomenal job when things could have gone either way in my younger life. In my professional development, I was fortunate to have strong dynamic

Recently I shared a programme with Robert Fevrier the Executive Manager Marketing, Public Relations & Research on a banking on women initiative in the Dominican Republic.

It is something we will research as it dovetails nicely with our

BusinessFocus

Jan/Feb

|

47

we do not have much control over it. Although we have some control over the relationships with the corresponding banks but at the stroke of a pen they could leave and we could be cut off from the international market. I think this is what would keep me up at night from a professional standpoint.

From a national standpoint, crime keeps me up. It is my main concern as I don’t get the sense that it is isolated or random. I think we can all be exposed to it at any minute and we need to play a part in combating crime, speaking out against it and providing some avenues for deterring persons from choosing a life of crime. It goes back to the entrepreneurship programme, our mentorship initiatives, and projects we sponsor to help combat it.

ongoing SME programme that we are seeking to support and grow. This will be developed in the future as well.

Interviewer: Any other programmes or initiatives which you have spearheaded as it relates to youth development?

JJ: We have recently launched a student loan product for Sir Arthur Lewis Community College which mirrors what would be received if you were going to university so it has that moratorium element built into it. It is a new and quite innovative product that no other Bank has done. Also, the marketing department headed by Robert Fevrier has embarked on a series of talks and engagements to help educate and inspire the young leaders of tomorrow. We are always actively seeking to forge deeper partnerships with them where if they need us to do more in terms of engagements, we will do so. It is our way of giving back.

We need to be positive role models especially for the young men as was done for me as I was navigating life.

Interviewer: With such a hectic schedule and demanding role, what would be the down time activities for the newest and youngest Managing Director of 1st National Bank?

JJ: Truth be told, I am a true introvert according to the many assessments I have done. I rest in my down time, I read and try to broaden my knowledge. General knowledge. I also like to think that I have green hands, not thumbs but hands as I am man of the soil. I enjoy agriculture and I share the fruits of my labour. I also spend a lot of time speaking to farmers and also advising on how they can turn their passion into a viable business.

Additionally, I spend a significant amount of time speaking on financial literacy. Occasionally I would do a lecture at the church or school to assist in the understanding of loans, assets and so forth.

Interviewer: What keeps you up at night?

JJ: I would say de-risking from a banking prospective. We have done a number of talks and forums on de-risking but

BusinessFocus

Jan/Feb

|

48

Most times we would go numb after an incident and I am concerned that it has become part of everyday life and we aren’t phased by it like we should be. The next generation will grow up thinking that it is the norm unless we take action now to change that dynamic and be shocked every time it happens. We need to tackle it holistically and not just blame the police. What are we doing to help? Are we reporting? We need to play our role as good citizens.

Interviewer: Any final motivational words?

JJ: I have this vision for the institution where we really want to go from good to great. I use these words as what is good today may not be great tomorrow so we must continuously strive to be better than we were yesterday.

Incremental steps can make a big difference. Sometimes we seek transformational change in the hope of making that big difference. However, if we seek to be better than we were yesterday, by the time the year is over, we would have achieved massive transformational change. Don’t get caught up in the big numbers, distil those into incremental steps that you need to take and eat that elephant one bite at a time.

The journey from good to great is not about your ideas however, it is how you execute your ideas. We could have all these amazing ideas but can’t execute. I have been told I am not the most creative person but that I have a relentless drive for execution. So, if we, as a team can come up with a few great ideas for the year which we believe will make a difference, rest assured, we will execute flawlessly on these ideas. I believe there is more value in flawlessly executing one idea than generating tons of ideas which aren’t utilized.

1st National Bank is a doer, we are here to execute and when we tell you we are going in a direction, we will do just that.

The journey from good to great is not just a saying but a belief which has infected a lot of people in this company over the last 6 months and we have seen this transformation in that time. When we closed out the year 2017, we achieved just about double-digit growth over the prior year. Our future looks bright.

We are committed to greatness and transitioning from good to great and always remembering that strategy without execution will get you nowhere. ¤

FOR ALL YOUR CATERING NEEDS!

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

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

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

• • • • • • •

WEDDINGS CONFERENCES BANQUETS OFFICE PARTIES SOCIAL GATHERINGS COCKTAIL PARTIES OTHER EVENTS

Goddard Catering

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

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

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

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

Hewanorra Int’l Airport | P.O. Box 363 Vieux Fort, St. Lucia, W.I. +1.758.459.6400 Ext: 6429 | +1.758.728.9400 uvf.gcg-events@goddardcatering.com BusinessFocus Jan/Feb | 49 www.gcg-events.com

CORPORATE SOCIAL RESPONSIBILITY The Bank has adopted the measurement system “Balanced Scorecard” which interlocks Corporate Social Responsibilities' Leadership Assessment with overall performance and necessarily generates constructive feedback...

1st National Bank St Lucia Limited Committed to Community Outreach

A

s a good corporate citizen, the Bank has always humbly supported initiatives which provided support to the community. Education, Arts and Culture, Sports and Health are at the core of the company’s Corporate Social Responsibility initiatives.

Speaking to the conscience of the organization, its Board of Directors, Management Team and Staff, as the indigenous financial institution with a strong eight-decade legacy, 1st National has prided itself on being “the Bank of the People” and has continued to live up to that notion.

BusinessFocus

Jan/Feb

|

50

Corporate Social Responsibility

Education Education support accounts for nearly one million dollars of relief on a yearly basis with the Bank working closely with educational institutions, corporate partners and associations who all have the same burning desire to enrich lives. Support not only goes to the secondary and tertiary level students, but a large component is aimed at the primary and high-level students, with a keen focus on at risk youth.

The Bank’s contributions in Education is heavily anchored on the 1st Class Student Loan campaign which gives students access to unsecured loans of up to $20,000 with an increasing maximum threshold of $250,000.

This initiative provides under-privileged students the opportunity to further their education.

For the Bank, Education is high up on its priority list providing support for the Junior Achievement Programme where secondary school students develop business acumen and leadership qualities through the St Lucia Chamber of Commerce.

Other initiatives include the Pat Charles Memorial Lecture, Lady Marilyn Floissac Memorial Lecture, Tribute to the life and work of Patricia Ismond through Literary Workshops and the Independence Lecture. These initiatives were directed at the Faculty and students of the UWI Open Campus and Sir Arthur Lewis Community College with a focus on Education.

The Bank also embarked on a major familiarization television campaign with CSR related activities of 1st National Bank and the provision of financial advice.

Other Educational support Projects include: • Vital Voices Global Mentoring Walk aimed at young women.

• Glaucoma Symposium geared towards sensitizing persons with the disease and offering specialized care options.

• Mon Repos Combined School Adoption - funding for primary school maintenance and infrastructural improvement.

• SALCC Career Guidance Showcase - preparing tertiary level students for the work force with mock job interviews and information/guidance on career path.

• Anansi’s Challenge - support for hosting the event and provision of secondary school scholarships for winners.

• George Charles Secondary School - student support by easing the financial burden for promising students (Laptops included).

• Shareholders Education Forum to familiarize them on the circumstances which frame the Bank's decisions.

• Graduation Exercises at secondary schools island wide - educating youth at risk in what is perceived to be ghetto hot spots in the City.

BusinessFocus

Jan/Feb

|

51

Arts and Culture Enshrined in our mission and vision are strong words which resonate with our Corporate Social Responsibility approach.

As an indigenous Bank, we are guided by the philosophy of the founding fathers that we need “to contribute to national development” and in everything we do, always be “an outstanding Corporate Citizen.”

As such, for 1st National Bank, our Culture is the heart beat of our nation. With this in mind, it is integral to support the homegrown talents, and associate development and growth in that area as part of our social consciousness. Among our most proud titles was the befitting “Patron of the Arts” by Caribbean Laureate Dr. Adrian Augier, a commendation which is usually bestowed upon to the likes of Lorenzo de Medici and Cardinal Rodrigo Borgia, which supported the craft of Michelangelo and Leonardo.

Our support for the Arts and Culture span from festivals, competitions and assisting the staging of productions in various capacities. We have supported: • Nobel Laureate Week activities which highlight the contributions of Sir Arthur Lewis and Sir Derek Walcott.

• Silver Shadows Dance Academy with the staging of their artistic celebrations.

• International Literary Festival to facilitate the staging of theatre productions.

• Library Literary Night aimed at encouraging reading habits and honouring poets.

• Various Jazz Festivals including Tea Time Jazz, Marigot Jazz, Monchy Jazz, JQ Mall Jazz, SALCC Jazz and Vieux Fort Jazz with a strong community connection.

BusinessFocus

Jan/Feb

|

52

• SALCC Word Up Poetry Slam to help cultivate artistic talent in Poetry.

• Various Calypso initiatives including the Police Calypso Competition and RC Boys Calypso Competition.

• Kite Flying Competition to help preserve cultural continuity in the next generation.

• Cultural and Kweyol Workshops to expose more persons to our national tongue.

• Carnival Bands including Rituals Jr and Sr, Just Us Kids Kiddies, St Lucian Spirit, Bad Company J’Ouvert Band and De Calypso Revue Tent.

• Caribbean Youth Festival which promotes a positive environment for the Youth.

Sports The Bank’s contribution to Sports has been a longstanding one, as it is mindful of the health benefits of being active and living a truly healthy lifestyle. Participating in sporting activities is one way in which the Bank supports this drive and encourages its staff and the wider public to become involved.

The Bank has been credited for encouraging World Renowned Olympic finalist and World Number 3 ranked High Jumper Lavern Spencer. The young professional athlete was nurtured and given the opportunity to perform and compete at the 1st National Bank 14 and Under Track and Field Championships during her formative years. It is of interest to note that this sporting event has taken place in collaboration with the St. Lucia Athletics Association for over two decades. The Bank has been recognized by the Eastern Caribbean Central Bank for the Good Corporate Citizen Award for its contribution to Sports. It is customary to see Staff participate and give of their time at many such events.

The cultivation of discipline through sporting participation resounds upon the body, mind and spirit of individual participants and is truly an exercise in holistic development of the human being. 1st National Bank has supported generations of young athletes through its unbroken record of the several consecutive years of sponsoring the 13 and Under Track and Field Championships, a formative start in the cultivation of our most recent Olympians.

Our approach has been very hands on at times, lending support in various ways including:

• 13 and Under Track and Field Championships • St. Lucia Open Golf Tournament • St. Lucia Netball Association (Under 23 National Netball Team). Breakfast with the Stars • National Secondary Schools Swimming Championships • Club Swimming • International Glaucoma Day Walk • Walk for a Cause • Primary and Secondary Schools Sports Meet • VSADC Young Footballers • Kowie St Lucie (precursor to the National Telethon)

BusinessFocus

Jan/Feb

|

53

Community Outreach/ Health The Bank has adopted the measurement system “Balanced Scorecard” which interlocks Corporate Social Responsibilities Leadership Assessment with overall performance and necessarily generates constructive feedback, as it objectively links activities that are mandated to advance the company’s principles, of which the Corporate Social Responsibility agenda is paramount.

• Centre For Adolescent Renewal and Education (C.A.R.E.)

In support of Community Outreach and Health initiatives, 1st National Bank has established covenants to ensure the various programmes of care and comfort for the sick, shut in and sometimes destitute in our various communities, are sustainable. Accordingly, many communities and organizations across the country benefit from the Bank’s generosity and goodwill. We are not merely a Bank, but a Bank with its heart embedded within the community.

• Veterans' Appeal Fund

These initiatives include: • Salvation Army • National Community Foundation • Child Development and Guidance Centre • St. Lucia Blind Welfare Association • St. Lucia Sickle Cell Association • The Holy Family Children’s Home • The Marian Home for the Elderly • St. Lucy’s Home for the Elderly • Missionaries of Charity

BusinessFocus

Jan/Feb

|

54

• Ministry of Human Services and Gender Relations (International Women’s Day/Week) • St. Benedict’s Parish (Feeding Programme for the Poor) • George Charles Secondary School Feeding Programme

Through our robust programme of Corporate Social Responsibility, 1st National Bank has augmented for the better, the lives and situations of the elderly, the youth, the marginalized, the artistic, the differently abled, the environment, aspirants to higher education and upholders of the nation’s cultural traditions. The Bank’s direct injection of almost $1M represented one percent of its total revenue reinvested into society for the enhancement of the quality of life of our people. These are recurring commitments which the Bank will continue to support. ¤

2016 Laborie Credit Union

Tel: (758) 459-6900 | Fax: (758) 455-9289 Email: info@mylaboriecu.com

Web: www.mylaboriecu.com Facebook: facebook.com/laboriecooperativecreditunionltd

Regional Company, World Class Solutions Caribbean Credit Card Corporation 4Cs Extends Congratulations to 1st National Bank St. Lucia Limited on its

th

www.4csonline.com Caribbean Credit Card Corporation Ltd. Bladens Commercial Development P.O. Box 993, Basseterre, St. Kitts Tel: 1-869-465-3700. Fax: 1-869-465-0890 Email: 4ccard@sisterisles.kn

Anniversary BusinessFocus

Jan/Feb

|

55

FOCUSING ON ENTREPRENEURSHIP

Focusing On Entrepreneurship

Micro Small Medium Entrepreneurship (MSME) Competency Unit Saint Lucia is the pilot country involved in an 8-year project with partners who are eager to see a change in the market and the way in which the MSME Competency Unit can be useful to the country.

I

n 2015, the Bank was privileged to participate in the Micro Small Medium Entrepreneurship Competency Unit, German Entrepreneurship project which is utilizing the country as the pilot for this ambitious programme. A team from key agencies in the country represented the island in a nine-day sensitization trip to Germany taking a first-hand view of the entrepreneurship project. Alongside the Bank’s Irvin Springer, Business Development Manager and Angel D’Auvergne, Corporate Lending Manager, the Saint Lucia team were made up of the St. Lucia Chamber of Commerce and SEDU, Ministry of Commerce.

BusinessFocus

Jan/Feb

|

56

This is pertinent, as one of the biggest problems faced by the small business sector is access to financing. Due to the high risk involved, Banks were reluctant to invest in this sector. The high failure rate of the businesses, the inability to provide adequate security and such issues were highlighted as contributing factors. As such, the German Savings Bank, in collaboration with the Eastern Caribbean Central Bank (ECCB) initiated a project to help enhance the MSME sector within the region. The need was so great, that the ECCB saw it prudent to solicit the support of the Germans as they have a working model which could be adopted and adapted in the islands.

The Germans are world renowned for developing and maintaining the best MSME programme with a failure rate of as low as 4%.

Saint Lucia is the pilot country involved in an 8-year project with partners who are eager to see a change in the market and the way in which the MSME Competency Unit can be useful to the country.

In this programme in Germany, the educational system is structured for the business environment. Their Dual Vet System is a combination of the apprenticeship and theory. The incubator system helps to develop

an idea, take it to the fabrication lab to develop the project. Then, their Chamber of Commerce helps to plan and prepare the entrepreneur for the next stage, approaching the banks.

In Saint Lucia, Belfund would be supporting the school leavers through an intensive training and sensitization course. These persons will be recommended to the SEDU (primarily for the promotional side) or St. Lucia Chamber of Commerce for the next stage of the programme.

To prepare for this project which officially starts in the first quarter of 2018, the German counterparts will fly in to train the key agencies on the supply and demand side. These training sessions are essential to prepare the trainers and partnering institutions to undertake the project processes.

As part of the programme, the ECCB will give access to finance through a partial guaranteed fund for persons who do not have enough funds. The panel of professionals would come from the St. Lucia Chamber of Commerce and the Ministry of Commerce’s intervention. The success of the MSME pilot project depends on an ecosystem similar to what exists in Germany. ¤

BusinessFocus

Jan/Feb

|

57

FRANCIS J CARASCO SCHOLARSHIP

Francis J Carasco Scholarship

25 Years and Counting!

Angel d’Auvergne

The scholarship is open to shareholders and their children who are seeking to pursue studies at the University level in the area of Banking or any related field.

The Francis J. Carasco Memorial Scholarship has already enriched many lives since its inception in 1993. This scholarship fund was established at the behest of the shareholders who saw it fit to give back to the community, by providing access to higher education. The scholarship is open to shareholders and their children who are seeking to pursue studies at the university level in the area of Banking or any related field. The highly anticipated fund is awarded on a triennial basis.

In the past years, recipients undertook studies in Economics, Business Management, Finance, Computer Science, and Accounting.

Recipients of the Francis J. Carasco Memorial Scholarship Fund to date:

A

s an indigenous Bank, 1st National Bank St. Lucia Limited has always demonstrated a keen interest in educating the masses. Drawing from one of our astute Nobel Laureates, the Bank truly believes that, “The fundamental cure for poverty is not money, but knowledge”, according to Sir Arthur Lewis. Through its commitment to education and the establishment of the Francis J. Carasco Memorial Scholarship, the Bank hopes to contribute meaningfully to the development and growth of the nation.

BusinessFocus

Jan/Feb

|

58

• Chima Tobias • Cleveland Emanus • Nickler Velinor-Paul • Malaika Theobalds • Angel d’Auvergne • Jade Barnard • Dawnavan Foster Although most of the recipients have since moved onto other careers outside of banking, to date Ms. Angel d’Auvergne has remained with the Bank having joined as a management trainee upon graduation from The University of the West Indies St. Augustine Campus. We are proud to share Angel’s story with you.

Angel d’Auvergne, Scholarship Awardee Testimonial I worked at an insurance company and that influenced my decision to study Management and Finance. When I found out about the scholarship from the bank, I was very interested but cautiously sent my application. The process was not as arduous as I anticipated. As a shareholder of the Bank, I attended a few meetings to understand the process better and ensured I was prepared for the interview part of the process. I must admit my nerves were getting the better of me but the meeting with the 5-member panel was a breeze. They were so welcoming and engaging that I easily articulated why I should be the recipient of the Francis J. Carasco Scholarship Fund for that year.

During my time at the University of the West Indies, the Bank supported me whole heartedly. I never worried as they kept my mind at ease, always encouraging me. Upon my return to Saint Lucia, as a condition of the scholarship, I was bonded to the Bank for two years and was fortunate to be placed in a management training programme which is an accelerated process. I was able to work in various departments and understand their inner workings.

I must admit I was apprehensive at first but was eager to learn as this was my first time working in a Bank. The hands-on experience was immeasurable. From the basic to the more complex functions, I learnt to manage my time and became more accountable. At the end of the management training programme, I was given a choice of which department I would like to work in if I decided to stay within the banking sector. Admittedly, I found my home in the lending department. In my view, I gained

an opportunity to learn more in my current role and, gravitated to the department as the team was amazing and quite encouraging. I was nurtured by the then manager as well who took me under her wings, thus allowing me to grow and surpass my expectations during my time in that department.

One highlights for me working at the Bank is serving our very valuable customers and ensuring they were always satisfied. Fulfilling their requests is what gets be out the door every morning as we have some of the best customers.

10 years later, I am now the Corporate Lending Manager for the Bank and I love what I do. I am ever grateful to the Bank for taking a chance on me.

I would encourage others who are thinking of furthering their education and seeking support to reach out to the 1st National Bank. All shareholders and children of shareholders are eligible. So, do not miss this opportunity to educate yourself. Trust in our indigenous Bank which truly places Saint Lucians at the forefront of everything it does. I can personally attest to that.

I will ever be grateful to the Bank and to my grandmother whose generous gift of 1st National Bank shares made me eligible for this scholarship. In light of this, I would encourage the shareholders to get more involved, attend the sensitization meetings and ask questions. As the next scholarship recipient could be you! ¤

Congratulations to 1st National Bank St. Lucia Limited on the occasion of their Anniversary of operations

Caribbean Association of Banks

St. Lucia Mortgage Finance Co Ltd

THE WAY HOME SINCE 1968 Our commitment has stood the Test of Time.

Our Devotion is Legendary!

Interest rates are at an all-time low so build Today and Celebrate Forever.

At SMFC we have something for everyone: From as little as $10,000 to our “High 5”- $500,000.

Come, talk to us, and together we can develop the mortgage plan that best suits your needs.

So make that call! : 1 (758) 452-2877 : 1 (758) 452-2878 : cab@candw.lc : www.cab-inc.com

Caribbean Association of Banks Inc Vide Bouteille, Chakiro Court P.O. Box CP5404 Castries, St. Lucia

Join the thousands of St. Lucians enjoying life in their own homes!

St. Lucia Mortgage Finance Company Limited Brazil & Laborie Streets, P.O. Box 455, Castries Telephone: 452-3464/7/8 – Facsimile: 452-6944 – Email: smfc@candw.lc

BusinessFocus

Jan/Feb

|

59

IT INNOVATIONS TO BENEFIT YOU Part of the company’s vision and mission is ensuring that its valued customers do not have to compromise on quality when choosing the Bank.

With a focus on streamlining processes, upgrading systems which provide a platform for customers to access their funds a lot easier.

After its rebranding and name change exercise from St. Lucia Co-operative Bank in 2005, 1st National Bank made some radical moves which showed it was adaptive and actively seeking new ways to support its customers by facilitating the ease of doing business. The Bank is especially proud of its implementation of mobile banking, the first in the Saint Lucian market, and has worked conscientiously to build on the technology especially the safeguards to protect its valuable assets, its customers. The mobile application was fully tested on iOS and Android platforms and also supported the MoBanking for web capabilities as well.

To ensure the customers were able to utilize the new services with dynamic features, the Bank embarked on an extensive education programme on its use, features and capabilities of the app. Customers enjoyed a variety of features including: • Transferring funds in real time between accounts held at 1st National Bank.

• Transferring funds in real time between customers’ accounts with the Buddy Pay feature.

F

rom pennies to pounds, 1st National Bank has come a long way in not only keeping up with the times, but pioneering new technological feats in a very competitive banking sector. From its humble beginnings, the Bank has always been a cautious player observing the market but a fast learner proactively participating where possible.

BusinessFocus

IT Innovations To Benefit You

Jan/Feb

|

60

• Paying of bills.

• Transferring funds to other MoBanking Users.

• Viewing account balances and transaction history.

• Receiving customized text or email alerts.

• Creating account-specific alerts.

Part of the Bank’s vision and mission is ensuring that its valued customers do not have to compromise on quality when choosing the Bank. With a focus on streamlining processes,

upgrading systems which provide a platform for customers to access their funds a lot easier. Further, with MoBanking, 1st National Bank ensures that customers are able to enjoy the convenience of banking on the go, empowering them to conduct business where ever they are.

By 2015 the Bank launched a new service the Eastern Caribbean Automated Clearing House (ECACH) which is a central operating system. This system allows the electronic clearance of cheques between banks operating within the Eastern Caribbean Currency Union reducing on the time it would take to process and clear the cheques. This is a timesaving mechanism which has allowed for the ease of doing business within the banking sector.

In designing new systems, the Bank ensures that it safeguards the customers’ data through fortified software systems and by collaborating with established foreign partners with sound reputation. This due diligence when designing and developing its IT systems has allowed for customer confidence in the Bank.

Improvements in systems for future would be aimed at increasing additional ATMs throughout the branches, and well-known businesses. Self service will be introduced soon at all branches with the new flagship branch in Vieux Fort to be the first to roll out these advanced service capabilities, making the ease of doing business a lot better.

As the first indigenous Bank with strong roots firmly planted into the social fabric of the island, 1st National Bank St Lucia is motivated to provide the best service as promised to its valued customers. The future is bright with more products that show innovation, world class customer service and market leadership as it relates to the development of Information Technology. ¤

BusinessFocus

Jan/Feb

|

61

TRANSFORMATION FROM THE PENNY BANK TO MARKET LEADER With a unified vision, a strong sense of community and a futuristic outlook, 1st National Bank is proud of its 80 year legacy and looks confidently into the years to come to be the first for the betterment of the nation.

I

n January 1938 the St Lucia Cooperative Bank opened its doors as a smalltime savings and loans organization. Under the first Manager John B.D. Osbourne and his three staff members, the Bank was a place where the modest hardworking citizens could proudly save their pennies in a time when other institutions didn’t consider the coal blackened coppers and shillings of much value. However, the pioneers of the Bank were true forward thinkers and knew that savings were needed for investment in land, homes and education, true financial freedom from an oppressive colonial situation. The Bank was truly proud to start a movement of hope and help not only educate the masses but build on the strong foundation which has seen the small structure it was established in decades ago, grow over the years.

BusinessFocus

Jan/Feb

|

62

Transformation From The Penny Bank To Market Leader

After a slow recovery when the Castries fire of 1948 devastated the city, the Bank helped reshape and rebuild the city through the accumulated “pennies” of its members granting mortgages and loans to help boost the economy. It became more evident that the needs of the country had to be met and the good work being done, had to be continued.

As the client base grew over the next decade, the Bank continued to expand through various initiatives including gaining the interest of international banking giants. By the turn of the century, the banking institution had embraced new technological waves with ATMs and more sophisticated IT systems. Riding on the coat tails of the steady growth of the tourism and travel industries, gave rise to the new developments like the Bureau de Change at GFL Charles Airport.

By 2005 the Bank rebranded to 1st National Bank St. Lucia and steered the course to becoming a formidable player in the banking sector. Although the name change seemed only in name at the time, it truly was the beginning of the transformation process.

The Bank moved away from the notion of the “Penny Bank”, but it is notable that it kept a strong sense of community with a personal touch, which kept it true to its origins and made the Bank a success today. Despite the challenges associated with the financial crisis of 2008, the Bank held on to its mission of being a Bank for the people, and were able to navigate the harsh economic climate with all staff onboard.

Innovation is a word used in the daily banking life. With the new look and the agility to overcome the challenging times with a steady but impressive growth, the Bank looked toward technological advancements to make a mark in the sector. The Bank prides itself in being the first to provide Mobile Banking in Saint Lucia using Jack Henry & Associates as its core software provider. As advancements go, the once Penny Bank forged relationships with foreign banks to

negotiate foreign currency exchanges and facilitate trade maintaining relationships with Bank of New York Mellon, Bank of Montreal, First Citizens Bank (TT), Republic Bank of Barbados Limited, Eastern Caribbean Amalgamated Bank and St. Kitts-Nevis-Anguilla National Bank (SKNA).

• Safe Deposit Box facilities

Over the next few years till present, the Bank would receive recognition for its work humbly accepting a flood of awards including the PM’s Award for Innovation, Awards for Corporate Social Responsibility, Corporate Leadership and Service Excellence at various St Lucia Business Awards, Good Corporate Citizen Awards from ECCB for outstanding contribution to Sports, Financial Education and Empowerment. The Bank was also recognized by the Caribbean Credit Card Corporation for highest growth in International Debit Transactions in the region. 1st National Bank was coming of its own.

• Residential Mortgage Loans

To date, the Bank proudly provides various banking and financial services including: • Savings, Chequing and Foreign Currency Accounts • Fixed Deposits Accounts • Foreign Exchange Transactions • Local and Foreign Drafts • Wire Transfers • Debit and Credit Card Facilities • Mobile Banking • Internet Banking • ATM Services

• Education Loans • Personal Loans • Commercial Mortgage Loans • Small Business Loans • Weekend Banking (Smart Banking) Fast forward to 2018, 80 years later, the Bank is headed by Mr. Johnathan J. Johannes, a banking veteran at the prime age of 40 years old. He proudly took the reigns after the untimely death of his predecessor Mr Andy Delmar, and has assiduously worked to build on the legacy already in motion. Mr. Johannes brings a strong leadership quality firmly braced in years in the banking sector with experience across the islands. He also developed acute skills while in the regional retail market at Unicomer which has keenly assisted him for the road ahead. He has adopted the philosophy of moving from good to great and embodies the notion through every day life.

As the Bank looks ambitiously at the future, it looks bright. A brand new location in Vieux Fort with state of the art amenities making it a first for the island in some respects, the development of the MSME entrepreneurship pilot project spearheaded by Germany and the numerous technological services which are aimed at bringing the Bank into the 21st century are closer than we think. With a unified vision, a strong sense of community and a futuristic outlook, 1st National Bank is proud of its 80 year legacy and looks confidently into the years to come to be the first for the betterment of the nation. ¤

• Night Deposit Services

BusinessFocus

Jan/Feb

|

63

The Road To Instant Banking

THE ROAD TO INSTANT BANKING The Bank is now on the fast track to provide chip and pin services for its customers, taking its banking services beyond our shores, and far into the 21st century.

1st National Bank St Lucia Limited has evolved.

Working with a growing and dynamic team, the Bank has transformed mindful of the technological advancements and market demands. As the client base increased welcoming a wide range of demographics, so did the need for more advanced capabilities to afford ease of doing business and foster a greater sense of worldly banking experience for the indigenous Bank. The Bank is now on the fast track to provide chip and pin services for its customers, taking its banking services beyond our shores, and far into the 21st century.

BusinessFocus

Jan/Feb

|

64

Tips to protect your card • Don’t write your PIN on your card • Don’t give anyone your PIN including friends and family • Don’t reveal your PIN over the telephone (No one at the Bank will call and ask for your PIN over the telephone) • Avoid using numbers easily identified with your personal identity • If you need to write your PIN down, keep stored away from you card • Be mindful of your surroundings • Use ATMs located in the centre of the building • Do your banking in public locations • If you must use the ATM at night, consider bringing a friend • Conduct your transactions privately • Use common courtesy at the ATM by allowing persons in front to conduct their transaction freely • Conduct your business quickly and effectively ensuring no one is watching your PIN • Use your body and free hand to shield the keypad and screen during the transaction

• Don’t use the ATM which offers options you are not comfortable with • If the machine looks like it has been tampered with or any loose parts, do not use it • Report damaged ATMs to representative at any branch

a

customer

service

• Do not insert your card in any ATM which offers to clean and renew your card • Never leave your receipt behind • Your receipts can assist with rectifying problems which occur during your transaction • Discarded ATM receipts can lead to theft and account hijacking ALWAYS • Keep your card in a cool, dry and secure place • Keep your card in a proper card holder compartment in a wallet or card sleeve • Memorize your PIN • Do sign the back of your card ¤

BusinessFocus

Jan/Feb

|

65

Sylvia Alcee

Aloysius Daniel

Viviane Jordan

Valery Marshall-St. Omer

Beverly Greene

Shawn Norville

Carleen Jn. Baptiste-St. Marthe

Mary Webster

Long Serving Staff Members Over 20 Years

Richard Joseph

LONG SERVING STAFF MEMBERS OVER 20 YEARS BusinessFocus

Jan/Feb

|

66

Clarette Auguste-Taylor

Gladys James

Gloria Thomas

Medina Charles

Juliana Jn. Jacques-Popo

Judy Joseph

Stanley Regis

Bridget Sutherland

Jacqueline Anthony

We would like to acknowledge the service of our dedicated staff members who have worked with us for the past 20 - 40 years. You are the true pillars of our strong foundation laid out by our founding fathers. Your commitment to the achievement of our vision has unequivocally assisted the Bank in carrying out the mandate and assisted in surpassing our expectations.

We wish you the best and continued success as we forge forward as a redefined 1st National Bank St. Lucia Limited.

BusinessFocus

Jan/Feb

|

67

A CUSTOMER'S PERSPECTIVE Cleopatra Altenor-Theobalds Medical Doctor

A Customer's Perspective

M

y name is Cleopatra Altenor-Theobalds.

I am a General Practitioner at the Bay Medical Centre. I studied Medicine at the University of the West Indies, St. Augustine Campus in Trinidad. I moved back home in 2007 having done my Internship in Trinidad, and I worked for almost a year at the Victoria Hospital as a House Officer in Internal Medicine. In November of 2007 I was approached by Dr Amanda King, a Rheumatologist and Dr Charles Greenidge, a Surgeon at Bay Medical Centre to work with them. I had honestly not considered going into private practice so early, however a chance to work in a field which I had gotten curious about led me to it. I have been most fortunate to have been introduced to 1st National Bank St Lucia through working at BMC. Having Accounts with the Bank meant I got to know some of the Managers and Customer Service Representatives on a personal level. Perhaps coming into an establishment which already had a very good relationship with the Bank placed me at an advantage. But it only served to make me very comfortable with establishing my own personal accounts and relationships with the Bank. Whilst there is the Online Banking access, I find it so convenient to have personal access to the Bank and representatives on a Saturday when it's much more convenient to go into the Bank.

BusinessFocus

Nov/Dec Jan/Feb

68 | | 68

Besides that, I have very good personal banking services, with quick responses via email. I enjoy the relationship with 1st National Bank St Lucia so much, and it is evident the Doctors I work with feel the same. We have been able to open other accounts at the Bank for the Caribbean Association for Rheumatology, and also the St. Lucia Arthritis and Lupus Association account (of which I am the current President).

I remember those first ads about Mo Banking, when they introduced Online Banking. I was impressed and excited about the Bank's embrace of technology and the fact that it was a trendsetter, even when the larger banks did not seem to market this. I am also quite happy with the fewer fees at the Bank which makes you feel like you can make the most of the money that you have there. It's like they are helping you guard your investment. I would encourage any young person to become a shareholder and make use of the many services available through 1st National Bank St Lucia. They would not be disappointed with the care and service they would get and they are helping continue a legacy of indigenous banking in St. Lucia. In this 80th year of banking I would like to say well done to 1st National Bank St Lucia and thank you for continuing to provide such excellent service to St. Lucia.¤

A CUSTOMER'S PERSPECTIVE

I

Thomas Theobalds Attorney-at-Law

owe my early introduction into financial management to my father who has always been very knowledgeable about the local banking sector.

I can honestly state that my real appreciation for the excellence of 1st National Bank came after I returned to Saint Lucia in 2009 from studying and working abroad.

My homecoming marked many significant milestones in my life’s journey including settling down and starting my career as an Attorney-at-Law. Life had suddenly become serious. As I hastened to mature and make sound financial decisions which would safeguard my growing family, I engaged the Bank who once introduced me to the world of savings and to a new world of investments.

I remember the warm reception from the staff and was most impressed with the polished new look after the rebrand. Notwithstanding, the physical change was sharp, but the attitudes from the staff complimented the façade dealing with issues with a sense of urgency and authority which paralleled even international institutions. What a refreshing development!

However, it must be noted that the family oriented atmosphere I had grown accustomed too, has not been lost with all the changes which the Bank has undertaken over the years.

As a shareholder, account holder and a customer who conducts business on behalf of my clients through the banks growing business suite, there are many areas which have impressed me. 1st National Bank is growth oriented and supports small businesses providing sound advice (with industry specific knowledge). The Bank offers flexible banking hours with the Saturday opening being my absolute favourite option to accommodate my busy schedule. I’ve also found that the Bank is solution based and action driven, always seeking ways to engage community initiatives for the betterment of the country at large.

I must commend the Bank’s public relations drive for keeping us informed. A true sense of community and a stronger connection is quite evident and must be applauded as this achievement has made the difference in the transition period. I also love the Bank’s continued campaign to build relationships fostering a greater sense of family within the organization across all levels. 1st National Bank truly provides the human touch, valuing its customers and employees alike, and providing a comfortable environment for conducting business.

I love my Bank. World class service with a personal appeal, always exceeding expectations. What banking should be! ¤

BusinessFocus

Jan/Feb

|

69

The Four Horsemen MUST READS BUSINESS FOCUS

Volume 25

The Four Horsemen

By Lyndell Halliday BSc., MBA, CPA,CMA

“I looked, and behold, a white horse, and he who sat on it had a bow; and a crown was given to him, and he went out conquering and to conquer.” Revelation 6:2

Amazon, Apple, Facebook and Google are four of the most successful corporations in history. There are only five nations that have gross domestic products higher than the combined market capitalization of these four companies.

Each of them is dominant in their own way. The four are ubiquitous - there is a high probability that you have utilized a product or service from at least one of these technology behemoths sometime in the last 24 hours. In fact, chances are better than ever that you have used more than one. This is particularly remarkable when you consider that only one of these companies existed prior to 1994. In a relatively short period of time, these four modern colossuses have grown to play an oversized role in our daily lives. In the process, they have amassed an unparalleled degree of market dominance and unrivalled influence. Professor Scott Galloway christens them as “the four horsemen” in his newly published book.

The Four: The Hidden DNA of Amazon, Apple, Facebook and Google (Portfolio, October 2017) by Scott Galloway Scott Galloway, a former serial entrepreneur is a professor of marketing at New York University’s Stern School of Business where he teaches Brand Strategy and Digital Marketing.

Scott Galloway is not an Apple fan-boy. Nor is he an aficionado of any of the other four. The author no doubt has great respect for these multi-billion dollar businesses – praising the business acumen and audacity of their founders and leaders. But the professor is also wary of the consequences of their unchecked power. According to Galloway, these companies are the equivalent of the biblical four horsemen of the apocalypse – all conquering, all powerful – and dangerous.

At the same time, they are also the four horsemen of God, love, consumption and sex. These provocative metaphors are intended by the writer to convey both awe and derision.

BusinessFocus

Jan/Feb

|

70

This book is a succinct narrative of the rise to dominance of the four horsemen, a primer on strategic marketing and a sociopolitical commentary on the implications for society of the power amassed by these four companies. Galloway also gives advice on entrepreneurship and career management in an era dominated by the Four.

According to Galloway, to be ultra-successful a company must appeal to one of four core organs in our body: the brain, the heart, the stomach and the reproductive organs. The Four have succeeded because they understand how to do this better than anyone else.

Google - the horseman of God - appeals to the brain. We go to Google for answers to everything. Like God, we have come to trust Google more than any other entity. And Google in turn knows many of our most intimate secrets.

Facebook - the horseman of the heart - appeals to our desire to be connected to other people and our instinctive need to be loved and to love other people.

Amazon – the horseman of consumption - is our consumptive

gut. In a consumption revered age, it offers us more for less.

Galloway compares Amazon’s world class operational excellence and ability to execute to that required to pull off the D day invasion. He predicts Amazon will become the first trillion dollar corporation in the world.

Apple – the horseman of sex - owes its success due to its

distinctive ability to tap into the most irrational of our organs.

As a result Apple has been uniquely successful in the technology world of being able to charge premium pricing, amassing enviable profit margins as a result. For example, with less than 20% market share, the iPhone generates over 80% of the profits in the smart phone market.

However, the success of these companies comes with a significant cost to society. Amazon is destroying millions of retail jobs.

Apple pays far less in taxes than many other far less successful companies. Facebook and Google are practically monopolies.

We love these companies and engage with them daily, and so their behavior and power go relatively unchecked. Galloway is not naïve - he understands that as pro-profit companies, these businesses’ first responsibility is to their shareholders. But he asks important questions about the implications for society of the unbridled pursuit of value for the shareholders of these corporations above everything else.

Overall, The Four is informative, entertaining and sobering. The language is very strong in some places, but it is a valuable eyeopener and I heartily recommend it. ¤ Lyndell Halliday is an avid Must Read reader, lifelong learner and The Power of Candour business executive, who has

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

Cool Breeze

We Provide the following services in addition to the refueling of vehicles: Cooking gas – both Sol and TexGas * Telephone top up – Lime/Digicel Vehicle accessories, car batteries, air fresheners * Lottery Tickets Oils and lubricants * Ice * Convenient store

Soufriere 758-459-7729

Location: Fond Cacao, Soufriere Telephone : 459 -7831/459-7729

Tyrone’s Wrecker Service Bois D’Orange, Gros Islet

Tel:(758) 452-9908 • (758) 719-5555 • (758) 485-9229

Email: tyroneservices@hotmail.com

Tyrone's Wrecker Service Roadside Assistance Service • Emergency Towing Services • Lock Out Services • Tire Change or Repair • Emergency Fuel Delivery • Jumpstart Services • Mobile Mechanic Services • Courtesy Car Service

Services Provided • Towing Services • Recovery Services • Storage Services • Lock Out Assistance BusinessFocus

Jan/Feb

|

71

BUSINESS FOCUS ECONOMY & TRADE

Over US$1.5b in Foreign Direct Investments Coming to St. Lucia – Prime Minister Chastanet He further states that, “We are seeing the economic growth projections of two percent or higher, and we’re on track for that.

We have over US$1.5 billion of foreign direct investment that’s committed to come to St. Lucia over the next two years.”

He elaborated on his plans to upgrade the capital city and eight villages on the island in a bid to boost local business. According to the PM, “we’re looking aggressively at Castries in terms of revitalising Castries. We’re going to be putting monies into Over US$1.5b in Foreign Direct Investments the development and the upgrading of eight villages being, Gros Anse La Raye, Canaries, Soufriere, Choiseul, Laborie, Coming to St. Lucia – Islet, Prime Minister Chastanet Micoud North and Dennery South. We will be spending significant amounts of money in fixing up the sidewalks, getting road signs in and the purpose of that is to help grow small businesses and to make those fishing villages much more attractive…”.

Prime Minister Allen M. Chastanet and Mexican President Enrique Peña Nieto during his recent state visit to Mexico Saint Lucia will stand to benefit from over US$1.5 billion in foreign direct investments over the next two years according to Prime Minister Allen Chastanet. Speaking to Watch Radio NYC, the PM stated that policies introduced by his Government after coming into office “are working”, although it will take about three years before the true effects start to show.

Records Successes in Investment Facilitation

He lauded the new policies being implemented by the Government as working and is looking favourably as the tourism and agriculture sectors are growing.

As part of a strategy to reduce youth unemployment in the midst of such favourable news, plans are in the works to convert Radio Saint Lucia into a recording and video studio to serve as part of a course at Sir Arthur Lewis Community College.

Watch Radio NYC serves the St. Lucian diaspora in New York. ¤

Records Successes in Investment Facilitation

In keeping with its mandate to advance the island’s socio-economic development through the facilitation of direct investment, Invest Saint Lucia (ISL) can report that it has recorded significant strides this year, thanks to its close collaboration with potential investors, the public sector and private sector players.

In 2017, ISL continued to work with a number of local and foreign investors from a wide cross-section of businesses, some of which have moved from the concept stage to operations, generating employment and the resultant economic activity.

Those investments include both greenfield investments and expansions of existing operations. Outlined below are some of those investments.

Pinkley Francis - Chairman BusinessFocus

Jan/Feb

|

72

Courtesy: The Harbour Club

The Harbor Club officially opened its doors in December. The hotel features 115 rooms with a variety of facilities including a spa, swimming pool, fitness centre, two restaurants, bakery and 4,000 square feet of event and meeting space.

The property had a soft opening to the general public and welcomed its first guests during December 2017.

The Hibiscus Trolley Train Tour commenced operations earlier this year from Duty Free Pointe Seraphine. The tour around the Castries city circuit is mainly for the Cruiseship market and lasts approximately ninety (90) minutes. The company currently employs 5 people.

David Rubin, Co-founder of OJO Labs (far right) presenting to the Cabinet of Ministers and Representatives from Invest Saint Lucia Ojo Labs, the Caribbean’s first Artificial Intelligence (AI) contact center officially opened its doors in November, employing close to 40 agents initially. It is anticipated that the Company will employ approximately 300 agents, within the next three (3) years. The company's staff complement currently comprises mainly Saint Lucian youth. Ojo is housed in the Hewanorra Freezone within one of ISL’s factory shells.

Alwin Investment Inc., a Saint Lucian pasta manufacturer, was assisted in its expansion efforts through the sale of a 7000 square feet factory shell in Union.

TA’s Distribution & Trading, a locally owned business, was supported through the renovation and lease of a 10,000 square feet factory shell in the Vieux Fort Industrial Estate. This larger facility enables TA’s Distribution to consolidate its services and increase its distribution of “Mags” refined coconut oil using locally produced copra.

BusinessFocus

Jan/Feb

|

73

BUSINESS FOCUS

The Royalton Saint Lucia Resort and Spa

The Royalton Saint Lucia Resort and Spa officially opened in February this year and features 453 rooms, eight restaurants, six bars, a world class spa, onsite splash park, conference space and an exclusive 94-suite, adults-only hotel within the resort called Hideaway. The Resort was developed after the acquisition of the Smugglers Cove Resort & Spa by Blue Diamond Resorts. Total estimated employment now stands at 800.

Brice & Co’s acquisition of a 9,800 square feet factory shell located in the Vieux Fort Industrial Freezone, supports the expansion plans of this local company as it continues to contribute to the construction industry in Saint Lucia.

This company is a leading manufacturer of cladded roofing material and a range of other products related to supporting the construction industry, locally and for export across the region.

Digicel St. Lucia recently launched a new Hub office in Saint Lucia as a part of its global transformation programme. ISL sees this as the first of many companies that will choose Saint Lucia to establish Headquarter operations due to favourable legislative changes.

BusinessFocus

Jan/Feb

|

74

Chefs Choice, a locally owned manufacturing company will be establishing an automated pasta manufacturing facility at Vide Bouteille, Castries. The company is expected to officially commence operations with about twenty-five (25) employees in 2018.

of the recently opened Park Hyatt in St. Kitts and the Kempinski Resort in Dominica. According to the investors, at least 500 staff will be employed during the construction phase, scheduled to begin within the first quarter of 2018. An estimated 350 staff will be employed when the resort begins its official operations. ISL is in discussions with the Black Bay farmers on the relocation of their active farming interests on the site.

Desert Star Holdings began exploratory work for construction of a race course in Vieux Fort in 2017. Invest Saint Lucia continues to provide support to Desert Star Holdings and to liaise with various agencies to ensure all the necessary elements are in place for the advancement of the project.

The Apple Leisure Group (ALG) recently announced that it will be bringing two of its luxury, all-inclusive resort brands to Saint Lucia in 2020. Micoud is the proposed site for the Resort which will comprise residences, condominiums and two hotels managed and branded by AMResorts (ALG).

The GP Group’s 4-5 star, 120-room and 40-villa hotel development under the Fairmount Hotel & Resort brand is one such project that, in July of this year, broke ground on the Sab Wisha beach, paving the way for the construction of the resort which sits on approximately fifteen (15) acres of beachfront property. The GP Group has also committed to completing several projects in the Choiseul community. This project is approved under the Citizenship by Investment Programme (CIP). During construction, which is expected to commence in 2018, an estimated 330 people will be employed and a further 580 on a permanent basis.

Range Developments will deliver a Ritz Carlton hotel with 180 rooms on 40 acres (1st phase) of a 165-acre property. The hotel will include 4 dining options, a holistic spa and 5 meeting and function areas. Range Developments is responsible for the development

Pure Vibe Entertainment with its new Ultra Lounge, will be a sound proofed, ultra-contemporary designed entertainment venue, offering a variety of specialty drinks and food. Ultra Lounge will be located on the Rodney Bay strip. An estimated eighteen (18) full-time and 7 part-time staff are expected to be employed when the venue opens.

Invest Saint Lucia’s dedicated team of professionals continue to facilitate direct investment in line with the Government’s vision.

ISL expects that in 2018, many of the pipeline investments will advance towards implementation. ¤ BusinessFocus

Jan/Feb

|

75

‘2017 The Most Eventful Year For CARICOM’, Says Chairman

ECONOMY & TRADE

‘2017 the most eventful year for CARICOM’, says chairman Chairman of the Caribbean Community (CARICOM), Grenada’s Prime Minister Dr Keith Mitchell, says there is no doubt that 2017 has been “a most eventful year for CARICOM”.

In early December, at the One Planet Summit in Paris, he noted that a Caribbean Climate-Smart Coalition was launched in partnership with British billionaire Sir Richard Branson.

“We experienced a scale of multi-country devastation never before seen in the region as two category five Hurricanes, Irma and Maria, raged through the Caribbean within two weeks,” said Mitchell in CARICOM’s end-of-year message.

The Caribbean Climate-Smart Coalition seeks rapid implementation of a US$8 billion climate investment plan that will transform the regional energy system, build resilience, drive economic growth “and set us on the road to being a climate resilient region,” Mitchell said.

“The Governments and people of our Community immediately responded to assist their brothers and sisters with the generosity and spirit of togetherness which is our trademark.

“I, therefore, must pay tribute to those who so willingly extended a helping hand in the hour of need of our brothers and sisters in the stricken countries,” he added. “Even before the hurricane season was over, the resilient people that we are, we had begun to rally. We determined that we could use the rebuilding process to become the first climate resilient region in the world.”

Recognising that the region did not have the resources to achieve that goal on its own, the CARICOM chair said the region sought the assistance of the international community.

First, in collaboration with the United Nations Development Program (UNDP), he said the region organised the CARICOMUN High-Level Pledging Conference, “Building a More ClimateResilient Community,” which was held in November at the UN Headquarters in New York.

It brought together nearly 400 high-level representatives from governments, multilateral and civil society organizations and the private sector, and raised more than US$1.3 billion in pledges and over US$1 billion in loans and debt relief, Mitchell said.

BusinessFocus

Jan/Feb

|

76

He said key areas for the initiative are: Resilient Housing and Shelter; Renewable Energy; Tourism and the Blue Economy; Physical Infrastructure; Government Systems and Security; Food Security and Climate-Smart Agriculture; and Human Capacity Development.

Mitchell said there has been “a tremendous international response” to the Caribbean Climate-Smart Coalition, stating that the private sector, the Inter-American Development Bank (IDB), the World Bank and the United Nations Development Program (UNDP) “have also played key roles as core partners of this initiative.”

In addition, he said the Green Climate Fund and The Nature Conservancy “have also come forward with support”.

“We anticipate starting implementation across the Caribbean in the New Year, while there is on-going emergency work already being carried out in the affected countries,” Mitchell said.

“Together, we can build thriving economies fuelled by clean energy, nature-based resilient design and innovation.”

Mitchell said the region has been “moving ahead in other areas as well.”

He said heads of government welcomed and approved the Human Resource Development 2030 Strategy, as well as the Roadmap for a Single ICT Space.

“This would enhance the environment for investment and production, provide an opportunity for innovation to flourish, support a sustainable increase in growth and jobs, enhance efficiency in, and increase access to public services,” he said.

In addition, Mitchell said there has also been progress in efforts to enhance the safety and security of Caribbean people.

He said several member states signed the CARICOM Arrest Warrant Treaty, which simplifies the procedure of returning fugitives to the country where charges have been laid.

An expansion of the Advance Passenger Information System and planned introduction of the Advance Cargo Information System also signify the importance attached to the issue of security, Mitchell said.

During the year, he said the region “also took a hard look at the CARICOM Single Market and Economy (CSME) and approved an Implementation Plan for 2017-2019 to accelerate the use of the measures under the regime.

MAMPA Employment Agency Recruiting solution with no boundaries

Local Employment:

• Professional • Contract • Coaching • Training • Domestic

Cruise Ship Employment: • Food & Beverage • Accounting • Deck & Engine

International Employment:

• The Caribbean • North America • United States • Europe

Let MAMPA Employment Agency do the hard work for you!

Mampa Employment Agency & Mampa Training Institute (MTI)

“A lot has been achieved in implementing the CSME, including legal and institutional measures and mechanisms to support the free movement of goods, services, skills, and cross-border establishment of businesses,” Mitchell said. “However, we will continue to review progress regularly to ensure that the benefits of this important aspect of our integration are accruing to our citizens.”

The CARICOM chairman said one of the most important drivers of the Community’s economy, tourism, received special attention, “as we sought to address both immediate and long-term initiatives aimed at stimulating sustainable growth in tourism.

“We focused on marketing strategies and agreed to support various public-private sector initiatives, which would entail engagement with other Caribbean countries, companies and multilateral organisations,” he said.

Mitchell said engagements at the highest level with the presidents of Mexico and Cuba enabled CARICOM to solidify those relationships, resulting in “increased strands of co-operation, particularly in disaster risk management.

39 Brazil Street Castries, Saint Lucia, W.I Tel: (758) 451 6163 | Cell:(758) 584 7262 Mampa18@hotmail.com | www.mampaagencyltd.com

LEYDUN

CONSULTING SERVICES INC.

“Listening - Understanding - Delivering”

SERVICES

Kleydun Consulting ServicesWe also • Procurement have the ability to • Cost Estimates undertake • Project Planning New Build & • Project Management Renovation Projects • Construction Supervision • Construction Management

“This is a particularly important area for us, given the predicted rise in the intensity and frequency of climatic events for our region,” adding that lessons learnt from this year’s experiences will serve the region well, “as we go forward in the era of the ‘new normal.’

“We have proven that we can withstand the slings and arrows of misfortune and bounce back stronger than ever,” he said.

“Let us continue to band together and ensure that we build a resilient Caribbean Community for the benefit of our children and grandchildren.” ¤

Bypass Road, Anse Canot, Dennery P.O. Box 1323 Castries, Saint Lucia LC04 101

Tel: (758) 518-6221 / 714-4367 Email: info@kleydun.com BusinessFocus

Jan/Feb

|

77

IN THE KNOW

can illuminate a relatively large area. Solar light manufacturers have broadened their range of lighting designs so that there are now solar lights that are designed to be mounted on walls or poles and others that can be easily configured to be mounted on posts.

One of the factors to be considered in the placement of solar lights is that these lights draw their power from the sun, therefore they need to be placed where the solar panel can receive the maximum direct sunlight. If the panel only receives partial light or if it receives direct light for only a few hours it will not last the entire night.

We have all grown up learning that the sun rises in the East and sets in the West. This is a true statement, however most individuals do not notice that as the earth spins on its axis the precise direction from which the sun rises and sets varies during the year. This variation should be taken into account when determining the placement of the light.

Solar Light Security

By Brian Ramsey – Alternative Security

Most individuals recognize that having lighting around their premises at night is a good deterrent against burglary and other crimes. With the cost of electricity in the Caribbean however many persons either forgo lighting the premises or drastically reduce the amount of lighting to reduce their electricity bill.

An option that has significantly improved over the past few years is the use of solar lighting. By drawing their power from the sun, these lights do not require any connection to the electricity supply thus not increasing the monthly electricity bill. In addition these lights come with a photo sensor that causes them to switch on automatically whenever it is dark.

The average individual when thinking about solar lights imagines the garden type solar lights that are intended to be staked into the ground. These are certainly good for decorative purposes and for lighting walkways to allow pedestrians to see where they are walking. To be effective for security purposes however any lighting has to be placed at a height so the light BusinessFocus

Jan/Feb

|

78

Another aspect about placement is that these lights when the light has motion detection is the location of nearby trees and the movement of their branches because of the wind. If placed where these branches are in the range of the motion detector then the light will constantly be going to full power thus drawing on the battery and causing the light to stop illuminating before the night is over. One therefore has to avoid tree branches or regularly cut the tree limbs to ensure that they are not in the range of the motion detector.

One of the types of solar lights that can be used for security purposes comes with the ability to adjust the focus of the beam so that you can concentrate the light on a specific area or widen the focus so that the light illuminates a larger area. It is to be noted that in widening the focus to cover a larger area the intensity of the light on the larger area diminishes. Another feature of Brian Ramsey has a B.A. in Accounting & Management, along with an M.B.A. in Finance and over 29 years in the Caribbean security field. He is the Regional Development Director for Amalgamated Security Services Limited which operates in Grenada, Barbados, St Lucia, Guyana and Trinidad and Tobago and is the parent company of Alternative Security Services (St. Lucia) Limited. He can be contacted at bramsey@assl.com.

point it will illuminate the area. A third lighting option with these lights is for the light to emit illumination at a low level and then automatically switch to full illumination when motion is detected. These variations in light settings are to allow the user to configure the illumination in the manner that best suits their need and at the same time conserve battery life to allow the light to last throughout the night.

One manufacturer has designed their light so that it provides motion detection and illumination on three sides thus giving 120 degree wide angle detection.

Many manufacturers have developed their lights using LEDs as these require less power in order to illuminate an area. The greater the number of LEDs contained in the light unit, the greater will be the illumination that the unit emits. So when comparing different types of solar lights you should compare the number of LEDs in each different unit. In choosing solar lights for outdoor security use, it is important to ensure that the light is waterproof, dust proof, shockproof and heat proof.

It is also important to carefully review all the features of the light to ensure that it meets your requirements. Finally it is this light is that the angle of the solar panel is adjustable thus beneficial to read any independent reviews of the particular you can adjust the positioning of the solar panel to gain the light to confirm that it is suitable for your use as there are maximum amount of exposure to the sun. many manufacturers with varying quality of product.

Some solar lights emit a constant level of illumination once the It is possible to obtain solar lights that assist in providing surroundings become dark. A few manufacturers have begun security deterrence and these provide a low cost means of creating lights that have an adjustable level of illumination and adding to your security arsenal. ¤ combined that with a Passive Infra-Red detector to provide motion detection. With these lights you can choose to have the light emit a constant level of illumination or you can choose to have the light remain off unless it detects motion, at which

EGS Freight Services

TEL:1 (758) 451-2920 • 720-2246 • 520-5584 FAX: 1 (758) 451-7447 WEB: www.egsfreight.com • EMAIL: info@egsfreights.com

OUR SERVICES • Professional Customs Brokerage • Customs & Excise Liaison & Consulting • Regional & International Shipping • Air Cargo Shipping & Brokerage • Online Shopping • Barrel Pack Service • Cargo Consolidation Agents for Shoppacknship.com

BusinessFocus

Jan/Feb

|

79

IN THE KNOW

Growing Your Business

GROWING YOUR BUSINESS

By Kezia Preville Why are you in business? A simple enough question which is not as easily defined, depending on many factors. Nonetheless, most companies have growth aspirations (Why else be in business?).

Some albeit more aggressive than others, have activated one or another growth strategy at the behest of their board or founder (or whoever has the final say). To achieve and sustain development and growth targets however, can be exponentially more taxing than envisaged. Adopting a full proof system to achieve the levels intended comes down to many factors with one being having the right team to execute any growth ambitions, especially when the targets may be quite significant.

It is notable that quite a few tried and tested strategies exist, however, some more sought-after options are discussed below.

Market Penetration Quite perfect for small firms, a market penetration strategy is practical when the company is aspiring to increase its market share within the same market. A great method often utilized is lowering of prices when products have very little to no differentiation. This is intended to attract the consumers and increase the market share in turn. A great way to achieve this also is by creating more promotions like specials, discounts or promotional blitz simply to grab attention quickly and sell the products just as fast as well.

How is it measured? Since market share is a percent of unit and dollar sales, by selling more than the competitor can increase the market share and build confidence in the industry in which the business operates.

Market Expansion Unlike Market Penetration, an expansion strategy entails attracting customers in a new market. This market development strategy entails selling the same products out of the usual market space especially when the current market is saturated and there is no scope for increasing the market share. A penetration strategy wouldn’t work in this case and it is therefore time to explore new markets and expand. Also referred to as a Market Development strategy, the main aim is to grow by expanding the market size.

Companies can successfully enter a new market through franchise for example. Although such a strategy can be risky as it involves BusinessFocus

Jan/Feb

|

80

entering an entirely new territory, market research becomes even more integral to ensure the move will be lucrative in the long run.

Product Expansion As the name suggests, a Product Expansion also known as a Product Development, can be defined as the expansion of a product line or the addition of new features to a product line to ultimately increase its sales and profits.

Companies usually continue selling in the same market. Most often, such a strategy is embraced when technological advancements force the company to adapt or become a relic. Being able to keep up with the fast pace and demands of market is imperative. Some areas a company should look at would include expanding the product line by developing new products, adding additional features to existing products or updating features when they become obsolete.

Diversification Another well-known growth strategy is that of Diversification. New products will now be sold to new markets where a calculated risk is factored in this approach. An incredible amount of market research and planning is essential to ensure the viability of the new product in the new market. As these are new customers, conducting a customer profile is a key component as the business now has to get to know the new consumer as well. Companies can undertake a Conglomerate Diversification; diversifying into an area not related to beef up profits e.g. children shoe company acquires a liquor store, or, Concentric Diversification; diversifying the current products by adding related products or markets related to current market e.g. same children shoe company acquiring a women’s shoe and apparel store.

Acquisition Another dynamic approach is acquiring another company. Tapping into new markets and products lines can be achieved with an acquisition growth strategy. Although quite a risky approach, a firm must ensure it has a clear vision and mission before embarking on this approach as it comes with a hefty investment to implement. A small business could use an Upstream Acquisition; by merging with a larger company in the same field to consolidate market forces, Downstream Acquisition; outright purchase of another company where the company would not exist after the transaction, or lastly Lateral Acquisition; with two companies of similar size joining forces to create an entirely new company major company. ¤ Kezia Preville is a Business Development and Marketing Specialist with over 10 years’ experience in various industries. For more information on Business Development, Marketing, PR and Event Management, contact her at AdVizze Consulting Inc on kezia@ advizze.co or visit www. advizze.co

Courtroom Etiquette

Courtroom Etiquette

By Trudy O. Glasgow B.A., LL.B (Hons), BVC, LL.M, P.C.H.E*

The courtroom may be foreign territory for some individuals but for most lawyers, it is almost like their second home. There are certain formalities that must be observed in the courtroom, let’s have a look at a few of them now.

1. Make sure you have the right time/date/location of your court appearance: It is important to be on time. Your case can be struck out (depending on the nature of your case) if you are not there.

2. Court matters start at 9 a.m., but your matter may not be called until 11 a.m. There are several possible reasons for this: although there is a court list, most ‘judges’ hear the matters according to the seniority of the lawyers, and if you have a junior lawyer then your case may be called later. Do not disappear. Even if you need the bathroom, make sure you indicate to someone preferably the usher that you will be gone for a few minutes. Once your name is called three times and you don’t respond, you will be considered absent by the court. Therefore, you should make yourself known to the usher and your lawyer on arrival to avoid this from happening.

3. Addressing the ‘judge’- your lawyer will give you some assistance on this, but you MUST address the ‘judge’ respectfully. If you are in the Magistrates’ Court or Youth Court (in the UK, there isn’t one in St. Lucia), you call the Magistrate, Sir or Madam, or Your Worship. In the Criminal Court, it is Your Honour and in the High Court - it is My Lady/ My Lord.

4. If you are a witness in a case, you will be asked to swear on the Bible or make an affirmation. Remember to speak loudly and clearly, so that the ‘judge’ and lawyers in the case can hear what you are saying.

5. Attire - ensure you dress appropriately for court. No shorts, jeans or trainers. Wear a suit if you have one, or be as smart as possible. Remember to take your hat or cap off before entering the court, and for the youngsters, remember to tuck your shirts in.

6. Keep talking in court to a minimum: If you happen to be in court a little early and your case hasn’t been called yet, don’t talk in court unless it is urgent. It is generally considered impolite, and it means there may be unnecessary disruption while another case is going on. Hold lengthy discussions with your attorney in the corridors instead.

7. Turn off your mobile phone. There are signs up in the High Court and some of the other courts to this effect. You could be fined if your mobile phone rings during a courtroom session, this is largely up to the discretion of the judge or magistrate.

8. Communication is important: Make sure you communicate with your lawyer before your matter and not try to give new instructions during the matter, unless your lawyer has asked permission of the judge or magistrate to do so.

9. Co-operate! Be polite and pleasant as a witness: Don’t be rude to the court staff, ushers, security, lawyers, police officers, magistrate, master or judge. It is very important to be co-operative and respectful, or you could be found in contempt of court by the ‘judge’ and find yourself spending a little time in jail!

10. After your case…your lawyer will discuss further issues with you after your case has been dealt with. Take the opportunity to ask any questions if you did not understand what happened, or when/ where is your next court appearance-for example, if your case is adjourned.

The Court is a place steeped in tradition and justice. Treat the court, the court staff, lawyers, police officers and the Judge with the respect and courtesy they deserve. ¤ Ms. Trudy O. Glasgow, B.A (History) (UWI), LL.B (Hons.) (Hull), B.V.C, (Northumbria) LL.M, P.C.H.E, (Sheffield) is a practising attorney at the law firm of Trudy O. Glasgow & Associates, a court-appointed mediator and author in Saint Lucia (and has also taught law at University level in the UK).

Ms. Glasgow is the current Vice President of the Bar Association of Saint Lucia and sits on various boards and committees including: Chairperson of the National Research and Development Foundation (NRDF); Co-Chair and a founding member of 100 women who care (St. Lucia) and member of the Rotary Club of Gros Islet.

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

Share your thoughts and comments: you are invited to email me at trudyoglasgow@lawyer.com BusinessFocus

Jan/Feb

|

81

BUSINESS FOCUS IN THE KNOW

UWI Launches LUMIN Consulting

UWI launches LUMIN Consulting It was standing room only at a gathering on 23rd November to unveil the newly branded LUMIN Consulting—a development consulting firm wholly-owned by The University of the West Indies (The UWI), comprised of a dynamic and driven team, headquartered in Kingston, Jamaica.

national development visions, develop implementation plans, drive change at the institutional and firm level or support the development of new industries by introducing new pro-growth interventions, these are just a few of the services LUMIN can provide.

LUMIN Consulting, formerly known as UWI Consulting, is the result of an extensive process of restructuring and realignment of the role that The UWI intends to play in reinvigorating Caribbean development and ensuring that the University is at the centre of a new growth trajectory for the region.

LUMIN has leveraged its greatest strength, its people, to assemble consulting teams from around the world who bring the best individual talent, pooled together in collective action to deliver the best results for our region. Driven by the traditional resources of The UWI’s four campuses, including faculties and students, LUMIN encompasses the vision of the global UWI—to be an excellent global university rooted in the Caribbean.

By drawing on global development standards and goals for the small economies of the Caribbean and the world, LUMIN has developed a new operational model driven by its vision to effect change, drive transformation and guarantee impact in the region and beyond.

In its new incarnation, the firm will provide research, strategy and enterprise consulting services to its clients in four key specialty areas: inclusive growth and development, enterprise; strategy and development; technology, innovation and entrepreneurship and sustainable development and climate change.

Through these areas, LUMIN is perfectly poised to help other small economies navigate the multidimensional issues that support the region’s growth trajectory; they cover some of the most pressing challenges facing our region, small islands and small economies generally. Whether clients need to craft new BusinessFocus

Jan/Feb

|

82

The firm draws consultants from a diverse team of in-house consultants, led by Executive Director, Lisa Cummins, but also includes outstanding alumni and exemplars in the diaspora and UWI partners around the globe who offer specialist and world class expertise. LUMIN has the unique distinction of having the largest pool of developing countries expertise anywhere in the world and is committed to designing solutions for the Caribbean, by the Caribbean. ¤ Photo: At the launch of LUMIN Consulting, a development consulting firm at The University of the West Indies (The UWI) (l-r) The Hon. Bruce Golding, former Prime Minister of Jamaica; Galina Sotirova, World Bank Country Manager, Jamaica; Lisa Cummins, Executive Director, LUMIN Consultancy and Professor Sir Hilary Beckles, Vice-Chancellor of The UWI.

Barbay Ltd Hosts Another Successful Trade Show

Barbay Ltd Hosts Another Successful Trade Show Barbay Ltd. rolled out the red carpet on Thursday, November 30th 2017, at the Royal St Lucia Resort & Spa for a very special presentation of their extensive product portfolio.

this trade show all worth it. The team got a chance to interface with customers in a more intimate setting on our products and seeing how we could serve them better”.

The trade show showcased quality international brands such as; Trivento, Obikwa, Minuty, Ruffino and many other wines, all laid out in beautiful displays. With the aim of making the experience very interactive and educational, trade show attendees were welcome to free samples, and knowledgeable representatives offered information about the products. Attendees were also treated to rum tastings and intimate Master Rum Classes which offered insight into the exciting world of rum for both novices and enthusiasts.

Barbay Ltd, a subsidiary of St Lucia Distillers group of companies, has been in existence since 1980 and prides itself on its commitment to a diverse product selection which is offered to customers. Boasting the largest wine portfolio on island, Barbay Ltd. distributes many wine and spirit brands from around the world at varying price points. ¤

Ensuring a very diverse showcase at the trade show, customers were introduced to Stolichnaya Vodka, Chrystal Champagne, Somersby Cider, Cuban Cigars, and delicious coffees from brands such as Caribbean Select, Jamaica Blue Mountain Blend, Julius Menil Espresso and St Lucia Distillers’ very own award winning rums.

Bounty Rum, which recently launched its newly extended line of flavoured rums, including Bounty Dark, Bounty Spiced, Bounty Coconut, Bounty Lime and Bounty White, inspired all to “Love that Lucian Rum”. Whereas the internationally acclaimed Chairman’s Reserve brand highlighted its premium offerings that allows consumers to “Enjoy the Finer Life”.

Sergin John Baptiste, Marketing Manager commented, “Having almost three hundred customers attend this event, made hosting BusinessFocus

Jan/Feb

|

83

IN THE KNOW

Saint Lucia/Taiwan Trade Show Attracts Regional Investors

Saint Lucia/Taiwan Trade Show attracts regional investors Celebrating ten years in the making, the Saint Lucia–Taiwan Partnership Trade Show has achieved this notable milestone through their join collaborations. To further mark the occasion, the 3-day event took place in Saint Lucia Business Month as entrepreneurship was placed on a larger platform throughout the activities for the month.

According to Minister in the Office of the Prime Minister with responsibility for Commerce, Industry, Investment, Enterprise Development and Consumer Affairs, Hon. Bradly Felix, owing on the advancement of the products and services provided at the forum, and increased level of participation by the public there is great optimism for the future of the trade show.

The commerce minister said the Government of Saint Lucia was extremely grateful to the Government of Taiwan for its pivotal role in the trade show. He said over the last ten years, attempts have been made to broaden the scope of the event with the addition of the “Business to Business Mixer” which provides an opportunity for businesses from the two countries to network, and an aim to develop the private sector and economy with future collaborations possible in the future.

Saint Lucian small and medium enterprises (SMEs) alongside Taiwanese counterparts showcased an assortment of goods BusinessFocus

Jan/Feb

|

84

and services at the Johnsons Centre late 2017. Local investors have been challenged to see the importance of innovation and creativity to ensure business success.

For the success of the event as taken for the minister, “the next decade must therefore focus on broadening the scope of this event. We must see this event as not only a producer forum but increasingly as an opportunity to build exports by purposely inviting regional and international buyers. It must serve as a platform for attracting new investment from both the domestic and foreign sectors.”

Highlighted at the forum included past exhibitors like Terril Nicholas owner of Illuminating Designs, Kayribbean Handcrafted Soaps, the Enchanted Kettle teas, and Christy’s Creations who showcased new products, to newcomers like Bandbox, St. Lucian Organic Chocolate, Sa Nou St. Lucia and Health Nutz.

Patrons received a close encounter with Saint Lucian and Taiwanese products and services ranging from teas, bags, juices, ornaments, wines and jewelry. The business owners also got an opportunity to attend a business forum aimed at heightening their business acumen and providing sound advice for the development of their various product and service lines. Networking was encouraged. ¤

Chamber of Commerce Holds 133rd AGM

chamber of commerce holds 133rd agm Martin Dorville Re-Elected President

The St. Lucia Chamber of Commerce, Industry and Agriculture held its 133rd Annual General Meeting on November 29th, 2017 where Martin Dorville of Massy Stores St. Lucia was re-elected President.

Along with Mr. Dorville other members of the Chamber Board were elected. In a very smooth transition the Board and Mr. Dorville were elected by acclamation, with the two remaining vacancies being filled by Ms. Cheryl Renwick of Renwick & Company and Mr. Jason King of St. Lucia Distillers.

Mr. Dorville in his President’s Report informed members of the continued transformation process which the Chamber was engaged in while it continued to be an effective advocate and representative of Chamber Members. He reminded attendees that the Chamber has “a threefold responsibility: as a pillar of this economy, as a member of civil society, and as a partner in the development of our country”. He stressed that this “responsibility is owed first to members, second to the wider business community, and thirdly to the nation. As such, our tripartite responsibility is that of sentinel, trustee, and advocate.”

Dorville went on to speak about the work of the Chamber where he reaffirmed that the Chamber is “seeking real and practical change in the business environment; not just the Ease of Doing Business – an important but imported matrix – but a dramatic transformation of our economy through improvements in supply-chain business processes.” He spoke to the new program “Getting Down to Business”, which addresses specific problems of members brought to our attention, where the Chamber was starting to see success.

Also discussed by Doville is the Chamber’s “Budget Monitoring Model” where the Chamber focuses on larger issues like Crime, Domestic Investment, Tax Reform, Education and Fiscal Policy.

Within this forum, the Chamber continues to demand further changes to the VAT regime, a rational ceiling on chicken quotas, and an effective strategy on crime abatement. He asserted that “We are holding government accountable. We are insisting on fair treatment of local business. We are not waiting to be called, but engaging head on.”

In closing Dorville issued a strong call to action demanding that members of the business community join the Chamber in its work of Making St. Lucia the place of Choice to do Business, by becoming members of the institution, paying the subscription fees in full, participating and contributing to its activities and discussions as it seeks to advance the cause of local business.

Below is the Board of Directors of the St, Lucia Chamber of Commerce Industry and Agriculture 2017/2018:

1st Vice President Thecla Lewis

2nd Vice President Karen Peter

Immediate Past President Gordon Charles

Member: Jason King

Member: Lanfraze Cherubin

Member: Trevor Louisy

Member: Cheryl Renwick

Member: Anya Whitfield

Member: Sue Monplaisir

Member: Ross Gardner

BusinessFocus

Jan/Feb

|

85

IN THE KNOW

Sandals St. Lucia’s Neil Georges Cops Top Award

Jamer Georges collects the top trophy from Adam Stewart Deputy Chairman and CEO

St. Lucia’s Neil Georges wins Sandals 2016 Ultimate Employee of the Year Award A Sandals Saint Lucia playmaker beat back over 14,000 fellow employees from throughout the region to win the 2016 Ultimate Employee of the Year Award, the prize given to the best performing team member in the entire Sandals/ Appliance Traders Limited/ Jamaica Observer Group.

Jamer ‘Captain Neil’ Georges, who works at Sandals Grande St. Lucia, was part of a powerful three-member team vying for the top prize, which included Davina Reynolds, an Elite Butler at Sandals Halcyon and Marcus Monrose, a Club Sandals agent at Sandals Regency La Toc. The competition - all winners in their own right - included 23 nominees from Sandals, Beaches and Grand Pineapple Resorts, ATL Automotive Limited, Appliance Traders Limited, The Jamaica Observer and Island Routes Caribbean Adventures, however it was ‘Captain Neil’, who wowed and dazzled the judges, and was rewarded for his exceptional performance as a member of the Sandals Grande Entertainment department in 2016.

So confident was he of winning, that when ‘Captain Neil’ Georges left for the awards gala which took place recently at Sandals Ochi in Jamaica, he made a deal with his Managing Director Winston Anderson – that if he won the title, he would do a back flip off the stage.

BusinessFocus

Jan/Feb

|

86

The Awards show took the form of a glamorous, Hollywood-themed gala, and Captain Neil proved himself to be a man of his word. As the company’s Deputy Chairman and Chief Executive Officer, Adam Stewart announced Georges as the winner, he made his way to the stage and true to his vow, and much to the delight of the audience …he flipped away!

Nominees were assessed by various criteria, including team spirit, training hours, attendance record, ambassadorial qualities, and community and environmental stewardship. After weeks of examining the nominees’ profiles, the selection panel was confident to announce Georges as the Ultimate Team Member – the best of the company’s 14,000-strong team.

On arrival back in Saint Lucia, Captain Neil was moved to tears by the public outpouring of love from his Sandals family.

It was almost too much for him, as he was whisked away in a yellow convertible at the head of a motorcade, complete with outriders, which took him from the George FL Charles Airport to the Sandals Grande.

Even as he took to the mic to thank the team for their complete support, Captain Neil never lost a beat.

His personality took control of the room and he extended his gratitude to Managing

Director Winston Anderson for, he said, “allowing me to be myself.” He went on to thank all of those on the front lines “who supported this journey, including all of the General Managers and other Managers in Saint Lucia.”

Neil believes in Team Saint Lucia, congratulating his fellow competitors, Marcus and Davina, who, like him, are past students of the Entrepot Secondary School.

In summing up the celebration, Managing Director Mr. Winston Anderson spoke to “the creation of the One Sandals, One Team approach as the future of Sandals in Saint Lucia”. He went on to recognize General Managers Michael James and Chris Elliott for their sterling contribution to the marketing of the resorts, having just returned from the Sandals in Overdrive Marketing campaign in North America.

Georges will enjoy an enviable prize package including a luxury-included, allexpenses paid trip for two to an overseas Sandals or Beaches property with an exclusive private jet round-trip transfer to the destination of choice, champagne service, luxury ground transfers, a host of VIP resort experiences, US$2,500.00 and an Ultimate Team Member trophy. ¤

Harris Paints - World Class Resin Flooring Systems

Harris Paints - World Class Resin Flooring Systems BusinessFocus

Jan/Feb

|

87

BUSINESS FOCUS IN THE KNOW

Meet the Vice-Chairperson of NRDF, Mr. Desmond Dujon-Henry

Meet the Vice-Chairperson of NRDF, Mr. Desmond Dujon-Henry Mr. Desmond Dujon Henry is the Assistant Director for Operations at the National Insurance Corporation (NIC), a position that he has held for 8 years. Prior to this position, he worked as IT Manager for over 15 years during which time he designed and developed software programs and databases that run NIC Social Security operations, and produce management information such as data required for 50 year Actuarial Projections. He oversees the management of all insurance administration departments involved with claim processing, compliance, electronic records management, branch operations, customer services and security.

His qualifications are a BSc in Computer Science, an MBA (UWI), and PMP (Project Management Professional). He works on a variety of projects within NIC such as Enterprise–wide Risk Management, Disaster Recovery/Business Continuity, Electronic Archiving, Quality and Process Improvement. He has also functioned as an Assistant Accountant and Financial Auditor. He is also part time teacher in the areas of (PMP) Project Management specializing in Cost, Scope, Risk and Quality Management.

Mr. Dujon brings a wealth of knowledge and experience to the board of the National Research and Development Foundation (NRDF).He has served on other boards/committees in areas such as Health Information Management Information Systems, Government Information Systems, and Strategic Planning. Having served on the NRDF board for three years, he became Vice Chairperson in July 2015. He served as Chairperson of the Human Resource Committee, implementing revised HR policies at the NRDF. He explained that the role of the board was not to interfere with the daily operations of an organisation but to be a policy making body that supports the management team in their undertakings to ensure the smooth running of the organisation. The board of directors have their own full-time jobs elsewhere and attend BusinessFocus

Jan/Feb

|

88

meetings, contribute their time and talent to the affairs of NRDF. Mr. Dujon commented that as board members, we are frequently required to approve loan applications in between meetings, and provide guidance to NRDF through our particular skill set.

He stated that “The Board meetings are interesting; we have a highly competent cadre of directors. The members present a mix of skills,in the areas of Finance, Law, Project Management, Information Technology, HR,Training, Investment etc. The diversity of perspectives presented at board meetings leads to sound decisions.”

Mr. Dujon remained optimistic about NRDF's future, although he cautioned that the organisation finds itself in a difficult financial situation. He explained that, “It is sometimes challenging to navigate through the issues which arise as a result of a sluggish economy and competition from other training providers, and financial institutions.”

Overall, the experience so far has been a good one. Mr. Dujon indicated that he had learnt that a diversity of views most times led to superior decisions, and this was positive for the survival of NRDF. He still saw NRDF as an “excellent training and financial institution which is customer focused.”

When he is away from the office Mr Dujon-Henry enjoys mountain biking, table tennis and volleyball. Being a former track and field athlete, Mr Dujon enjoys coaching his two daughters in the areas of athletics and swimming.

His other interests include the international financial industry and developments in the computer/mobile phone industry, social media, artificial intelligence, and crypto currencies eg BITCOIN. A keen music aficionado, Mr Dujon enjoys all types of music and possesses a library of over 50,000 songs which includes mainly Caribbean genres, Jazz and Pop.

The Client/Lawyer Relationship

The client/lawyer relationship The relationship between the client and lawyer is a distinctive one. It is immaterial whether the two parties were acquainted before engaging in business together, graduated from the same secondary school, university or course. This relationship falls between a marriage and a business partnership. It must be built on mutual respect, trust, and regular communication.

When a client visits a lawyer’s office for the first time, both the client and the lawyer are likely to start defining the relationship in the long term by those first impressions. Was the client late for the appointment? Did the lawyer keep the client waiting for a very long time? The client, who is forty five minutes late for his or her first appointment without apology, is simply disrespectful.

Similarly, if a client is waiting indefinitely, without explanation, and had an appointment, this is also in poor taste. Both parties should value each other’s time. The client must appreciate that the lawyer has other appointments; meetings, court appearances and extensive paperwork, and similarly the lawyer, that the also client has other commitments. The lawyer should reward a punctual client with being available immediately, for the set appointment.

The relationship is NOT like a small child/parent relationship. Both parties should understand the importance of each other’s role in order to make this arrangement work well. A lawyer advises a client based on the information that has been gathered in the meetings with the client, and will attempt to solve the problem or problems arising in an effective manner. The client in turn instructs the lawyer on the course of action to be taken, after receiving advice from the lawyer on the options available to resolve the legal difficulty. Therefore, sending an email demanding a lawyer acts immediately in a patronising manner, even if the lawyer does all the legal work for the company, business, family or individual is rude!

Some lawyers (and clients) are more formal than others. From the first meeting, this will be easily established by the way the lawyer addresses the client, his or her availability, ease of access and whether the lawyer prefers appointments instead of a ‘just drop by’ approach. It is important for the client and the lawyer to quickly learn each other’s rhythm especially if the client will be returning frequently for advice on his or her matter or matters.

Confidentiality is a vital dynamic in the client/lawyer relationship.

The client must bear in mind that if the lawyer works with a law firm that confidentiality automatically runs to the other lawyers in the firm. The support staff will also have some information depending on their involvement, and the entire team is expected to keep all matters in absolute confidence. In some instances, the client may know one of the lawyers working in the law firm personally, or even a member of the support staff. As a result, the client may request that this individual involvement is either limited or excluded. The client’s preference would be considered but he or she would have to seek legal advice elsewhere if it is not feasible.

The client should not attempt to lead the lawyer especially when the lawyer has to consider his or her own integrity and reputation.

A smart lawyer will not jeopardise his or her relationship with his or her colleagues for any client. By the same token, the client should not expect such behaviour from his or her lawyer. It is a balancing act to provide the best legal advice for a client and maintain cordial ties with the lawyer on the other side, especially in family and land matters which can become quite contentious.

In essence, professionalism must rule the day , so to speak!

The role and public image of the lawyer has been distorted by some members of society. There are those who believe that his or her lawyer should be available 24/7 as the saying goes, including weekends and holidays. The truth is that lawyers have their own personal lives, responsibilities, duties and obligations possibly similar to some of their clients. Lawyers that make themselves available at any time may be setting an unrealistic precedent to their clients. It is not possible to be always available due to varying personal commitments. Clients who are continually accommodated in this manner may face disappointment if their lawyers are indisposed when they need them.

Clients should use their discretion when contacting their lawyers out of office hours. The client should question the urgency of the matter, and whether or not it can wait. If the answer is in the affirmative, then contact the lawyer during office hours. It demonstrates that the client has some consideration for the lawyer’s personal time.

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

Ms. Glasgow is the current Vice President of the Bar Association of Saint Lucia and sits on various boards and committees including: Chairperson of the National Research and Development Foundation (NRDF); Co-Chair and a founding member of 100 women who care (St. Lucia) and member of the Rotary Club of Gros Islet.

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

Share your thoughts and comments: you are invited to email me at trudyoglasgow@lawyer.com BusinessFocus

Jan/Feb

|

89

ENVIRONMENTAL FOCUS

Exploring renewable How Johanan Dujon built an agricultural biotech energy company in St. Lucia

By Vibert Rameau, GIS

Exploring Renewable Energy

24-year-old Saint Lucian entrepreneur, Johanan Dujon is the founder of Algas Organics, the Caribbean’s first How Johanan Dujon indigenous agriculture How Johanan Dujon Built An Agricultural biotech company.

Algas Built An Agricultural Organics specializes in Biotech Company In St. Lucia Biotech Company In St. the formulation and production of organic Lucia agricultural inputs, geared at improving plant resilience to climate change and increasing yields. The company presently manufactures its flagship product, the Algas Total Plant Tonic, an all-natural bio-stimulant made from Sargassum seaweed, using proprietary technology right here in Saint Lucia.

Upon noticing the issues which the Sargassum seaweed was causing the island, his relentless quest for a solution led him deep into research which bore fruit by converting the nuisance into an organic line of agrochemicals. He lamented the lack of financial support from the banking sector as starts-ups usually need to prove themselves before support is forthcoming, but luckily, he was able to gain the financial backing from his local credit union and start his business.

As the National Utilities Regulatory Commission (NURC) came into effect in January 2016, so did the regulatory reform on energy sources began in Saint Lucia. NURC’s main role is to regulate and license electricity generated from renewable sources.

Various renewable energy sources have since been introduced into the market with the authority casting a watchful eye.

Photovoltaic systems, also known as PV systems or solar power systems, is one such source designed to supply usable solar power by means of photovoltaics. As it consists of an arrangement of solar panels to absorb and convert sunlight into electricity, a solar inverter changes the electric current from DC to AC, as well as other electrical accessories to set up a working system.

The procedures involved in obtaining a PV system has been circulated in the St Lucia Gazette, which details the application process, sets the guidelines for persons who are interested in being interconnected to generate energy using solar power from the sun and lastly, sets the guidelines for persons who would like to be interconnected to LUCELEC’s grid.

Persons or interested businesses should be prepared to produce a schematic of the proposed system in addition to a review fee as LUCELEC, being the owner of the only grid in Saint Lucia, would have to ensure that the proposed system meets safety and technical standards.

More information, contact the NURC. ¤ BusinessFocus

Jan/Feb

|

90

Through this innovation, Algas Organics utilizes massive quantities of seaweed, thereby removing build ups which block off fish landing sites and emit harmful hydrogen sulfide (H2S) gas, affecting coastal communities and the livelihoods of fishermen.

The products are used for a wide range of applications, from landscaping and horticulture to backyard gardening and commercial farming.

He has grown from strength to strength, competing alongside larger corporations. Mr, Dujon was invited to do a TEDx Talk late last year and is continuously seeking advice and innovative ways to enhance his current products and add to his product line with an aim to expand in the region and online through Amazon within the year. Find out more about Algas Organic here. Follow them on Facebook and Instagram @algasorganics ¤

Enterprise Development Forum & Marketplace to be Hosted In Saint Lucia

to be hosted in saint Lucia

Improving the quality of your indoor environment

Promoting H & L Environmental Services Health

Resilience has become the centralised theme kicking off 2018.

Climate change among other ails have created uncertainty. In the financial sector, tourism and even in construction, the ease of doing business comes down to how resilient the economy is to withstand disasters and its readiness to attract investment thereafter. Partnering with innovative firms that have adopted a new approach or which are slowly adapting to a tried and tested model has become imperative for the survival of any business.

On June 13 and 14th 2018, the Enterprise Development Forum & Marketplace (EDF&M) will take place under the theme Sustainability Defined. The two-day event will comprise of featured speakers who are local, regional and international experts, panel discussions and a full marketplace component showcasing various products and services. Key topic areas include Solid Waste Management, Tourism Development, Arbitration and the public, Energy Conservation, Real Estate in Saint Lucia, as well as Doing Business in Saint Lucia & OECS. The main aim of the Forum is to present the situational analysis and have dialogue on possible solutions, while an interactive Marketplace which will act as a networking space for exhibitors to showcase their products and services while creating linkages for the future.

Our Services Include: • Indoor Environmental Quality (IEQ) Assessments • Mold Inspections & Testing • Mold Remediation Tel: (758) 384-7868

Email: info@hnles.com Derniere Riviere Web: www.hnles.com Dennery, St. Lucia

Grant Thornton

A major component of the event is a youth development competition which will start in the months leading up to the event, working alongside the banking and Solid Waste Management partners. Students will gain experience from the partners during their internships and present a working prototype of a sustainable product.

The event management committee is seeking to create an energised marketplace and forum, presenting key representatives from regional and international entities, along with the local counterparts. The public is invited to network, share ideas and collaborate at the various sessions. Feel free to contact the event management committee for more information, participate or sponsor the event, via email nerdin@bornewell.com or kezia@ advizze.co. Visit www.enterprisedevelopmentforum.com for all updates.

BusinessFocus

Jan/Feb

|

91

BUSINESS FOCUSFOCUS ENVIRONMENTAL

The Third OECS Assembly Concludes With Climate Resilience As A Priority Issue To Address

The Third OECS Assembly concludes with climate resilience as a priority issue to address In the aftermath of 2017 hurricanes Irma and Maria which severely affected the region, it was noted that climate resilience should be a major point on the agenda of the Third OECS Assembly which was held in Antigua and Barbuda on December 9 2017. Twenty representatives of Governments from seven Member States: Anguilla, Antigua and Barbuda, Montserrat, Commonwealth of Dominica, Grenada, Saint Lucia and Saint Vincent and the Grenadines were represented at the meeting.

This official meeting was also marked by the presence of Raúl Modesto Castro Ruz, the President of the Councils of State and Ministers of Cuba who addressed the Assembly for the first time after the tribute paid to his brother and former President of Cuba, Commander Fidel Castro.

President Raul Castro at the OECS Assembly of Parliamentarians He reaffirmed Cuba’s will to continue to share with the Caribbean brothers the benefits of our modest achievements in terms of adaptation to climate change and in the reduction of disaster risks.

The Prime Ministers of Anguilla, Antigua and Barbuda and the Commonwealth of Dominica seized the opportunity to share their respective experiences and recovery efforts which echoed a call for stronger resilience of the region against climate change.

The Chairman of the OECS Authority and Prime Minister of Saint Lucia, the honourable, Allen Chastanet recalled that immediate actions are now critical and added that there is an urgent need for adequate dedicated and accessible financial, technical and capacity building assistance to enable SIDS to adapt to the adverse effects of climate change to cope with loss and damage to transition to resilient, low-carbon economies.

Prime Minister Gaston Browne Welcomes President Raul Castro to Antigua BusinessFocus

Jan/Feb

|

92

The Chairman of the OECS Authority concluded the Assembly presenting a motion focusing on building climate resilience in the Eastern Caribbean. ¤

Tropical Research Institute Says Caribbean Coastal Environment Stressed Out

Tropical research institute says Caribbean coastal environment stressed out The Panama City-based Smithsonian Tropical Research Institute (STRI) says that the Caribbean’s coastal environment is stressed out, but adds that there is hope, according to data from a 25-year monitoring programme.

With 40 per cent of the world’s 2.5 billion people living in coastal cities and towns, the STRI has just released 25 years of data about the health of Caribbean coasts from the Caribbean Coastal Marine Productivity Programme (CARICOMP).

The study provides new insights into the influence of both local and global stressors in the basin, and some hope that the observed changes can be reversed by local environmental management.

The STRI said the largest, longest programme to monitor the health of the Caribbean coastal ecosystems, CARICOMP revealed that water quality decreased at 42 per cent of the monitoring stations across the basin.

However, it said significant increases in water temperature, expected in the case of global warming, were not detected across sites.

“We’re seeing important changes in local conditions, like decreases in visibility associated with declining water quality and the increasing presence of people, but we’re not picking up global-scale changes, like climate warming,” said Iliana Chollett, post-doctoral fellow at the Smithsonian Marine Conservation Programme in Fort Pierce, Florida.

“Our dataset did not reveal significant increases in water temperature. Satellites only measure temperature at the surface.

Underwater temperatures are much more variable, and it may take decades of data to reveal a significant change. So, we’re not

sure if this means that we just don’t have enough data to detect it yet,” she added.

In 1992, researchers at institutions across the Caribbean began to set up stations to gather environmental data on mangroves, seagrass beds and coral reefs at coastal sites.

The team gathered CARICOMP data from 29 sites in Barbados, Belize, Bermuda, Bonaire, Colombia, Costa Rica, Florida, Jamaica, Mexico, Panama, Puerto Rico, Saba and Venezuela, and organized it into a single dataset.

STRI said despite attempts to locate monitoring sites in places not affected by human activities, the stations are picking up signals of human influence throughout the Caribbean basin.

“One positive implication of this report is people are capable of dealing with local change by regulating pollution and runoff,” said Rachel Collin, director of the Bocas del Toro Research Station at STRI, one of the participating marine-monitoring stations.

“If people get their act together very soon, there is still hope of reversing some of these changes.”

STRI said the MacArthur Foundation, the Coral Reef Initiative of the US Department of State, United Nations Educational, Scientific and Cultural Organization (UNESCO) and the US National Science Foundation supported the CARICOMP network.

It said individual institutions involved in the study included the University of the West Indies (UWI) the Department of the Environment, Grand Cayman; University of Trinidad and Tobago; and Bermuda Aquarium Museum and Zoo. ¤ BusinessFocus

Jan/Feb

|

93

TOURISM IN FOCUS

Crystal Lagoon Village Swim-up Suites Sandals Barbados

Unique Vacations Deepens Investment In The Caribbean

Unique Vacations deepens investment in the Caribbean Unique Vacations, the worldwide representative for Sandals & Beaches Resorts, has announced plans to further its investment in the region. At present Unique Vacations has four contact centers established in Jamaica, Saint Lucia, Grenada and The Bahamas, which provide high paying jobs for over 500 Caribbean nationals and plans to introduce a cutting edge online Learning Management System (LMS). The system will be implemented in conjunction with Sandals and Beaches Resorts, and will focus primarily on sales and customer service training.

The LMS will also provide notification to staff on resort updates, product changes and enhancements, and will provide for greater efficiency in the administration of documenting, tracking, reporting and delivery of e-courses. With an aim to improve and enhance the experience of thousands of persons the world over who connect with the call centers on a daily basis, the company hopes the results generate greater sales as well as provide an optimal customer service. Additionally, these improvements will lead to increased guest arrivals for the islands where Sandals and Beaches have established resorts.

The system is the latest element of an approximately US$1 million dollar training initiative undertaken by the worldwide representative for the luxury included resort chain, and will position its employees as among the highest trained in the industry.

BusinessFocus

Jan/Feb

|

94

Managing Director of Unique Vacations Limited, Roger Seivright, said that while it would have been much easier to set up call centers in other regions, a conscious decision to invest in the Caribbean is paramount, providing opportunities for persons that would otherwise have been unavailable.

The training regimen includes sales, supervisor and management focused seminars, along with wedding specific training. Airline partners (including Global Distribution System “GDS” providers) have conducted air specific training; a third party Travel Protection Provider has conducted insurance training while Sandals Resorts International provides resort specific training.

While the call centers are important in marketing the Caribbean and creating business for the tourism sector, Paul Mullings, Senior Director of Call Center Operations said it is also that much easier because of the fantastic product that they sell, which is Sandals Resorts.

“The strength of the Sandals and Beaches brands, built on over 30 years of impeccable quality and service provides an interest that is easily expounded upon by Unique Vacations representatives.”

Within the last six months over 100 new staff members have been employed throughout the region, and Seivright urges young persons to take advantage of the opportunities offered by Unique Vacations within the region. ¤

Coconut Bay Beach Resort & Spa Completes $3 Million Refurbishment

Coconut Bay Beach Resort & spa Completes $3 Million Refurbishment St Lucia’s Coconut Bay Resort in Vieux Fort has reopened its doors after completing a $3 million refurbishment. The ambitious undertaking was executed over a month-long closure with enhancements focused on improving guests’ experiences across the property.

"

A highlight of the work was the resort’s expansive central dining and entertainment venue, now called The Cove, which underwent a holistic upgrade, with environmentally responsible coastal-casual décor including new flooring, furniture and booths, light fixtures and even new names.

Guests can now relax in new booths – with device charging stations, at high top tables or grab-and-go on their way to CocoLand Waterpark or the beach.

the Activity Pool, one of five pools at the resort, has been resurfaced inside and out offering a new polished finish.

Guests taking a break from Aqua Fitness and Water Polo can relax in a brand-new jacuzzi, grab a fresh towel at the convenient new Towel Hut and relax in a lounger on the deck of new pavers surrounding the pool.

The vast improvements extend to the zero-entry Splash pool where a new thatch-covered lounge area offers plenty of shade, perfect for taking a break from sunbathing or reading.

Now, hand-tossed, personal pies are made-to-order in mere minutes and burgers share the grill with fish tacos, chicken sandwiches and a delicate array of dining options. Additionally,

The vast improvements extend to the zero-entry Splash pool where a new thatch-covered lounge area offers plenty of shade, perfect for taking a break from sunbathing or reading.

Sports fans can keep up with their favorite teams at the newly christened Sand Bar or enjoy the day’s live entertainment from culinary lessons to dance lessons and live music. Formerly the Blu Bar, this gathering spot is bigger than before, with an extended bar, new stools, furniture and now four television screens for enjoyable viewing. ¤

"

BusinessFocus

Jan/Feb

|

95

TOURISM IN FOCUS

Sandals Royal Barbados Opens Its Doors

Royal Barbados opens its doors Barbados’ newest hotel opened recently under bright skies and brighter smiles as team members joined with management to form a guard of honour and welcome the first guests to Sandals Royal Barbados; the latest and most opulent resort in the Sandals Resorts International (SRI) chain.

It was a historic moment, filled with excitement as the white Rolls Royce pulled up to the resort’s main lobby and butlers opened the door to greet Mr. Thomas Hare and Ms. Shaunagh Anderson, of the United Kingdom.

The smiling couple was met by hotel General Manager Mr. Fernand Zievinger and Resort Manager Mr. Patrick Drake, then ushered through to the Butler Elite service for check in to begin their new Luxury Included® vacation.

Sandals Royal Barbados is the all-new, 222 room all-suite resort and when adjoined with sister resort Sandals Barbados, brings the room count to 502; making Sandals the largest hotel operator on the island and providing employment for over 1,100 persons.

“Today went very well and was a proud moment not only for us (Sandals) but Barbados as a whole as we enter a new era on the island. The staff, I can’t thank them enough for making it all possible., There was so much team work behind the scenes to make today happen and deliver the Caribbean’s latest in luxury vacations with our new Sandals Royal Barbados,” said Mr. Zievinger.

Also in attendance on this special day was SRI Chief Operations Officer, Mr. Shawn DaCosta, who welcomed the new team members and spoke of the joy of seeing Caribbean unity at its best in making a dream come true. “As a company we are proud to open our second Resort in Barbados and we are very happy to have welcomed 600 new team members to the Sandals family.

BusinessFocus

Jan/Feb

|

96

“I would like to thank our opening team which stands at over 100 strong that came from our head office in Jamaica and our resorts throughout the Caribbean to infuse the Sandals culture into this new resort. This was done to ensure that we consistently deliver on our Chairman’s philosophy of giving the guest more that they expect,” said Mr. DaCosta.

The resort features a number of Sandals firsts; including the first rooftop pool and bar (Sky Bar), the first 4-lane bowling alley (Lover’s Lane Bowling Alley), the first men’s only barbershop (Clip Yard) and two new restaurant concepts – American Tavern and Chi Asian Fusion. The resort also has signature accommodations including the magnificent Skypool Suites, Swim-up Suites, and Millionaire Suites, world-class international cuisine at six restaurants, and a 15,000-sq. ft. spa.

Stunning ocean views, an amazing glass front infinity pool at the beach front, a rooftop infinity pool, Butler Elite service and exclusive exchange privileges with nearby Sandals Barbados define the new Luxury Included® experience at Sandals Royal Barbados.

Chairman of Sandals Resorts International Gordon ‘Butch’ Stewart echoed congratulations to the Sandals Royal Barbados team and expressed his pleasure on the opening of this newest resort.

“There’s a saying about saving the best for last and this year, I think we truly have. Just in time for Christmas and New Year’s Eve and as we promised, it’s my pleasure to announce the opening of the all-new, all-suite Sandals Royal Barbados.

At the start of this project, we promised, a true game changer, designed to complement the adjacent Sandals Barbados, and we have done just that. I personally want to thank all the local contractors and tourism stakeholders who worked alongside us to make this project a success. To our employees, those who are just joining us and those who have been with us every step of the journey, thank you for your commitment and we look forward to a more exciting times ahead,” said the Chairman. ¤

BusinessFocus

Jan/Feb

|

97

YOUTH IN FOCUS

St Lucia’s Ashley Monrose Named Scotiabank’s “Best of the Best” Employee 2017

Ms. Ashley Monrose receiving award from RB Branch Manager, Mrs Anicia Alexander

St Lucia’s Ashley Monrose Named Scotiabank’s “Best of the Best” Employee 2017 Wins Award for Best Individual Performance Across Eight Countries for Customer Service Scotiabank is a professional financial institution, proudly focusing on service and customer care. Despite some challenges throughout the past five decades and counting, the Bank has been able to design support systems to enhance the customer’s banking experience. It prides itself on having a warm, nurturing environment where its human resources are the most important aspect of the Bank.

Drawing from its Service Promise, the staff are encouraged to always put the customers first and provide excellent customer care at all times. To reward such exemplary behavior, the Bank shows appreciation on an ongoing basis. A typical day starts at a KickOff meeting which acknowledges good work and helps prepare the team for the day’s activities. Additionally, the Annual Staff Dinner and Awards is a staple on the calendar of events for not only all the branches on island, but each country in the Caribbean which accounts for eight in total. The top Sales and Service Awards are picked out of this vast talent pool in a stringent process. Once this person or persons are determined, the team vets the applications and ultimately, the Best of the Best Top Individual across the Scotiabank network in the eight islands is then selected. At the end of 2017, Ashley Monrose, Service Representative of the Rodney Bay Branch in Saint Lucia was identified as the Winner BusinessFocus

Jan/Feb

|

98

Junior Achievement winners highlighted Junior Achievement Winners Highlighted Ms. Ashley Monrose receiving award from Country Manager Mr. Elie Bendaly of the 2017 Best of the Best Scotiabank Employee out of all the candidates.

According to Mrs. Alexander, Rodney Bay Branch Manager, “Ashley is a committed worker, takes her work seriously and is a very pleasant individual.” She further highlighted that her work ethic and attention to detail also featured strongly in how she was able to perform throughout the year. She added, “Ashley listens attentively and ensures she acts in the best interest of her customers, at all times. A true go getter and pleasant individual… we are so very proud of her and wish her continued growth and success knowing that the sky is not the limit”.

Coming on to seven years at Bank of Nova Scotia, Ms Monrose started her journey as a Teller and quickly moved into the service department as she demonstrated her eagerness to learn and had adopted excellent service practices. Her transition was smooth and bore fruit as over the years she was rewarded with numerous accolades including Perfect Attendance, Highest Close Ratio and Best Service Provider. In her role as a Service Provider, Ashley considers herself a “Banking Concierge” with the responsibility of assisting and directing customers to help them fulfil their every need. Besides opening accounts, dealing with queries and referrals, she is also responsible for soliciting customers and enticing them to conduct more business with the Bank.

To achieve the Best of the Best Award was truly a momentous occasion which proves hard work and dedication are the key ingredients for success. Ms. Monrose stated that, “I was ecstatic and in complete shock at the news, but also beaming with pride and gratitude as my hard work was not only noticed in Saint Lucia, but across all eight islands”. As the awardee, she received a trip for two to Mexico with spending money and Scotia Applause Points which can be redeemed for Amazon points and other items.

Ms. Monrose states that her success is owed to the dynamic team she is fortunate to work within, her proficient Supervisor who pushes her to strive for excellence and her Branch Manager, Mrs. Alexander who hired her 8 years ago and whose open-door policy, has truly been a beacon of hope and support throughout her journey. She urges young persons to keep working on themselves as there is always room for improvement.

Junior Achievement of Saint Lucia annual awards ceremony acknowledged the contributions to innovation by secondary school students who took part in the programme. Under the patronage of Her Excellency, Governor General Dame Pearlette Louisy and attended by Senator the Honourable Dr. Ubaldus Raymond, Minister in the Ministry of Finance; Honourable Bradley Felix, Minister in the Office of the Prime Minister with responsibility for Commerce, Industry, Investment, Enterprise Development and Consumer Affairs; and His Excellency Douglas Cheng-Tsung Shen, Ambassador of the Republic of China (Taiwan) to Saint Lucia, the event was noted as a step in the right direction.

The big winners came from Entrepot Secondary, Choiseul Secondary, and Babonneau Secondary out of scores of schools which participated. The most outstanding achiever as well as the top performing team received prizes including trophies and gifts from Saint Lucia and the Caribbean’s leading telecommunications service provider, Flow.

La Vie De Coco, a company established at the Choiseul Secondary School, created hair accessories from coconut shells, and sold them to schoolmates and residents of the community. Emerle Tisson, president of La Vie De Coco, was named Achiever of the Year and the 16-year-old fifth form student was presented with an LG K8 4G LTE handset from Flow.

Meanwhile, the company which took home the majority of the awards, including the one for Best Company, was Decoration De Bambou from Babonneau Secondary, walking away with a number of prizes including Flow schoolbags, mugs, and water bottles.

Executive Director of Junior Achievement, Agnella Joseph acknowledged the efforts of the students and added, “I wish to express our sincere gratitude for Flow’s assistance in making our 2016/2017 JA Awards Ceremony a success. Without your support and generosity, we would not be able to make the awards ceremony possible. Once again I thank you as we promote the spirit of entrepreneurship among the youth.” ¤ BusinessFocus

Jan/Feb

|

99

HEALTH & WELLNESS BUSINESS FOCUS

ASN Data Show 2017 Was Safest Year In Aviation History

ASN data show 2017 was safest year in aviation history ASN-The Aviation Safety Network today released the 2017 airliner accident statistics showing an extremely low total of 10 fatal airliner accidents, resulting in 44 fatalities.

The year 2017 turned out to be the safest year ever for commercial aviation, Aviation Safety Network data show.

792 days passed since the previous civil aircraft accident claiming over 100 lives [2].

One out of 10 accident airplanes was operated by an airline on the E.U. “blacklist”.

Over the year 2017 the Aviation Safety Network recorded a total of 10 fatal airliner accidents [1], resulting in 44 occupant fatalities and 35 persons on the ground. This makes 2017 the safest year ever, both by the number of fatal accidents as well as in terms of fatalities. In 2016 ASN recorded 16 accidents and 303 lives lost.

1. Statistics are based on all worldwide fatal commercial aircraft accidents (passenger and cargo flights) involving civil aircraft of which the basic model has been certified for carrying 14 or more passengers. Consequently, the June 7 accident involving a Myanmar Air Force Y-8F transport plane that killed 122 is not included.

Five accidents involved cargo flights, five were passenger flights.

Given the expected worldwide air traffic of about 36,800,000 flights, the accident rate is one fatal passenger flight accident per 7,360,000 flights.

When including military transport aircraft as well as noncommercial flights, the total number fatalities would be 230 in 24 fatal accidents. Still the lowest numbers in modern aviation history.

The low number of accidents comes as no surprise, according to ASN President Harro Ranter: “Since 1997 the average number of airliner accidents has shown a steady and persistent decline, for a great deal thanks to the continuing safety-driven efforts by international aviation organisations such as ICAO, IATA, Flight Safety Foundation and the aviation industry.”

2. Last fatal passenger jet airliner accident: 28 Nov. 2016, Avro RJ85 LaMia, near Medellin, Colombia

On December 31, aviation had a record period of 398 days with no passenger jet airliner accidents. Additionally, a record period of

BusinessFocus

Jan/Feb

|

100

Last civil aircraft accident claiming over 100 lives: 31 Oct. 2015, Airbus A321 Metrojet, North Sinai, Egypt (224 fatalities) ¤

WHO To Recognize Gaming Disorder As Mental Health Condition

to recognize gaming disorder as mental health condition In 2018, playing video games obsessively might lead to a diagnosis of a mental health disorder. In the beta draft of its forthcoming 11th International Classification of Diseases, the World Health Organization includes “gaming disorder” in its list of mental health conditions. The WHO defines the disorder as a “persistent or recurrent” behavior pattern of “sufficient severity to result in significant impairment in personal, family, social, educational, occupational or other important areas of functioning.”

The disorder is characterized by “impaired control” with increasing priority given to gaming and “escalation,” despite “negative consequences.”

Video game playing, either online or offline, must be “normally evident over a period of at least 12 months” for this diagnosis to be made, according to the beta draft guidance. However, if symptoms are severe and all requirements are met, health care professionals may include people who have been playing for shorter periods of time, the draft reads.

Gregory Hartl, a spokesman for the WHO, said the new ICD-11 entry on gaming disorder “includes only a clinical description and not prevention and treatment options.”

Hartl described the ICD as the “basis for identification of health trends and statistics globally and the international standard for reporting diseases and health conditions. It is used by medical practitioners around the world to diagnose conditions and by researchers to categorize conditions.”

This comprehensive list is intended to make it easier for scientists to share and compare health information between hospitals, regions and countries. It also enables health care workers to compare data in the same location over different time periods.

Additionally, public health experts use the ICD to track the number of deaths and diseases.

The existing version of the ICD was endorsed by the World Health Assembly, the decision-making body of WHO, in May 1990 and currently is used by more than 100 countries around the world.

The forthcoming version of the ICD will be published in May 2018.

“Inclusion of a disorder in ICD is a consideration which countries take into account when making decisions on provision of health care and allocation of resources for prevention, treatment and rehabilitation,” Hartl said. By adding “gaming disorder” to the ICD, the WHO makes this health condition an official diagnosis that can be used by health care workers, including doctors.

Chris Ferguson, a professor of psychology at Stetson University in Florida whose research interests include video games and other media violence effects, described the ICD as “the book of real diseases that you can get insurance payments for.”

“People who have treatment centers for video game addiction or a gaming disorder will now be able to get reimbursed,” said Ferguson. “In the past, they have not. It will be a financial boon for those centers.”

The WHO’s ICD lists both mental and physical disorders. The Diagnostic and Statistical Manual of Mental Disorders, Fifth Edition, or DSM-5 is the most recent manual produced by the American Psychiatric Association, and includes only mental disorders.

According to Ferguson, the DSM has entered “Internet Gaming Disorder” as a proposed category, “which means it’s not an official diagnosis yet but they’re interested and they want people to do research.”

But the two guides take a different approach to gaming disorders. ¤

BusinessFocus

Jan/Feb

|

101

HEALTH & WELLNESS

• Use smaller plates. People automatically eat less when they use smaller plates.

• Get a good night's sleep, every night. Poor sleep is one of the strongest risk factors for weight gain.

EAT YOUR FOOD AS MEDICINE

In order to lose weight some persons declare “I’m going on a no carb diet”, “I’m on a fruit diet” or “I’ll stop eating bread/rice” among other things. We must remember that a balanced diet should have some carbs (starches) as it is a necessary fuel for the brain and as such you shouldn’t eliminate parts of a balanced diet to lose weight. What you should do is cut back on your carbs and sugars and include a protein source, a fat source and low carb vegetables in your meals. Eliminate the chocolates, fast foods, processed foods, etc.

It’s 2018 and many of us have made New Year resolutions to lose weight, eat better, exercise more, etc. Some may visit their Doctor for advice on healthy eating and living while others will embark on some form of restrictive diet. What we should resolve to do however is to make healthy changes for life and not as a short term goal. I have found this quote quite appropriate, “Eat your food as your medicines, otherwise medicines will become your food”.

Carbs stimulate secretion of insulin the most. Insulin is the main fat storage hormone in the body. When insulin reduces, fat has an easier time getting out of the fat stores and the body starts burning fats instead of carbs. Lowering insulin also causes your kidneys to shed excess sodium and water out of your body, thereby reducing bloat and water weight. Reducing sugars and starches in your diet will lower your insulin levels, kill your appetite and make you lose weight without hunger.

Many of our illnesses such as cancer, type 2 diabetes, heart disease, hypertension, high cholesterol and obesity are self created due to poor food choices, sedentary lifestyles and other habits such as alcohol abuse and smoking. Developing healthy eating habits isn't as confusing or as restrictive as many people imagine. The essential steps are to eat mostly foods derived from plants—vegetables, fruits, whole grains and legumes (beans, peas, lentils)—and limit highly processed foods. It’s important that you consume a diet that contains the proper proportions of carbohydrates, fats, proteins, vitamins, minerals, and water necessary to maintain good health. A balanced diet is important because your organs and tissues need proper nutrition to work effectively. Without good nutrition, your body is more prone to disease, infection, fatigue, and poor performance.

The importance of eating plenty of protein cannot be overstated.

It has been shown to boost metabolism by 80 to 100 calories per day. High protein diets can also reduce obsessive thoughts about food by 60%, reduce desire for late-night snacking by half, and make you so full that you automatically eat fewer calories per day.

A healthy diet provides the body with essential nutrition: fluid, adequate essential amino acids from protein, essential fatty acids, vitamins, minerals, anti-oxidants, fibre and adequate calories. A healthy diet can be achieved from a variety of plant-based and animal-based foods, although a non-animal source of vitamin B12 is required for vegans. A healthy diet supports energy needs and provides for human nutrition without exposure to toxicity or excessive weight gain from consuming more calories than the body requires.

Exercise helps you to burn calories and half an hour a day of aerobic exercise is recommended or you can consider lifting weights 3- 4 times a week.

Planning to lose weight? Here are a few tips: • Eat a high-protein breakfast. It reduces cravings and calorie intake throughout the day.

• Avoid sugary drinks and fruit juice. These are the most fattening things you can put into your body.

• Drink water half hour before meals. One study showed that drinking water half hour before meals increased weight loss by 44% over 3 months.

• Choose weight loss-friendly foods. Certain foods are very useful for losing fat.

• Eat soluble fiber. These may reduce fat, especially in the belly area.

• Eat whole, unprocessed foods. They are healthier, more filling and less likely to cause overeating.

• Eat your food slowly. Eating slowly makes you feel more full and boosts weight-reducing hormones.

BusinessFocus

Jan/Feb

|

102

Low-Carb Vegetables include Broccoli, Cauliflower, Spinach, Kale, Chard, Lettuce, Cucumber, Celery, etc. Don’t be afraid to load your plate with these vegetables.

Fat sources include olive oil, coconut oil, avocado oil, butter. Don’t be afraid of eating these natural fats. Trying to do both low-carb AND low-fat at the same time may make you feel miserable and abandon your plan.

Bottom line is make healthy food choices and exercises a lifetime goal in order to maintain healthy body function, reduce risk for diseases and weight control.

Dr. Celia McConnell-Downes is a General Practitioner of sixteen years.

She graduated from the University of Guyana in 2001 with her MBBS and in 2013 she earned her Postgraduate Diploma in Diabetes (Distinction) from the Cardiff University. Dr. McConnellDownes has spent over a decade working in the emergency rooms at Victoria and Tapion Hospitals and is a certified American Heart Association instructor in Advanced Cariac Life Support. Dr. McConnell-Downes currently operates her GP practice in the Fitz St. Rose Medical Centre on Micoud St, Castries where she sees patients of all ages and gender. She has a keen interest in diabetic patients as they are so vulnerable to developing many complications. She’s a member of the St. Lucia Medical and Dental Association, Secretary of the St. Lucia Heart, Lung and Blood Foundation and Vice President of the St. Lucia Arthritis and Lupus Association.

EVENTS 2017/8 LOCAL AND regional entertainment, trade shows and conferences

Events

Caribbean Energy Conference Grand Hyatt Baha Mar, Nassau, The Bahamas – JAN 25 - 26, 2018 18th Annual

CARIBBEAN ENERGY CONFERENCE

On Key Issues Facing the Caribbean Energy Sector, Including: • Market Structure and Stakeholder Alignment—Keys to successful project and utility development and management • Financing for Small Countries—Creating structures, mechanisms, bankable PPAs, and a transparent regional approach to financing • Regional Demand—What’s the outlook? What’s in the project pipeline?

Caribbean travel marketplace 2018 Puerto rico convention centre – jan 30 - feb 1, 2018 The Caribbean’s largest marketing event! Caribbean Travel Marketplace affords tourism suppliers the opportunity to meet face-to-face with wholesalers from around the world selling Caribbean vacation travel over the course of two days of business meetings.

For more info visit: https://www.chtamarketplace.com/

CARILEC CEO s and leadership Conference Barbados – May 20 - 23, 2018 The CARILEC Chief Executive Officers & Leadership Conference is the only Conference in the Caribbean where all Utility CEO’s & Leaders gather to discuss opportunities, challenges, cuttingedge methodologies and best practices that will empower participants to better serve the countries in which we conduct business.

guiding digital adoption to lead global markets hyatt regency, trinidad – feb 3 - 5, 2018 CANTO is pleased to invite exhibitors to join us at our 34th Annual General Meeting at the Hyatt Regency Hotel Trinidad & Tobago co-hosted by Telecommunications Services of Trinidad & Tobago (TSTT). You will have an opportunity to showcase your products, conduct meetings and even present to our operators in an informal and intimate setting.

BMEX Barbados Manufacturers’ Exhibition Lloyd Erskine Sandiford Centre, Barbados – June 2 - 5, 2018 BMEX’s main focus is to provide opportunities for local manufacturers to display and promote their products, while increasing business and consumer awareness locally, throughout the Caribbean and internationally.

TIC 2018 TRADE AND INVESTMENT CONVENTION – JULY 5 - 8, 2018, Center Of Excellence, 17A Macoya Road, Tunapuna, Trinidad, W.I Our mandate is simple: to foster intra and extra regional trade for regional 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!

BusinessFocus

Jan/Feb

|

103

Major Moves

LUCELEC Appoints New Senior Staff Senior Human Resource Manager Mrs. Sharon Narcisse Effective September 11 2017, Mrs Narcisse assumed the role of Senior Human Resource Manager Mrs. Narcisse is a Human Resources professional with over nineteen (19) years’ experience, seven of which have been at the Senior Management level.

Her most recent position was the Senior Manager – Human Resources at the Saint Lucia Air and Sea Ports Authority (SLASPA).

Mrs. Narcisse has extensive experience in the public sector having worked as the Director of Human Resource Management in the Ministry of the Public Service and as the Assistant Comptroller – Administration of the Inland Revenue Department. The new Senior HRM holds a Master of Management Studies (with First Class Honours) in addition to a Postgraduate Diploma in Human Resource Management (with Distinction) and a Bachelor of Business Administration in addition to an Associate of Science Degree. She is also a member of the Society of Human Resource Management based in the USA. Mr. Alva Francis took up his new position of Civil Engineer on November 1, 2017.

LUCELEC’s new Civil Engineer is a Civil Engineering and Project Management professional with over a decade of experience designing, building and managing a broad range of projects including civil engineering and air and seaports infrastructure. Mr. Francis possesses a BSC in Civil Engineering and an MSc in Project Management with a specialization in Construction & BusinessFocus

Jan/Feb

|

104

MAJOR MOVES

Infrastructure. Mr. Francis was, for the past four years, a consultant in the Virgin Islands. He was previously employed at SLASPA and the Water and Sewerage Company Inc. (WASCO). Of his move to the power company he says, “I felt compelled to return home to work for an organization whose core values coincided with mine.

I believe LUCELEC is by far one of the most structured, progressive and mature utilities in the Caribbean and I wanted to be part of its Technical Team to make a contribution to its strategic development based on my experience and expertise as a Civil Engineer and Project Management Professional.”

Mc Claude Emmanuel was appointed General Manager of MBC (MBC TV/Real FM) on October 3, 2017.

He holds a BSc in Economics and Management Studies from the University of the West Indies and an MBA with a specialization in Marketing from King's Graduate School. Mc Claude Emmanuel is also a Project Management Professional having worked extensively on Human Resources projects during his tenure at the St. Lucia Electricity Services Limited.

Prior to joining MBC, he served as the General Manager of Radio St. Lucia in addition to owning business support and transportation businesses.

He is now tasked with establishing the company's first ever strategic plan and repositioning it as a major player in the competitive media landscape.

Cable & Wireless Communications (C&W) announced in late December 2017 the appointment of Inge Smidts as Chief Executive Officer.

Smidts replaces John Reid who announced earlier that he will step down from the position of CEO in early 2018. Smidts tenure begins in February 2018 and she joins C&W from Liberty Global where she most recently held the position of Chief Marketing Officer.

Prior to her role at Liberty Global, Smidts was Senior Vice President - Residential Marketing and a member of the Executive Team at Telenet Group. While there, she was responsible for Go-to-Market reporting and overseeing the commercial strategy for Telenet’s business.

Smidts has significant brand and marketing experience having spent over ten years earlier in her career at Procter & Gamble, where she started as Assistant Brand Manager and was regularly promoted, ultimately to Business Leader for the Benelux Paper business. Smidts holds a Master of Economics degree from UFSIA in Antwerp and an MBA in Marketing from the IAE in Aix-enProvence.

Smidts commented, “I am excited to take on the role of CEO at C&W and work with the new management team that will lead Liberty Latin America into the future. The prospects for C&W are bright and I look forward to leveraging my experiences at Liberty Global and Telenet to bring a commercial, marketing and customerfocus that will help deliver results.”

MAJOR MOVES

CIBC FirstCaribbean has announced the appointment of Colette Delaney effective 8 December 2017 to the role of Chief Operating Officer.

As COO, Ms. Delaney assumes responsibility for the performance of the bank’s functional regional business lines – Retail & Business Banking, Cards & Customer Relationship Management, Corporate & Investment Banking, and Wealth Management.

She continues to be responsible for the bank’s Regional Country Management including local regulatory and client relationships. Additionally, Ms. Delaney leads the Marketing & Communications and Strategy functions, for which she assumed responsibility in May of 2017. Concurrent with these expanded responsibilities, Ms. Delaney has been appointed a member of the Board of Directors of FirstCaribbean International Bank, Limited.

Colette Delaney joined CIBC FirstCaribbean in 2013, and served as the bank’s Chief Risk and Administrative Officer.

She is a banking professional of over thirty years’ experience, having begun her career with CIBC in 1987, and previously with National Westminster Bank plc. She holds a Master of Arts degree from St. Anne’s College, University of Oxford in the United Kingdom, an MBA from Cass Business School in London, and received the designation of Associate of the Chartered Institute of Bankers in the United Kingdom in 1989.

Prior to joining CIBC FirstCaribbean, Ms. Delaney held the position of an Executive Vice President within Retail Banking at CIBC. She is a former Director of the Canadian Payments Association and Acxsys Corporation. She was also a Director of Skills for Change, a non-profit organization helping newcomers to Canada.

The Saint Lucia Tourism Authority (SLTA) is pleased to announce the appointment of Richard Moss to its Marketing team as the Sales Manager- Trade, USA. Richard is an experienced hospitality and business management professional with unique marketing savvy. He joins the SLTA with 25 years of experience in the hospitality industry having worked for resorts, attractions and airlines. His most recent role was Trade Development Manager of the Caribbean's largest adventure conglomerate Island Routes Caribbean Adventures. At Island Routes, he was responsible for Trade productivity. He successfully engineered a lucrative travel trade strategy for Island Routes during his tenure, building winning partnerships with Tour Operators and expertly overseeing its consistent growth from one destination at its start-up to twelve. Richard has been featured numerous times on North American radio, the internet and television including the Travel Channel.

In his new role as Sales Manager- Trade, Richard will be responsible for the development and execution of the sales and promotional program for Travel Professionals and the management of the Saint Lucia Travel Specialist program (PASS) in the USA. He will report to the Director of Marketing USA, adding his strength to the team as they work to build stronger partnerships with the trade sector and further develop Saint Lucia's tourism profile. Richard describes himself as a proud Caribbean man who is passionate about fully developing the potential of tourism linkages and driving demand to benefit Caribbean economies at all levels.

Speaking on his appointment Richard said, " I intend to amplify and expose the magic of Saint Lucia's entire tourism offering including culinary, dive, music, sport and health & wellness to further assist in the growth of the destination. I will assist travel professionals in deepening their

knowledge of the entire destination to better support their clients, keeping them up to date on all developments to help increase the efficacy with which they sell Saint Lucia and grow their business."

Richard is an excellent communicator and takes advantage of the digital age we live in by being accessible to the Travel Trade on several platforms including Instagram, Facebook and Twitter. You are welcome to connect with him to keep abreast of all industry happenings in Destination Saint Lucia. He holds skills in project management, training, sales, a BSc in Management Studies from The University of the West Indies and an MBA with honours from the University of New Orleans.

The Saint Lucia Tourism Authority is proud to appoint Jasmine Khouly as Events & Marketing Officer.

Jasmine earned her Bachelor of Science in Hospitality Management at the University of Central Florida, where she graduated with seven honors from prestigious academic honor societies. She gained extensive sales and marketing experience with companies such as Disney and Universal Studios.

Upon her return to Saint Lucia, she began her hospitality career as the Assistant Food & Beverage Manager at Cap Maison Villa Resort and Spa. Jasmine spent her time at Cap Maison studying gastronomy, mixology and furthering her certifications in wine.

Prior to working at the SLTA, Jasmine started her own freelance company called Pineapple Hospitality Services, where she traveled to islands such as Abaco in the Bahamas, training food and beverage employees at large hotels. Jasmine brings to the SLTA extensive experience in marketing, sales and the service industry.

BusinessFocus

Jan/Feb

|

105

BUSINESS FOCUS

ADVERTISERS INDEX COMPANY

Advertisers Index

Page

Advertising & Marketing Services

23

Bank of Saint Lucia

28

Caribbean Association of Banks

59

Caribbean Credit Card Corporation

55

CIBC

5

Cool Breeze

71

COURTS

21

EGS Freight Services

79

Fast Cash

17

First Citizens Investment Services

11

First National Bank

33

FLOW

1

FLOW

2

Goddard Catering

49

Grant Thornton

91

H & L Environmental Services

91

Kleydun Consulting Services

77

Laborie Credit Union

55

Lazarus Funeral Home

19

MAMPA Employment Agency

77

Sagicor

30

Sentinel Security Co. Ltd

30

St. Lucia Mortgage Finance Co Ltd

59

Sun General Insurance

29

Terra Caribbean

39

Tyrone's Wrecker Service

71

COVERS FLOW

IFC

Harris Paints

OBC

Automative Art

IBC

BusinessFocus

Jan/Feb

|

106

Contact: Rendra Gopee | Assurance Mobile: +1 758 722 8149 | Email: rendra.gopee@bb.ey.com NEW COMPANY REGISTRATIONS Marc Roper | Tax Mobile: +1 758 725 4202 | Email: marc.roper@tt.ey.com EY | Assurance | Tax | Transactions | Advisory

NEW COMPANY REGISTRATIONS COMPANY

NATURE OF BUSINESS

DIRECTORS

A+ Investment Inc

Holding and Managing services

Kegan Williams Charlene Pelage

A1 Optical Inc

Eyewear / Online Shopping

Augustus Francis

Beauty and Beyond Day Spa Inc.

Spa Treatment and Retail Company

Petal Charlemagne-Auguste

Bennymartin Inc

Property Holding Company

Jackson Corp

Beyond Infinity Investments Limited

Citizenship by Investment, Real Estate Investment, Property Holding & Development

Lorne D.C. Theophilus,

Blue Real Estate Enterprises Limited

All areas of investments, consultancy, real estate and related services

Robert Gajadhar

Bon Koko Ltd.

Manufacture and distribution of various coconut based products.

Samantha L. Marius, Christian N. Hesse

Breezeway Villa Ltd.

Property Holding

PIF Corporate Service Inc, Marcus Joseph

C & C Trading Limited

Retailing

Rachel Cheong Cheng Pan

Cascara Residents Ltd.

Property Holding

Suzanne Lionel-Nervals Amanda Jane Cotta

CCP INC

To facilitate Fedex Services

Alexander Berenstain

Century Concierge Inc.

Concierge Services

Starfire Inc

Double Tree Investments Ltd.

Real Estate

Christopher Tala Tohme Kelly-Ann Gajadhar

Exclusive Adventure St. Lucia Inc.

Tourism related services, Watersports

Daniel Mignon

Fab Hab Limited

Property Acquisition

Mark Ronnie Stedford Julie Francis Conrad Bucknor

Francein’s Inc.

Guesthouse, Restaurant, Retail of general merchandise

Francios James, Patricia James

Freeman Estate Inc

Housing Development and Construction

Sephton Spence

H & L Environmental Service Ltd.

Laboratory Services, Indoor air quality assessment, Remediation

Cedric Jonathan Leon, Millines A. Herman, Tasha S. Leon-Herman, Ermine Herman, Alphan Leon, Ancius Herman

Interregional Surveys Ltd.

Survey services

John Cenac Jennifer Cenac-Andrew Renee Cenac

Island ATV Ltd.

Provide ATV Tours to Tourist & Locals

Wendell Richards

BusinessFocus

Jan/Feb

|

107

Contact: Rendra Gopee | Assurance Mobile: +1 758 722 8149 | Email: rendra.gopee@bb.ey.com NEW COMPANY REGISTRATIONS Marc Roper | Tax Mobile: +1 758 725 4202 | Email: marc.roper@tt.ey.com EY | Assurance | Tax | Transactions | Advisory

NEW COMPANY REGISTRATIONS COMPANY

NATURE OF BUSINESS

DIRECTORS

Island Vacation Properties Ltd

Holding Company

Shawnelle Laloosingh-Walters

JAM CT Inc

Construction & Tours

Mc Arthur Desir

James Supermarket Inc.

Supermarket & Retail of Goods

Aaron James, Mary Cleopha James

KCKM INC.

Real Estate

Kenroy Cruickshank Magdalene Marulaz

Liberi Holdings Ltd

Property Holding Company

Adrian Allan Theobalds

M & M Store Ltd

Retailing of Clothing Goods

Mikhael Endraws, Wallid George

Navita Design Company Ltd.(NDCL)

General Business

Rashree Jarbandon Andie Wilkie

Ontrac Telematics Corporation

GPS Fleet and Asset Tracking

Gary Cabral Lenee Paulraj

P.S.L. Distribution Limited

Distribution of Motor Oil and like products

Yanique Jared Joseph

Professional Administrative and Support Services(PASS)Inc.

Professional Services

Flavia Cherry

Pure Moringa Inc

Growing, Manufacturing and Export of Moringa Products

Fleetwood Limited Valencia Mathurin

QCT Construction and Real Estate Ltd.

Construction and Real Estate

Nathaniel Joseph

Red Booth Inc.

Communications & Contact Services

Adam Alovis Ryan Alovis

Simba Solve Inc

Various technological Services

Sheldon Leonce

St Lucy Investment Group Inc.

Investment Holding Company

Ricardo Corbin, Danya Singh

Tecnix Construction Inc.

Consulting, Contracting, Construction

Benjamin Drakes, Beverly Drakes

Tenacia Caraibe Ltd.

Health Technology Products and Services

Stephen King, Martin Didier, George Eugene, Kevin Hanville, Elene Gedeon-St Clair

Two Cannons Corporation

Property Holding

Crown Point Corporation

Versicolor Ltd

Retail of Insecticides & Pesticides

Lance Charles, Alana Sammy

VR HealthCare Supplies & Auto Repair Services Inc

Health care supplies and Auto Repair Services Inc.

Frances Velina William Roney Michael Daniel

Yellow Sands Luxury Villas Inc

Tourism

Alexander St. Clair

BusinessFocus

Jan/Feb

|

108