St Lucia Business Focus 98 by AMS St. Lucia

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No. 98

BF JUL/AUG 2018

CONTENTS FEATURE 20. Angus Bain: The Man Behind The Brand 24. Evolution Of The Brands 26. Management Team: Taking Northwest To The Next Level 30. Finance Department 32. Vehicle Sales Department 34. Service Department 36. Operations Department 38. Human Resources Department 40. Parts Department 42. Shipping & Logistics 44. We Thank Our Long Serving Staff! 46. More Than A TYRE SHOP 48. Northstar Leasing 50. Our Brands 55. Customer Testimonials 56. A Brand With Heart 58. Northwest: 35 & Beyond 4. 6.

Editor’s Note Business Briefs

Governance Guru 8.

Mission Possible: Is Your Organization Mission Driven?

Leaders Corner

10. Teams Built To Last

Money Matters

12. Accessing Finance to Become a Reality for Caribbean Women-Owned Businesses 13. Eighth Oil Discovery Made Offshore Guyana 13. Barbados Government Seeks Access to Loans From IDB

Business Tech

14. SLHTA Appeals for Inclusion In Renewable Energy Drive 15. Saint Lucia Open Data Portal Launched 16. CUBE HRMS – Redefining Innovation, Productivity & Efficiency in St. Lucia’s Business Environment 16. KM2 Solutions Opens Second OmniChannel Contact Center In Castries, St. Lucia 17. Saint Lucia Hosts First-ever Data Literacy Boot Camp 60. Alternative Security Services - Make "Alternative" Your First Choice

Must Reads

62. The Science of Success

Tourism In Focus 64. Saint Lucia Tourism Authority Announces Its North American Showcase 64. Barbados Hotelier Appointed New CHTA President 65. Bay Gardens Resorts 65. Acquires Fourth Property In Saint Lucia

Environmental Focus

66. Is The Caribbean Building To Code? 68. Saint Lucian Engineer Tackles Water Problems 69. The Saint Lucia National Conservation Fund: Financing Conservation and Sustainable Development Projects 70. Lionfish - Turning A Threat Into A Treat 71. Public Encouraged to Minimize Use of Plastics 71. Caribbean Experts Discuss Energy Efficiency at ECLAC Meeting 72. 53 Farmers Complete Farmer Field School Programme 73. Are You Prepared For The Hurricane Season?

Economy & Trade

74. Caribbean Businesses Invited to Explore Opportunities in Cuba 75. Castries Market Redevelopment Design Revealed! 75. CDB Study Explores the Blue Economy as a Regional Economic Driver

Youth In Focus

76. Results of the 2018 National Tourism Public Speaking Competition 77. The Growing Business of Film-Making

In The Know

78. Revamping the Image of Castries 80. Chamber Remains Committed To Serve 81. Meet NRDF Team Member, Mr. Felix Francois 82. Five Considerations Before Dismissing An Employee 83. Ring The Alarm 84. The Art of Being a Good Co-worker 86. All Successful Entrepreneurs Were Once Lion Tamers 87. CDB Assists UWI With Shaping New Disaster Resilience Graduate Course 88. Developing a Philosophy For Your Work Life 89. CARILEC Announces Election of New Board of Directors 89. Caribbean Airlines Reports Increased Revenue, Positive On-time Ranking

Health & Wellness

90. National Health Insurance - What's The Plan? 92. Walk 4 A Cause Break Records 93. NCF Executive Director: “Keep Pledging!” 94. Introducing The Five Keys To Safer Foods 94. Diabetic Retinopathy Training For Health Workers 96. Major Moves 98. New Company Registrations 100. Advertisers Index BusinessFocus

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BUSINESS FOCUS

Business and Family! A Tried and Tested Formula for Success. A review of Saint Lucia’s commercial sector would confirm that it was built on a strong foundation of family-owned enterprises, many of which have grown and expanded to become long-serving and outstanding businesses created and led by a dominant personality who had great vision and a strong entrepreneurial spirit. Most of these businesses were registered with the surname of the Founder being integrated into the name of the enterprise. Our history is rich with the success stories of the many families and the names of companies such as Minvielle & Chastanet, Peter & Company Ltd, Barnard Sons & Co. Ltd., Johnson’s Hardware Ltd., Carasco & Son Ltd., Clarke & Co. Ltd., A.F. Valmont & Co. Ltd., Ferrands Dairy Ltd., Du Boulay’s Bottling, St. Lucia Distillers Ltd. and Saint Lucia Bay Rum Co. Ltd., among others. These were pioneering companies that were

Lokesh Singh Editor / Managing Director

created and developed into successful locally-owned family enterprises. Some of these companies are still operational today and have transcended generations who have since been professionally trained to lead them in a new and ever-changing business environment. The popular local names such as Devaux, Du Boulay, Barnard, Carasco, J.Q. Charles, Clarke and Johnson are still active in the market and are a legacy of their pioneering forefathers. Within the last fifty years, a number of new and similarly successful entrepreneurs – many from within the old traditional business families and new personalities who entered the market and have carved a successful niche. The names Chris Renwick, Ornan Monplaisir, Michael Chastanet, Craig and Laurie Barnard, Joyce and Desmond Destang, David Devaux and Angus Bain are etched in our history for their success and achievements. In this issue, our Special Feature is dedicated to the story and success of Angus Bain – a quiet, efficient and amicable leader, who is celebrating 35 years of his company Northwest Ltd. – a market leader in the automotive sector. His story is one of passion and entrepreneurial spirit which is worth emulation. Not only has he built a successful and diversified enterprise, but, he has successfully integrated his two sons into the business as his succession and retirement plan. We offer them our very best wishes as they chart the new course under his guidance heading Northwest 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@amscaribbean.com Project Manager: Ashwini Singh - ashwini@amscaribbean.com Editor’s Note Editorial Assistants: Kezia Preville | Stan Bishop Graphic Designer: Tannel George | Carlisle Searles Advertising Sales: Cennette Flavien - cennette@amscaribbean.com Cleopatra Jules - cleopatra@amscaribbean.com Webmaster: Advertising & Marketing Services Photography: Ashley Anzie | Stan Bishop | Carleen Jules Contributors: Lokesh Singh | Dr. Chris Bart | Olivier Bottois Stan Bishop | Kezia Preville | Rohan John Baptiste Geraldine Biscette-Joseph, GIS | Lyndell Halliday Lisa Ellis | Department of Sustainable Development Saint Lucia Tourism Authority | Miguel Mauricette - Ministry of Health | 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 trust that you will enjoy reading our Special Feature and the many articles on various subjects which will impact our businesses and daily life. Look us up online at www.businessfocusstlucia.com and share the magazine with your business associates, friends and family. Happy Reading!

BusinessFocus

Jul/Aug

Issue No. 98 Jul/Aug 2018

On The Cover: Northwest Team Angus Bain & his two sons Randall (L) and Larry (R)

Special Feature

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BUSINESS BRIEFS

Business Briefs BUSINESS BRIEFS

BUSINESS FOCUS

SLHTA Begins Its Drive to Expand Linkages

On Friday 11th May, SLHTA's Linkages officer Ms. Donette Ismael met with Mr. Jonathan Allain, Business Development Officer SEDU and Ms. Cindy Eugene Marketing Specialist at the Ministry of Commerce. The meeting was deemed necessary in light of the Association's efforts to broaden its linkages program to include the manufacturing, agro-processing and art and craft sectors. The trio discussed passionately their ideas and aspirations for this venture. The association understands the success of the program going forward necessitates a collaborative effort from all stakeholders. The liaison officer in the coming weeks will continue to meet with members and other agencies that will benefit from the linkages program.

5Cs Project to Measure Effects of Climate Change on Coral Reefs

the Caribbean with two systems already erected in Antigua and St. Kitts. Two others will be established in Grenada and St. Vincent and the Grenadines. Coral reefs in Caribbean waters have, in recent years, endured much bleaching and placed under stressors which, in some cases, cause death to the reefs. The new system, sponsored by USAID and each costing US$25,000, will help monitor these conditions and will help mitigate the negative impacts of climate change on reef systems

The system falls under a project being implemented by the Caribbean Community Climate Change Center (CCCCC) headquartered in Belize that seeks to measure the effects of climate change on coral reefs. The oceanographic buoy being erected off the Soufriere coast is the third of its kind to be established in the waters of BusinessFocus

Jul/Aug

This September, Windjammer Landing Villa Beach Resort, St. Lucia Will Be Open for Business

SALCC Update on College to University Transition By Geraldine Bicette-Joseph, GIS

The management of Windjammer Landing Villa Beach Resort, St. Lucia announced that the resort will remain open for business this September 2018. In the past, the resort has closed in September for renovations, which were all very well received. The university aims to provide a higher education to students at reasonable tuition costs. Dr. Cathy James-Springer, from the Office of Institutional Effectiveness at the Sir Arthur Lewis Community College, spoke recently on the transition of the SALCC into a university college. She stated that because higher education is a necessity throughout the world, Saint Lucia must offer its students an opportunity to achieve on the same level as their international counterparts.

Saint Lucia is one of five Caribbean islands selected for the installation of an oceanographic buoy which is part of a network of Coral Reef Early Warning Systems for the Caribbean.

The college is also consulting with stakeholders and members of the public, and holding internal consultations with its faculty and staff.

“Many of our students migrate to attend universities throughout the world. We want to provide something that allows our students a reasonable tuition to get a higher education. Higher education is almost a requirement now, within the world, and so, Sir Arthur’s transition from a community college to a university college will empower our population by providing them access to a higher education.” Dr. James-Springer detailed the transition process: “As part of the transformation process, several teams have been established, and these teams are assessing many aspects of the college including policy, the structure of the college, and the physical layout, among other things.”

“We are looking forward to welcoming guests this September,” states Scott Seger, Managing Director of Windjammer Landing Villa Beach Resort. “We have many specials going on during this time, and we hope travelers will take advantage of them to visit the beautiful island of St. Lucia.” As a testament to the resort’s reputation, Windjammer Landing has earned the TripAdvisor® Certificate of Excellence award for the last six consecutive years.

Saint Lucia Jazz To Team Up With Lincoln Centre

Saint Lucia Jazz is expected to undergo a major facelift next year, due in part to an agreement that Saint Lucia will sign with the Lincoln Centre.

BUSINESS BRIEFS Executive Chairperson of the Saint Lucia Tourism Authority, Agnes Francis, made the disclosure at a June 14 press conference held at SLTA’s offices at Vide Bouteille.

PwC Reopens Its Doors in Saint Lucia

According to Francis, the deal will see the provision of a wide range of services to be provided by the internationally-acclaimed institution to the island’s major marketing festival. Francis, who was part of a delegation headed by Tourism Minister, Dominic Fedee, which returned from a publicity blitz in the U.S. the week before, also spoke of the commissioning of an airlift study for the island. Like many other Caribbean states, she says Saint Lucia has optimal airlift capacity during the winter season. However, she adds that during the summer and fall seasons, airlift poses a challenge.

Saint Lucian Delegation Attends CTO Caribbean Marketplace Chief Marketing Officer of the Saint Lucia Tourism Authority, Tiffany Howard, says a Saint Lucian was able tap into many opportunities in New York while there for Caribbean Week, including promoting the Summer of Discovery campaign. Howard was part of that delegation headed by Tourism Minister, Dominic Fedee in early June. Howard adds that the delegation also participated in and capitalized on a trade fair at Caribbean Marketplace hosted by the Caribbean Tourism Organization (CTO) which featured a health and wellness component. The delegation made a presentation there and sought to attract visibility for Saint Lucia. The delegation, she says, also networked with various media outlets, some of whom have already penciled Saint Lucia in for coverage. While in New York, the delegation also received the award for Best Social Media Campaign which Saint Lucia won this year, due mainly to its “Let Her Inspire You” tagline.

Bay Gardens Hotel and its sister property Bay Gardens Beach Resort & Spa in St. Lucia have entered the TripAdvisor “Certificate of Excellence” Hall of Fame after being recognized for outstanding hospitality for five consecutive years by the influential travel site. Sanovnik Destang, Executive Director of the locally-owned Bay Gardens Resorts chain of hotels in the north of St. Lucia, announced the group’s honour in June after two of its four hotels entered the prestigious category.

One of the big four accountancy firms, PwC, has returned to St Lucia and company officials say it’s a sign of the significant potential for growth in the Eastern Caribbean. Speaking at a cocktail event to announce the official re-opening of its St. Lucia office in June, Frazer Lindsay, CEO, PwC in the Caribbean, said: “Being here, in my view, is about creating and implementing a sustainable strategy that can help our clients to grow their business, not only in the Eastern Caribbean but regionally.” Lindsay noted that setting up the office in the island was in line with PwC’s regional strategy. “St. Lucia is an important hub for many of our regional clients and we believe that a physical presence in territory is important to ensure that we deliver the services that our clients need,” he said. Photo: St Lucia’s Agriculture Minister Ezechiel Joseph (Centre) Chats With Philip Dalsou, Permanent Secretary In The Ministry Of Public Service, Sustainable Development, Energy, Science And Technology (Left) And Frazer Lindsay, Ceo, Pwc In The Caribbean (Right) At The Launching Of Pwc’s Office In St Lucia.

Bay Gardens Properties Enlisted In Tripadvisor’s Hall of Fame

“We are thankful for this most recent recognition of our staff’s commitment to hospitality excellence, and we will continue to raise our service standards,” said Destang, who recently reported on guests’ satisfaction with the ongoing renovations to the 77-room Bay Gardens Beach Resort & Spa. Destang also reported that Bay Gardens Inn and Bay Gardens’ Splash Island Water Park were recipients of the 2018 TripAdvisor Certificate of Excellence. The first open water sports park in the nation, located off Reduit Beach, received the accolade for the second successive year.

Royal Caribbean Invests $120M in Ship to Attract Millennials Royal Caribbean has invested $120 million in a 15-year-old ship as part of a plan to attract younger travelers with shorter cruises. A company news release says the Mariner of the Seas arrived at its new home in late June in Port Miami. The ship will offer 4-night weekday and 3-night weekend trips from Miami to the Bahamas. Its first voyage left on June 25. Besides restaurants and bars, other new attractions include a virtual reality bungee trampoline, a pair of racer water slides, a glow-in-the-dark laser tag room, a room escape challenge and a surf simulator. Royal Caribbean President and CEO, Michael Bayley, says millennials want more frequent and shorter vacations, and the Mariner of the Seas is expected to meet that demand. The improvements are part of a $900 million programme involving 10 ships in four years. BusinessFocus

Jul/Aug

Governance Guru BUSINESS FOCUS

Mission Possible: Is Your Organization Mission Driven? You’re a great board member and serving on a great board. You and your fellow directors care about your company and work hard at every board and committee meeting to help make your company successful. Fair enough. OK, it’s now time for a pop quiz. Does your company have a mission statement as part of its current strategic plan? (I hope you do!) If so, what is it? Can you personally recite it… or paraphrase at least 80 percent of it? What about your CEO and other members of the senior management team? If not, I can assure you most definitely that your organization is missing out on the superior returns that accrue from becoming ‘mission driven’. What’s ‘mission driven’? It’s about creating ‘organizational focus’ around a well-constructed mission statement which every organization, regardless of size or purpose, must first identify and then be able to relentlessly articulate in order to begin its march to success. Simply having any ol’ mission statement will not guarantee success since not all mission statements are created equal. To be truly effective, your organization’s mission statement must provide guidance regarding the actions and behaviours of all employees and inspire a truly focused allocation of organizational resources. A great mission statement will especially identify your organization’s unique and enduring ‘reason for being’ and make clear to staff at all levels what you are trying to accomplish. Over the past 20 years, my research and writings (available at www. corporatemissionsinc.com) have proven that if you are a mission driven organization, you win. If not, you lose out to those who are. It’s that simple. Consider now the following four questions that every board BusinessFocus

Jul/Aug

Mission Possible: Is Your Organization Mission Driven?

By Dr. Chris Bart FCPA, F.CIoD Chairman, The Caribbean Governance Training Institute

should be asking about their organization’s mission. If your board answers “no” to any of them, your organization is missing out on the many advantages that being ‘mission driven’ could bring. 1. Did the mission development process involve a cross-section of organizational members? A mission’s successful implementation depends on buy-in from both formal and informal leaders across an organization – including the board of directors. It can’t only be a senior management team exercise. So when it comes to mission development, less is not more. In fact, the more the merrier! Naturally, one hundred people cannot write a mission – yet, amazingly, 20 or 30 can! And where an extremely large company is involved, a small group of employees representing a cross section of the organization should be charged with creating the ‘first working draft’ of the mission. They need, though, to float any emergent mission statement for organizational comment and feedback early in the process. That way, everyone – including the board - gets to put their fingerprints on the mission before it becomes final. It’s then “their” mission and not just the committee’s - or just management’s! The input of other stakeholders such as customers and shareholders/owners can also be gleaned though surveys and focus groups. Interestingly, this can be frightening to senior executives. I once helped a large financial services company with 27,000 employees develop a new mission statement. The first draft was created by a cross section of twenty-four employees. Then the CEO asked me what the next step was. I said we needed to send the mission to all employees and ask for their thoughts

on it. He replied with a hint of terror in his voice: “Good Lord, what if they all write me back?” Incredibly, he saw that as a problem! After I explained that this would be a wonderful opportunity to engage his workforce, he agreed. Slightly over 3,000 staff replied and the mission was revised based on their input. They are now one of the top firms in their industry! 2. Does your mission statement clearly and succinctly describe the relationship it seeks to have with its important stakeholders? Great missions show that the company understands it needs to identify, address

Dr. Chris Bart, FCPA, FCIoD 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

and balance the competing interests of those key stakeholders responsible for its continued success and longevity – typically, customers, employees, shareholders and society writ large. After all, if an organization fails any one of these stakeholder groups in a serious and significant manner over time – it will not exist, at least not for long. Interestingly, my research has also shown that the best mission statements tend to put their emphasis on their customers and employees. Sadly, my experience has also been that most mission statements fail miserably in terms of offering up a vivid picture of how the organization intends to treat these two important stakeholders. A major reason for this occurs when mission statements try to describe these critical relationships in inappropriate detail. I have found that mission statements which work best usually have a length of between approximately 60-80 words. The discipline of limiting the word count forces you to determine what the strategic differentiators of your business really are. These should be the ones which help create a uniquely superior and highly differentiated position for your organization in the minds of all key stakeholders – but especially Customers and Employees. An example of a well written mission statement that I helped the Cowan Insurance Company create is: THE MISSION OF THE COWAN INSURANCE COMPANY We treat each other, and ALL those with whom we interact, with honesty, respect and caring. TO OUR CLIENTS We are a responsive and reliable provider of a broad scope of high quality, innovative solutions. TO OUR EMPLOYEES We provide the opportunity for personal growth and development in a professional, motivating, collaborative team environment where contributions are recognized. TO OUR COMMUNITIES We are committed to being a respected corporate citizen that gives back and contributes to the well being of our communities. We will grow and expand our business while providing fair returns and allowing for reinvestment.

3. Is the mission statement effectively communicated to and understood by all staff? Assuming that you have one, try writing out your firm’s mission statement right now (without looking). Then ask the CEO and Board Secretary to do the same thing. Familiarity with the mission statement is regarded as the important first step in its successful implementation. After all, if you can’t say it, how can you live it? Accordingly, my research has found that organizational leaders must continually keep their mission in front of employees. And the same holds true for the board in its agenda setting process. To do otherwise, the outcome will be chaos. Accordingly, your organization’s mission and its statements of commitment to various stakeholders should be found everywhere from corporate lobbies and conference rooms to employee handbooks and annual reports. To be sure, these public displays of the mission are important and admirable. But the true worth of an organization’s mission—and the “values” therein—comes from the extent to which it is religiously practiced and translated into specific actions, rather than merely professed. That’s why the leaders of St. Joseph’s Hospital in Hamilton developed a unique program called “I make a difference”. Essentially, this involved sessions with every single staff member meeting in small groups with supervisors and facilitators to discuss the application of the mission for their particular job. The goal of these sessions was ultimately to ensure that every person working at St. Joe’s understood his or her specific roles and the behaviours required to support the mission. Today, the hospital is renowned for the care they offer patients and the innovative medical research they perform. In order to find out whether your organization’s employees understand your mission, ask your CEO these two simple yet profound questions: “Does everyone know what our mission is - exactly?” And, “does everyone understand what our mission means specifically in terms of how they individually behave and do their job around here?” Then ask for proof of this. I can promise you that the answers you get back will shock you. 4. Is the mission statement a part of your organization’s daily life?

is the ultimate step towards becoming ‘mission driven’. Your board can test for this alignment by answering the following: Are your organization’s leaders asked to explicitly relate their plans and budgets to the mission? Are key phrases from the mission routinely interspersed into everyday tasks and conversations? Does your firm’s mission statement form the basis from which training, recruitment, promotion, reward and disciplinary programs are developed? Does the board systematically evaluate the organization’s progress and results against the mission? While many organizations may claim to be “mission driven”, most fail in the consistency with which their formal systems and processes line up with it. They especially don’t measure their progress against the mission and fail to reward employees for helping to make their mission a reality. Yet the payoff from getting it right, from aligning your mission with your firm’s resources, is a juggernaut organization that will roll over competitors that have not developed the same degree of focus, dedication and commitment. I therefore challenge you and your board members to look with fresh eyes at your own organization’s mission statement, using these four key questions as your guide. There’s no doubt that when your mission is fully aligned with your resources, the result is a highly successful organization pulling together with extreme focus and determination... Mission Accomplished! The Way Forward In conclusion, the way to build better boards is by having better informed Directors. So here’s two big uncomfortable questions for Caribbean directors: does your organization currently have a properly formulated mission statement?; and, to what extent is that mission well communicated and effectively implemented to make your organization truly mission driven? If you think there is room for improvement in the way your board has exercised its ‘oversight role’ regarding your organization’s mission statement creation and deployment, you might want to suggest to your fellow board members 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. ¤

The extent to which an organization is able to align itself – its structure, systems, processes and procedures - with the aims and aspirations contained in the mission BusinessFocus

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Volume 10

BUSINESS FOCUS

LEADERS

Teams Built To Last

CORNER

Teams Built To Last By: Olivier Bottois Building a power team that performs takes time, focus and persistence; also good emotional intelligence, the capacity to be aware of, control, and express one's emotions, and to handle interpersonal relationships judiciously and empathetically. I touched on this topic a few months ago in my article about the real cost of turnover (Business Focus Volume 6), indicating that new teams often are storming, then norming and ultimately performing. It requires establishing trust between the team members. However relationships take time to develop and in the meantime financial performance can be silently impacted. Nowadays staff turnover is a reality for many reasons and costly to the organization in the long run. I also talked about the critical steps such as hiring the right people for the right job based on their strengths and weaknesses, training, coaching, involving, sharing the vision, including team members in the decision making process, getting a buy in and more. Retaining talent and building a long lasting team in such a competitive environment is, a challenge especially in places of hardship (remote locations for example ) where sourcing talent is a greater challenge. Therefore hiring people who are motivated by the challenge and excited by the opportunity is not so easy. Assuming we leaders assemble a great team it is likely that some members will leave at some point for all kind of reasons, personal or professional. But we can extend that time line by sharing exceptional time together in a “professional family setting” where it feels great to share time together. We know it is not about the money... Leading in an environment where the labor pool is almost inexistent requires a particular skill set to entice people to stay and leadership has to prevail. Of course management style and how we treat them is key... BusinessFocus

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Mutual respect, trust, culture are key words when talking about successful teams. As a leader you know if you left a legacy after you leave. You know already when your business runs like a clock while you are away... this is the real test... leaders who micro manage have difficulty being away... the team performance and strength is obvious when you are away and your business runs smoothly. The real test is when you leave the organization to make a difference somewhere else. Don’t expect gratitude from your successor. Do it for yourself. Everyone knows. Great leaders who move on leave a strong stable environment that runs well without them (Apple, Microsoft) and their replacements inherit a strong platform for continuing success. However, no matter how aligned you are with your employees, you are also in a team with your employer or investors. Their support of you and the teams you manage is a clear recognition of your leadership.¤ Olivier Bottois is a third generation hotelier with broad hospitality experience in France, England, Germany, Canada, USA and The Caribbean. He is a Four Seasons Hotels & Resorts alumni who led Leading Hotels of The World, Relais & Chateaux, Small Luxury Hotels and Preferred Hotels properties as General Manager, Managing Director and HOA President. After the successful repositioning of Ladera Resort in St Lucia (2011-2016) as Vice President of Operations & Marketing, Bottois joined Marriott "Autograph Collection" in the US, before returning to the Caribbean recently. Olivier is based in Saint Lucia and the US, currently working on repositioning hotel projects and asset value enhancement for indépendant owners in the West Indies. Follow Olivier on Linkedin: Olivier JP Bottois

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MONEY MATTERS

Accessing Finance to Become a Reality for Caribbean Women-Owned Businesses

Accessing Finance to Become a Reality for Caribbean Women-Owned Businesses The Caribbean Export Development Agency (Caribbean Export) in partnership with the Caribbean Development Bank has kicked off the inaugural activity of the Women Empowered through Export (WE-Xport) programme with a two-day workshop aimed at increasing participating firms’ and regional business support organisations’ (BSOs) access to finance. Access to finance has been identified as one of the largest hindrances to businesses in their efforts to expand. Through an increased understanding of the necessary requirements to access funds from traditional banking institutions and funding agencies, it is hoped that more women-owned businesses will be able to access the finance needed to expand their businesses, and take advantage of the Caribbean Forum (CARIFORUM) European Union Economic Partnership Agreement (EU-EPA) to export their products and services to CARICOM and Europe. “This disproportionate access to finance, which women face, limits their ability to participate in, and contribute to the economy, and hinders the improvement of their lives,” said Lisa Harding, Micro, Small and Medium Enterprise Development Coordinator, Technical Cooperation Division, CDB. “Further, we believe this barrier and the consequent underrepresentation in entrepreneurship represents a missed economic opportunity for our Region,” she said. “It is against this backdrop that CDB is pleased to be partnering yet again, with Caribbean Export, in the WE-Xport programme, and particularly to fund participants in the “Access to Finance” component.” At the opening of the workshop Pamela Coke Hamilton, Executive Director of Caribbean Export, outlined how issues such as sector concentration, lack of innovation and informal business structures, impede access to finance. Coke-Hamilton informed attendees that the WE-Xport programme aims to tackle many of these challenges; and the Access to Finance workshop would address the concerns of financial institutions regarding “weak financial literacy, and not keeping proper business and financial records”. Further, following the workshop, local Business Support BusinessFocus

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Organisations in all 15 CARIFORUM countries will receive six months of technical assistance to enable them to better equip firms in their respective countries in preparing to access finance. Coke-Hamilton closed by stressing “to the financial institutions, you also have a vital role to play in ensuring that when these companies make the necessary adjustments on their end to meet the requirements, that they are facilitated in their respective countries”. The European Union has done a considerable amount of work in support of private sector development over several decades. Their continued commitment to achieving the overall objective of increasing the growth and prosperity of MSMEs and by extension decent job creation and wealth formation in the region was highlighted by Camille Wildman, Project Officer-Private Sector Specialist at the Delegation of the European Union to Barbados, the Eastern Caribbean States, the OECS and CARICOM/CARIFORUM in her remarks. Wildman commended the CDB, Caribbean Export and UN Women on the organization of the workshop to improve the ability of the attending BSOs and women-owned businesses to meet the requirements of the formal banking sector and improve their overall ‘financial intelligence’. Caribbean Export launched the WE-Xport programme in March, 2018 and selected 20 women-owned businesses from across CARIFORUM to participate in a range of activities and initiatives to build their capacity and support the growth and development of their businesses. Following the Access to Finance workshop, three companies from the WE-Xport programme will be showcasing their businesses at European Development Days (EDD) in Brussels, Europe. Following this event, participants will benefit from a three-month intensive business coaching programme. In addition to workshops, activities under the WE-Xport programme include technical assistance grants, a podcast series to address issues affecting women in business and a women’s business forum. ¤

Eighth Oil Discovery Made Offshore Guyana

Eighth Oil Discovery Made Offshore Guyana and “creates the potential for additional resource development in the southeast area of the Stabroek Block” which comprises 6.6 million acres (26,800 square kilometres) and is located approximately 120 miles (193 kilometres) offshore Guyana. “The well encountered approximately 256 feet (78 meters) of high-quality, oil-bearing sandstone reservoir….Longtail drilling results are under evaluation; however, the combined gross recoverable resources of Turbot and Longtail are estimated to exceed 500 million barrels of oil equivalent,” the oil company said.

U.S. oil giant ExxonMobil has announced it has struck oil offshore Guyana yet again this time at the Longtail-1 exploration well. This represents eight out of ten successful exploratory wells for the Houston based oil giant, in an industry with an average success rate of 20 to 25%. This discovery, announced on June 20, was made approximately five miles west of the Turbot-1 well and follows previous worldclass discoveries on the Stabroek Block at Liza, Payara, Liza Deep, Snoek, Turbot, Ranger and Pacora. ExxonMobil said in a press release that along with the Turbot find, the latest discovery will raise reserves by over 500 million barrels

The Stena Carron drillship began drilling at Longtail on May 25. Having made this latest discovery, the ship is being sent off to a new target, Hammerhead-1, located nine miles southwest of Liza 1. ExxonMobil is accelerating exploration activity with an additional drill rig expected in the next few months. This would mean two engaged in exploration while another rig develops the Liza 1 field set to start production in early 2020. ExxonMobil’s affiliate, Esso Exploration and Production Guyana Limited (EEPGL) is the operator of the Stabroek Block, holding a 45% interest, Hess Guyana Exploration Ltd. holds 30% interest and CNOOC Nexen Petroleum Guyana Limited holds 25% interest.¤

Barbados Government Seeks Access to Loans from IDB Barbados Government Seeks Access to Loans From IDB

Barbadian Prime Minister, Mia Mottley, says her Government will seek to access millions of dollars in loans that had already been approved by the Inter-American Development Bank (IDB), but which the former administration failed to access. She made the disclosure following a meeting with IDB President Luis Alberto Moreno, and his team, at Government Headquarters on June 20. Although she described the meeting as “very good”, Mottley reported that Barbados had not been good over the last few years with respect to drawing down on approved IDB loans. “There were five loans that were cancelled with the bank between 2016 and 2017. I am not sure how a country that needs concessional funding can engage in the luxury of having loans cancelled. And we have promised that that has to be a thing of the past, that we need to be able to reposition our country,” she said. She added: “Our disbursement rate -- regrettably -- is among the lowest, if not the lowest in the hemisphere, at 13%. Jamaica’s is at 32% and that gives you an idea of where the disparity lies between Barbados and some of the other countries in the region.” Barbados has a loan portfolio with the IDB of US$191 million, of which Mottley said US$135.7 million remains undisbursed, in

spite of the fact that many of those loans were in place for three to five years. As a result, she said, at least three major loans were at risk and Government and the Bank had agreed to “put them in good shape again”, even if it meant tweaking them. She noted that as the country goes forward in the next few years, its major sources of funding would be concessional funding from the international and regional financial institutions. Barbados is preparing to enter into negotiations with the International Monetary Fund (IMF) and that the IDB President is already in discussions with the Fund on that matter. Speaking after their meeting, Moreno said the IDB was keen to assist Barbados, and he had several discussions with Mottley about the way forward. “She and I discussed along the way many times the need to…bite the bullet and do some of the things that she is embarking on for the good of all of the people of Barbados. When I saw that, it was my immediate reaction to get on the phone and to say, we are here to help, because when leaders take those kinds of decisions, when they decide to confront the issues of a country, they deserve all the help and all the friends,” he said. ¤ BusinessFocus

Jul/Aug

BUSINESS TECH

SLHTA Appeals for Inclusion In Renewable Energy Drive

SLHTA Appeals for Inclusion in Renewable Energy Drive The St. Lucia Hotel & Tourism Association (SLHTA) says it wants to play a greater role in helping St. Lucia meet its renewable energy targets under the United Nations Framework Convention on Climate Change (UNFCCC) Paris Agreement. Saint Lucia is one of more than 130 countries that signed on to the historic climate change agreement in Paris in December 2016. In June 2017, Sustainable Development Minister, Dr. Gale Rigobert, reaffirmed government’s commitment to fulfilling its obligations under the Paris Agreement following the United States’ decision to pull out of the treaty. As part of its commitments, government has vowed to work at reducing St. Lucia’s carbon emissions, improve grid distribution and transmission, and aim for a 35% renewable energy target by 2025, and 50% by 2030, using a mix of geothermal, wind and solar energy sources. Focus is also being placed on promoting energy efficiency in buildings, appliances, water distribution and network systems and public and private transportation. Meanwhile, LUCELEC has embarked on constructing a 3 megawatt (MW) solar farm at La Tourney, Vieux Fort. The project is currently generating about 4% of the grid’s total output, or approximately 10% of the 35% renewable energy target total set for 2025. The SLHTA has written to government expressing concern about St. Lucia’s ability to achieve its 35% renewable energy target by 2025. While commending LUCELEC’s continuing efforts at ramping up the use of renewable energies via wind and geothermal power generation, SLHTA feels more needs to be done and has declared its willingness to partner with LUCELEC to step up the pace of St. Lucia’s renewable energy generation. Currently, the amount of grid-tied renewable energy that commercial enterprises are allowed to produce is capped at 25 kilowatts (kWh). The SLHTA believes this is too low and has urged government to consider removing the 25 kWh limit and BusinessFocus

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allow hotels and other businesses to generate up to 20% of their electrical needs via renewable energy systems. “The SLHTA sees these climate change commitments as a major opportunity for St. Lucia that must not be allowed to slip away,” said SLHTA CEO, Roderick Cherry. “We think this is an opportune time for the SLHTA to build a strategic partnership with LUCELEC that will enable hotels and other tourism service providers to play their part by investing in renewable energy technologies.” Cherry said there is strong support for the adoption of renewable energy systems throughout the tourism sector and that hotels are eager to demonstrate their commitment to the development of a sustainable energy culture in St. Lucia. “While we understand that the majority of hospitality facilities would not have the carbon footprint or the capability of installing a huge renewable energy photo-voltaic system, there is still strong desire within our industry to embrace renewable energy and have it as a part of the energy mix,” said Cherry. He added: “We believe that by removing the 25 kWh cap and permitting the hotels to generate a 20% ratio of their power by renewable energy systems, this will allow them to become more marketable to environmentally-conscious travellers and organizations, and gain them international recognition and environmental accolades. The value to our industry of being recognized internationally as having met sustainability goals cannot be understated. It would raise St. Lucia’s tourism profile phenomenally and open the way to the re-branding of the island as a true sustainable green destination.” The SLHTA also proposed the introduction of an energy billing system whereby consumers can purchase renewable energy as a power source under a standardised Green Certification programme when renewable energy becomes more abundant within the electrical grid. ¤

Saint Lucia Open Data Portal Launched

Saint Lucia Open Data Portal Launched Online Repository Makes Selected Government-Owned Data Freely Available A data revolution has begun in Saint Lucia with the launch of the Saint Lucia Open Data portal on June 8. The process started four years ago as part of the World Bank Open Data in the Caribbean initiative, with funding from the UK Department for International Development (DFID). The online data repository, https://data. govt.lc/, is being spearheaded by the Department of the Public Service, and ensures that all government-owned data, which does not contain personal information or create a threat to national security, is made freely available in an easily reusable format. “If data is truly gold as is widely proclaimed, then the Saint Lucia Public Service is sitting on a proverbial gold mine,” said Acting Deputy Permanent Secretary in the Department of Public Service, Sheila Hyacinthe-Imbert. “The data is now available at our fingertips, in one location. This is, however, not the end. “We look forward to not just working to ensure that Saint Lucia’s data becomes a useful tool, and a symbol for our government of ICT advancement, but also to continuing our partnerships in carrying out activities to nurture the open data ecosystem in Saint Lucia.”

Anat Lewin, Head of the World Bank Open Data Team, commended the Government of Saint Lucia on this latest accomplishment, saying that not only can open data create advantages in government transparency, but can also be a driver of economic growth. “This is our hope for Saint Lucia. Open data is part of that overall data revolution and it’s a stepping stone to some of the data-driven technologies that are over the horizon,” Lewin said. Resident British Commissioner, Steve McCready, described Saint Lucia’s Open Data Policy as ground-breaking in the OECS and believes the Saint Lucia Cabinet should be thanked for adopting an Open Data Policy. The Open Data Policy Document was adopted last November and determines how publicly available data should be treated. “I am delighted that there has been very meaningful buying-in of the portal at all levels of government,” McCready said. “This high-level policy agreement is not only ground-breaking in the OECS, but it’s a vital component in ensuring that the portal has the foundation and political backing that needs to deliver what it was actually built for.”

He added: “An understanding of the basic principle of a democratic government purpose is always to serve the best interest of the public; an understanding that a government which is fulfilling this mandate should not fear transparency and accountability but welcome it; and an understanding that accessible data to other government departments, to other international institutions like OECS and CARICOM, to the press, to businesses, but most important to the public at large, can deliver many intrinsic benefits.” Commerce Minister, Bradly Felix, called on government agencies to take full advantage of the Open Data Portal. “Open data has become a symbol of good governance, transparency and improved public service. In 2015, we ranked 66th globally out of 114 on the open data barometer. We scored 14.65% while the average for the region is 31.4%, so we are quite below the regional average. In 2016, we ranked 87th. This launch is a demonstration of our commitment to our open data programme and to improving.” Following the launch of the Open Data Portal, the World Bank Open Data Team conducted a three-day technical mission in Saint Lucia to discuss, among other things, the governance and sustainability of the Saint Lucia Open Data Portal. ¤ BusinessFocus

Jul/Aug

CUBE HRMS – Redefining Innovation, Productivity

BUSINESS TECH

& Efficiency in St. Lucia’s Business Environment

CUBE HRMS – Redefining innovation, productivity & efficiency in St. Lucia’s business environment This training initiative, while spearheaded by HRM Solutions’ Managing Director, Mr. Perry Longville, is also one driven and endorsed by collaboration with the Ministry of Commerce and assistance from St. Lucia Hotel & Tourism Association (SLHTA) and the Coalition of Services. These associations are strongly committed to the growth, development and sustainability of local industry/business.

HRM Solutions has undertaken group training workshops for the organization’s ground-breaking software, CUBE-HRMS. CUBEHRMS, a locally developed and fully integrated Human Resource, Payroll and Leave Management software customized for use in St. Lucia, was launched within the last two years and in a short time has quickly gained recognition within the local business community as a unique and valuable product.

Trading off on being the first of its kind in St. Lucia and possibly the region, CUBE-HRMS continues to receive positive reviews from its existing customer base; a base which is quickly growing with both small and large businesses, focused on streamlining their operations, maximizing productivity and in some areas, reducing administrative costs. Household names such as Sea Island Cotton, Lewis Industries, Caribbean Grains, HR Wise & St. Lucia Bureau of Standards have come on board the CUBE bandwagon, and are contributing to HRM Solutions mandate of providing innovative technology and HR services to every business in St. Lucia, and the region. HRM Solutions is poised to have up to 15 new St. Lucian businesses setup and using its CUBE business software this month alone, these include Bay Garden’s Resort, Calabash Cove, Ark Teleservices, Ferrands Dairy and SLASPA, to name a few. ¤

KM2 Solutions Opens Second Omni-Channel Contact Center in Castries, St. Lucia KM2 Solutions Opens Second Omni-Channel Contact Center In Castries, St. Lucia

At the new KM2 St. Lucia center, KM2 Solutions continues providing clients with support for customer service and care, sales, retention, technical support, loan processing (pre-funding, originations, verifications, welcome calls), loan servicing and 1st party collections, back-office services, and other functions for clients in a wide range of vertical markets.

David Kreiss - Km2 Solutions CEO KM2 Solutions, a leading US-based, near shore contact center services provider has opened a new contact center in St. Lucia, expanding their footprint of near shore locations to 9 centers in 5 countries. KM2 Solutions has been operating from the island of St. Lucia since 2004. Their original building is 20,000 square feet of office space, with capacity for 500 agents. The new building expands their presence by 12,000 square feet, bringing the total capacity of both buildings to nearly 800 agents. The new office space is located about 10 kilometers from the original site. BusinessFocus

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Speaking ahead of the official opening slated for June 19 in a formal event, David Kreiss, KM2 President & CEO said “we’re very excited to expand our operation in St. Lucia. Since the first day that we opened our doors, our clients have been thrilled with the productivity and high-quality talent there. The expansion allows for continued career growth for the team, some of whom have been with us for nearly 15 years! We look forward to delivering exceptional services for our clients and consistently exceeding their expectations.” Marvin Bartholomew who heads the St. Lucia operations also spoke with high praise of the talent and excellent work they provide, adding that “these are indeed exciting times; for our clients, for our partners and especially for the world-class staff here. The opportunity to grow checks many boxes on many levels.” ¤

Saint Lucia Hosts First-ever Data Literacy Boot Camp Saint Lucia Hosts First-ever Data Literacy Boot Camp

Scotiabank

The Government of Saint Lucia will, in June, launched the Saint Lucia Open Data (data.govt.lc). The objective is to make government data more readily available and accessible. Dozens of datasets have already been released by the various ministries across government and this data can support informed public debate on several issues. As a precursor to the launch of Saint Lucia Open Data, a Data Literacy Boot Camp took place from June 5-7 at the National ICT Centre on Bourbon Street. It was designed around the question: “Now that data has been ‘opened’, how can it be readily used by the media, civil society, community groups, NGOs, entrepreneurs, researchers, professional associations and universities?” Several data literacy experts and trainers from the World Bank Group, SlashRoots Foundation, Code for Africa, the International Center for Journalists, and the Department of Public Service facilitated the three-day hands-on exercises, placing special focus on core skills development for Data Literacy. Sustained follow-up is vital and, therefore, participants will be invited to join a community group to bring together data consumers for monthly meet-ups to collaborate on digital experiments designed to rethink the way journalists gather, report, and disseminate the news. The Data Literacy Boot Camp provided a practical introduction to demystify 'opened' data, and encourage participants to become more active agents of their own development. The Open Data project, (data.govt.lc), was launched on June 8. ¤

BusinessFocus

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BUSINESS FOCUS

BusinessFocus

Jul/Aug

FEATURE COVER

Years

Special Feature BusinessFocus

Jul/Aug

Angus Bain and Tony Mathurin visiting Mazda in Japan

Angus Bain: The Man Behind The Brand

Angus in discussions with his son Randall

ANGUS BAIN:

THE MAN BEHIND THE BRAND

A ngus Bain started Northwest Ltd. back in 1982 when

the automotive industry in Saint Lucia was flourishing. He speaks openly to Business Focus about the journey which brought him to the island and the development of the brand we have watched morph into a formidable player in the automotive industry, over the past 35 years. He details the peaks and troughs of success and, how he overcame each challenge in this industry. BusinessFocus

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BF: Share with us your early days in your native Grenada. Angus Bain: Born and raised in Grenada. At the age of 19, I joined the Grenada Civil Service and was assigned to the labour department and then transferred to the Attorney Generalâ&#x20AC;&#x2122;s Office, still doing clerical work.I grew weary of the monotony of this job and started seeking new opportunities in the commercial sector.

BF: What did you do next? Angus Bain: There was an opening with a leading

Commercial House, Georgia F. Huggins (Grenada) Ltd. and I took the opportunity to learn the operations of various departments including the Accounting Department. Then I was offered a job with the local acounting firm of DeGale & Rapier with offices in both Grenada and Saint Lucia. I recognised this as a great opportunity and accepted the offer. However I spent most of the time in Saint Lucia owing to the greater volume of business here. After almost 25 years, in 1979 I retired from the accounting profession.

BF: How did you enter the automobile industry? Angus Bain: Purely by chance. An acquaintance who had the Mazda dealership in Grenada visited Saint Lucia and approached me to take over the Saint Lucia sub-dealer operations. After lengthy discussions to determine what was entailed, I did not hesitate, as it sounded like something I could do and was the change of scenery I needed after so many years in accounting, finding out what it entailed, I did not hesitate as it sounded like something I could do and was the change of scenery I needed after decades of Accounting. By this time my family, wife and two sons had established permanent roots in Saint Lucia, so this opportunity seemed like a great idea for us all. BF: Why the name Northwest? Angus Bain: I had registered a company in 1970 as

a real estate holding company and the land holdings were all in the northwest area of the island, hence the name NORTHWEST. When the land for the dealership was acquired we used the same company rather than register another company.

BF: What was your approach to enter the market? Angus Bain: We started, with a very small staff and

a assortment of basic essential tools and awaited the arrival of the first shipment of ten (10) MAZDA vehicles. The shipment arrived in March 1983, but the building was still under construction was completed later in the year, December 1983.

BF: How did you manage with such a small complement of employees? Angus Bain: This truly was a new industry for me. However, my financial background equipped me to handle such a dynamic industry which was growing out of necessity. From the Banana Farmers to the Police Officers, we catered to the large cross section as business developed significantly. I must commend the support from my very first Salesman Tony Mathurin who stayed for almost fifteen years, and the external support of Fabian Branford as it relates to Shipping and Logistics, who has partnered with the company from the day it opened. BF: How did business develop? Angus Bain: We soon became the main dealer for Mazda in Saint Lucia without going through a third party. After ten years of operations, going into an industry I had to literally learn every aspect, Northwest Ltd. won the illustrious accolade of Best Dealer in the Caribbean which was presented in Japan in 1993. The Japanese treated both Tony Mathurin who accompanied me, and myself to a tour of the Plant which is in Hiroshima â&#x20AC;&#x201C; such an impactful journey!

BusinessFocus Jul/Aug BusinessFocus Jul/Aug| 21 | 21

BF: How were the other brands added to your portfolio?

BF: What other products do you sell?

Angus Bain: The prominence of the building on

for Goodyear tyres. As their fortunes changed when the new generation tyres came on the market from China, we too had to transition to a more reliable and affordable brand and picked up the Westlake brand selling Torque and Goodride tyres as well. Moving from the corner space in the garage into the formidable TYRE SHOP we have today, we have significantly increased our operations from a one-man operation to a team of highly skilled technicians.

the highway became a selling point, attracting other dealership offers like Isuzu in 1992 and Ford in 1997. When starting a new business like a car dealership, especially as a single investor, it is very tough but being resilient and seizing opportunities as they come, is the best recourse.

BF: What about KIA? Angus Bain: Kia was more arduous to acquire but still a worthwhile process. There wasn’t a dealership in place in Saint Lucia like the other brands but there were rumours of others who were interested and lots of speculation surrounding the type of deal which the company would accept. I saw an opportunity for growth for the Northwest portfolio and seized this new opportunity quite aggressively this time. Armed with references from my new bank Scotia, and the dealers in Trinidad, Southern Sales, who were good acquaintances, I made the trip to Korea to lobby for the dealership alongside a representative from Bank of Nova Scotia in Seoul. After some intense negotiations, we signed the deal in 1997 just after the Ford dealership was acquired. BF: What notable changes did you experience? Angus Bain: The market was booming. We were able to attract more customers for not only vehicle sales but for parts and service. We even started the trend of opening on Saturdays for at least half a day to accommodate persons who couldn’t make the trip during work days.

Angus Bain presents Mazda pick-up to Royal St. Lucia Police Force

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Angus Bain: From inception, we were the dealers

BF: How has this transformation fared for other departments? Angus Bain: We struggled a bit in the beginning with hiring new staff being conducted in a somewhat haphazard way. However, I am happy to say that ultimately, we have some great employees with many being part of the business for over a decade. I must admit, as the operations grew, I never saw the need for a full time HR employee let allow a department until now – led by my younger son Larry. It is a crucial department which significantly helps with the growth plan of any organisation. Another notable milestone was the computerization of the records of the company through an American firm in 1988. This was a huge step, truly preparing us for the turn of the century. BF: How did your two sons fit in the company? Angus Bain: My sons were allowed to choose their

own path with Randall the elder studying Engineering, and Larry taking on Sociology and Theatre Arts. I’m heartened they both decided to be part of the Northwest family and assist in steering the company into the next phase. Randall started in the price control area and learnt the complete operations of the company. He was instrumental in the transformation of the Service Department alongside Roy Rolle, implementing a Total Quality Management system as it relates to services. The change was difficult but was finally adopted as it made work more efficient and profitable for all. Larry came in at a critical point and formalised the Human Resources Department in a professional manner, bringing a muchneeded element, the company was missing.

BF: What about technological changes? Angus Bain: Back when we started, we relied heavily on printed manuals and seasoned mechanics for services. Nowadays, technicians usually walk with a laptop to diagnose a problem. We have come a long way technologically speaking, and we ensure we keep abreast of the latest training and advancements to manage our growing fleet. Staff development is pivotal to the success of Northwest and we pay the most attention to this area. BF: What’s your relationship with the other dealerships on island? Angus Bain: When we began operations, it was good

and we still maintain a cordial relationship to date. We formulated the New Auto Dealers Association back in the 90s to form a united front against the used cars which were creeping in. We shared information and still look out for each other as a sector in the automotive industry.

BF: How did the brands evolve? Angus Bain: As the market needs changed, we worked

assiduously to keep up with the growing demands. The Isuzu pickups became a favourite ‘workhorse’ type of vehicle, while Mazda was more-high end. Kia covered the need for affordable luxury while Ford was synonymous with power and high quality. All in all, the growing needs of the market were being met with the wide range of brands on offer.

BF: How did NorthStar Leasing come about?

Angus Bain and Tony Mathurin receiving outstanding sales award from Mazda in Japan

BF: What does the future hold for Mr. Angus Bain? Angus Bain: I am happy with the direction Northwest

Ltd. is headed and can rest assured that my sons and the amazing team we have today, will carry on the legacy. Since the passing of my wife almost three years ago, I have concentrated a lot more on passing the baton to the next generation and settling in to a more relaxed lifestyle. I would love to travel, and see more of the Caribbean islands. I am elated for the journey and never regretted my first trip to Saint Lucia back in the 50’s. ¤

Angus Bain: We recognized that some of our customers

were struggling to get financing. Through ScotiaBank, we entered into a financing agreement which allowed us to finance vehicles and get our customers in their vehicles in record time. We are quite selective in our provision of such leases but by and large, NorthStar Leasing has grown from its establishment in 2005, with more commercial clients specifically signing on.

BF: What advice would you give to the next generation? Angus Bain: Take a chance. Don’t let any opportunity pass you by. Life is short and opportunities presents themselves. Do your due diligence and note the risks, but don’t let opportunities pass you without considering them. And of course, whatever you do, do it with passion or not at all.

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Evolution Of The Brands

EVOLUTION OF THE BRANDS

I n the 35 years of operations, Northwest

has had three constants; prime location, dedicated staff and high calibre of brands. When Northwest first opened its doors, air conditioning, automatic windows and AM/ FM radios were considered luxury features. As times changed and with drastic technological advancements materialising, the industry evolved creating new customers seeking out features like Bluetooth, automatic door locks and USB ports as the new standard.

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New fleet of Mazda vehicles for Royal St. Lucia Police Force

Today, each brand represented has a number of key features, design aesthetics and quality craftsmanship which keep customers returning to Northwest. Top selling product lines by brand include the Kia Rio, Mazda BT50, Isuzu D-Max LS 3.0l Auto and the Ford Ranger Wildtrak. These product lines have garnered much popularity for various reasons. Kia from Korea, is affordable and comfortable with amazing design alongside adjunct software which provides the consumer a luxury-like drive appeal. KIA’s today now have reversing cameras, blue-tooth and push start ignitions offering state of the art features. A top seller the Kia Rio, took the country by storm with its bold colours, exquisite frame and sports like appeal which captured both male and female buyers looking for a durable but affordable compact vehicle. Coming in both the Sedan and Hatchback varieties, the Kia Rio’s features evolved year on year and now boasts new technology rivalling more expensive brands and functional features like reversing cameras. Mazda is a highly innovative brand and has been on the company’s dealership portfolio from the onset. Recently, the company’s car concepts have included the Vision Coupe, Kai and RX-Vision which are leading in the Kodo design language and Skyactiv technology. A best selling in the product line are the formidable and ultramodern Mazda BT50. The pickup truck offers all the features of durable off-road truck, with the luxurious leather appeal and uber chic comfort of an SUV. Customers are drawn to it sexy curb appeal and the power under the hood. Mazda has been redefining itself. No longer is the brand into mass production as a manufacturer but has reduced its positioning and product line. The bus, panel vans, b-series pick-up, e-series cargo truck and other series in this line are no longer in production. The company has reduced its cars down to three cars and pickups, operating as a boutique manufacturer – Japanese premier brand. The focus has been on refining the internal combustion engine by making it lighter and more efficient, transmissions are also being refined and re-engineered to make it leaner and faster. The final product is luxurious with an ergonomic appeal which will rival competitors. Another fan favourite comes from the Isuzu line. Isuzu is the oldest truck company of Japan and has come into its own in the last 10 years in the Americas. Well established in this hemisphere and an amazing brand with a diesel engine, noted worldwide as the quintessential diesel engine. True workhorses, they have hardly any down time owing to their durable and accessible parts. Customers constantly endorse the brand and the after sales from the dealership. The company also has a second line of parts which are more cost effective for consumers. Isuzu pickup trucks are being manufactured by a company known for trucks, boasted innovative suspensions which rival competitors as it dually allows for a comfortable drive. Truly a force to be reckoned with and has made Northwest the leading brand for pick-ups on island.

Lastly, the oldest mass production car manufacturer, Ford, has over a century of technological feats, revolutionizing the automobile industry. The Ford Ranger WildTrak has quietly become a favourite to customers seeking power, style and everything off road. The exquisite finishings and key features make the Ford Ranger highly popular and a must-have for the consumer who wants to stand out in the crowd. Commercial customers love the reliability of Northwest products, the availability of replacement parts and the ability to repair everything they sell. This adds to the allure of the company’s brand identity and gives any customer who cannot afford the nuisance of long break down periods, ease of mind. Private customers have similar needs but enjoy the enhanced features and reliability of Northwest sold vehicles, the affordable cost of replacement parts and warm after sales service. Future evolution of Northwest Ltd is multifaceted coming in the form of increasing staff competency through training and coaching, improved processes, increasing customer service satisfaction initiatives, improving existing services and adding new ones. This essentially improved the internal and external customer service, simplified daily operations and increased productivity, efficiency and profitability overall. As Northwest upgraded its vehicle offerings, the other brands under its dealership evolved. The company offers a range of batteries, tyres, and lubricants which can be used by customers who do not own a Northwest sold vehicle. This accounts for a significant part of the business and has assisted in upselling customers who require further services, to utilise the full-service garage housed on compound. The future of the automobile industry is an exciting one as it relates to new technologies with Electric Vehicles, advanced features and the notion of sustainable development as it relates to the environmental damages caused by older vehicles not made for the market. ¤

Best Fit

Expending a long legacy of high performance, the Isuzu exemplify a brand which has a powerful transmission, affordable and comfortable. A great seller is the latest edition D-Max LS 3.01 Auto which have a more modern look to older models, accounting for increased horsepower especially in off road conditions and an attractive but still masculine design.

BusinessFocus

Jul/Aug

Management Team: Taking Northwest To The Next Level

MANAGEMENT TEAM: TAKING NORTHWEST TO THE NEXT LEVEL

Mr. Lawrence ‘Larry’ Bain

Mr. Randall Bain

Chief Executive Officer Mr. Randall Bain was educated in Ontario, Canada obtaining a degree in Civil Engineering from Ryerson in Toronto. On his return to Saint Lucia in 1991, Mr. Bain had a short stint in the construction sector, then turned to work alongside his father in the family-run business one year later. It was a return to where he started, as he had worked to build the physical plant of the Dealership back in 1982 to 83. He has over the years, developed close working relationships with all their strategic partners: the principle manufacturers whom they represent & their financiers The Bank of Nova Scotia and was instrumental in the development of the Parts & Service Departments. Randall took up the role of Chief Executive Officer of Northwest Ltd in 2000 Randall is working to carefully guide the company as it enters the new paradigm, set by the rest of world – that of cleaner propulsion and ultimately autonomous driving. It’s closer than you think. Believing sound customer service, dedicated staff and effective strategic planning are integral to the success of the company.

Director of Human Resources with Responsibility for Advertising and Marketing Lawrence or more affectionately known as Larry, graduated from St. Mary college in 1980. He furthered his education in Ontario Canada, attending Trinity College School and Trent University, earning a Bachelor of Arts in Sociology. By 1988 on his return to Saint Lucia, he worked as the Marketing Manager with Bryden & Partners Ltd, a local wholesale distributor representing international brands such as Gallo Wines, Nestle and Duracell, before moving onto a new role as the Creative Director of Video-Tek Advertising in 1994. By this time, Larry had acquired extensive experience in marketing and added advertising to his growing skill set. In 1998, Lawrence joined his family owned automotive dealership as the Director of Human Resources with the Responsibility for Advertising and Marketing, boosting the company’s four main brands at the time; KIA Motors, Ford Motor Company, Isuzu Motors and Mazda. While still playing an active role in Northwest’s development, he dedicated some time to a new venture in television, co-founding the country’s only 24-hour tourism information service on cable television, The Visitor Channel. His passion for television and Arts were reignited in this new venture. Lawrence Bain has sharpened his progressive management skills through both directorships, always maintaining that the greatest asset of any company is its human resources. He possesses an entrepreneurial spirit, an immense love for people and ferocious curiosity which allows him to move effortlessly and thrive, within different industries.

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Mr. Anderson Duane Auguste Operations Manager Anderson has enjoyed three decades in the automobile industry. He joined the Northwest team six years ago as a Consultant, charged with assessing the operations of the business and making recommendations to enhance the overall operations and functionality of the business at large. After his assessment period culminated, he settled into a fulltime role taking on the mantle of Operations Manager, a role which was created for him.

He is a certified Automotive Service Excellence (ASE) consultant, Quality Management Systems, IOSH and PQM, and is currently pursing an MBA. As part of his role, Mr. Auguste oversees the operations of all after sales departments which include the Service, Parts and the TYRE SHOP. Additionally, he is responsible for building maintenance, security, occupational health and safety. Beyond preparing budgets, negotiating and managing sub-contractors, Anderson ensures that working conditions at Northwest are up to code.

Mrs. Christine Hyacinth HR Manager/Northstar Leasing Manager Christineâ&#x20AC;&#x2122;s career started in the banking sector, accruing 17 years experience working in various departments including Compliance. Drawing from her managerial roles and effective departmental management, she joined the Northwest family in 2015. At Northwest, Christine holds the dual roles of Human Resource Manager and General Manager for NorthStar Leasing, a subsidiary of the parent company. In the former, she supports the Director of Human Resources and handles tasks associated with the development of the employees and other human resource management functions. During her tenure, she was charged with assisting the Director in the development of the first company handbook which was officially released early 2018. Her background in Compliance and Lending experience has aided her in managing NorthStar Leasingâ&#x20AC;&#x2122;s operations as the company continues to evolve and adapt to the growing needs of its consumer base. Mrs. Hyacinth has many certifications in the financial field as well as the Association of Business Executives and is currently pursuing a degree in Management studies.

Mr. Malcom Stewart Burns Vehicle Sales & Marketing Manager Malcolm Burns started his new career at Northwest Ltd. almost two years ago and has acquired Ford Motor Company, Isuzu Motors and Kia Motors Sales Expert certifications during this time. He proudly boasts an impressive business career spanning more than three decades, with a wealth of knowledge and management expertise. As the Vehicle Sales Manager, Malcolm is responsible for setting and delivering sales targets for the department. He is also charged with managing the day to day vehicle sales operations, including working closely with other departments to optimise customer satisfaction. He is responsible for developing effective tailor-made vehicle sales promotions and successful marketing initiatives to drive sales of the brands Northwest represents. Some highlights include participating in trade shows and open houses and the use of social media to showcase the features and benefits of the impressive variety of models the company carries. His department not only guides the consumer through the vehicle purchasing process, but is instrumental in liaising with suppliers, local lending institutions, insurers and relevant government departments and making the best recommendations based on the clientâ&#x20AC;&#x2122;s wants, needs and financial situation. Mr. Burns manages a professional team of Sales Representatives, whose objective is to acquire customers for life for Northwest and for Ford, Isuzu, Kia and Mazda by supplying quality vehicles at competitive prices, backed by comprehensive technical service, spare parts availability and a knowledgeable, respectful and friendly team.

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Ms. Maria C. Bristol

Mr. Marcus Brown

Financial Controller

IT Manager

Maria has over 15 years experience assuming Financial Management roles within the private and public sectors such as Pricewaterhouse Coopers (PWC) and the Commission of the Organization of Eastern Caribbean Sates (OECS). Ms. Bristol has a Bachelor in Business Management majoring in Accounting from Ryerson Polytechnic University at Ontario, Canada and certification in Public Accounting in Massachusetts. She began her career at Northwest in April 2018 as the Financial Controller., bringing with her a wealth of knowledge and expertise. She is responsible for supervising the Accounting department, production of management accounts, annual financial statements and monitoring budgets. Additionally, Maria develops and monitors the accounting systems, procurement, implements and monitors internal control systems to protect and maximize revenue, manage expenses and safeguard assets.

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Ms. Imee St. Aimee Service Manager

Marcus is an Information Technology Specialist with a Bachelor of Science in Computer Science from the University of Hertfordshire. He also holds an Advanced Diploma in Computer Science, a Diploma in Information Systems Management and a Certificate in Computer Programming from the Association of Computer Professionals.

Celebrating less than a year at the company, Imee is one of the newest recruits joining the Northwest family. No stranger to the automotive industry, Imee migrated to Saint Lucia last 2017 after suffering significant loss after her home, Dominica, was ravaged by the passing of category 5 Hurricane Maria, in September 2017.

On joining the Northwest team nine years ago, he assumed the role of IT Manager and was certified as a Kia Certified Warranty Manager and Ford Certified Warranty Administrator. In his role, he maintains the companyâ&#x20AC;&#x2122;s information systems infrastructure and also administrates all warranty packages.

A Certified KIA Service Expert and Office Management, Ms. St. Aimee is charged with quality control of the service department which is inclusive of the workshop. She manages two Service Advisors and oversees the operations of the technicians to ensure vehicles are serviced to the highest standard. A stickler for adhering to rules and regulations, she upholds the company and brands it promotes policies, procedures and processes. She believes good customer service is essential for the success of the department. Added to Ms. St. Aimeeâ&#x20AC;&#x2122;s daily tasks is ensuring a team dynamic is fostered within the departments and related departments so all customers benefit with excellent service as a direct result of teamwork.

Northwest Ltd is the sole distributor for KIA, ISUZU, MAZDA & FORD in St. Lucia and represents in addition, WESTLAKE Tires, HANKOOK Batteries and BRAD PENN Lubricants.

Commitment to customer service, after sales support, eﬃcient procurement of parts and ready-made ﬁnancing packages. Northwest

Location No.1 John Compton Highway, P.O. Box 946, Castries, Saint Lucia Tel: (758) 452-1379 or (758) 723-1321 E-mail: info@northwestslu.com

www.northwestslu.com

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Finance Department

FINANCE DEPARTMENT Northwest Limited, as a highly regarded company in the Automotive industry and as a reseller of leading brands like Kia and Mazda, prides itself on being associated with brands that deliver style, performance, technology, craftsmanship and efficiency. Likewise, the meticulous approach by the department headed by Ms. Maria Bristol, the new Financial Controller, is manifested in the daily results as part of the synergized team dynamic and shared company vision upheld by her team members. Although the newest member of the Northwest family, having started in April 2018, Ms. Bristol brings a wealth of finance and accounting expertise to the small but influential team, mandated to oversee the day to day operations for all finance related duties. Starting her work life as an Auditor, she remembers auditing Northwest back then and notably remarking how seamless and organised the process was, leaving an everlasting impression on her. A major component of her past role through OECS particularly, was budgeting and managing large portfolios which she remarks, has truly prepared her for this new role as the Financial Controller of Northwest. She attests the impressive

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way all the departments gel together is an admirable feat of Mr. Angus Bain, the Directors and the management team which accelerated her progress in the short period of time. Ms. Bristol is impressed with the dynamic and reliable team that she met. It facilitates the accurate and timely completion of its deliverables and fosters a close-knit work relationship with various departments. Relying heavily on innovative internal systems for accounting, purchasing, ordering and delivery of vehicles and parts on time to its valued customers, the team is able to manage the expectations of the growing industry in a thrust to remain a formidable market player. Ms. Bristol continues to work with an open-door policy with her team and has a vision of achieving overall financial management with a move to build resilience in the company. Ms. Bristol surmises that her years of financial management excellence in both private and public capacities, have equipped her to effectively handle the demands of the role, meaningfully contribute to the strategic goals of the company, while steering the team into the future. Â¤

1st National Bank

Happy 35 Anniversary

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Vehicle Sales Department

VEHICLE SALES DEPARTMENT Northwest has had a long-standing relationship with multiple brands starting with Mazda and Volvo in the 80s. Although the firm no longer supports Volvo, it has added Isuzu, Kia and Ford to its portfolio of reputable brands. Commercial customers are attuned to vehicles which are fit for purpose, durable, reliable and maintain a dependable dealer service while most private buyers account price, features and brand reputation as key deciders. As a small family-owned and run business, Northwest stands out from the competition. The reputations of the well-known and respected Bain family, has boosted the company’s profile and vastly adds to the brand identity. The company embodies a willing, co-operative and team-based culture, which resonates throughout each department. Over the years, Northwest has become a household name synonymous with quality and affordability. Most customers visiting our sales department would for the

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most part, be aware of the type or types of vehicles they would be interested in and come prepared with an ultimate budget as well. The sales team usually engages the potential buyer, extrapolating pertinent information including lifestyle characteristics to match real-life needs and provide a highly accurate recommendation. Once all factors have been accounted for, we arrange a viewing and strongly advise on a test drive at the customer’s convenience. We appreciate that customers shop around so ensure the process is as seamless as possible. Once the customer has made a final decision, we assist with the necessary documentation to be taken to the bank or offer our in-house leasing service at NorthStar Leasing. We recognize that a vehicle is in most cases the second largest expenditure for most household and a significant purchase for a business, so we ensure this decision is one which isn’t taken without due diligence and knowledge of all factors. ¤

We offer: Unlimited Mileage Special Weekly Rates Off Season Specials

GFL Charles Airport 758-458-2031

J.Q. Rodney Bay Mall 758-458-0824

Airport (Vieux Fort) Fax 758-459-5309 758-454-7898 Cool Breeze Soufriere 758-459-7729

Soufriere Waterfront 758-459-7220

www.coolbreezecarrental.com Email: coolbreeze@candw.lc

We offer fuel service for boats and yachts. We Provide the following services in addition to the refueling of vehicles: • Cooking gas Sol & TexGas

• Telephone top up Lime & Digicel

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

• Convenient Store • Lottery Tickets • Vehicle accessories

Car Batteries, Air Freshners BusinessFocus Jul/Aug Oil & Lubricants

Service Department

SERVICE

DEPARTMENT The Service Department is responsible for all after sales service activities, under the watchful eye of Mrs. Imee St. Aimee, the team conducts routine check-ups ensuring all vehicles are adhering to their scheduled maintenance within and beyond their warranty period, and also offering servicing and repairs for non-dealership brands as well. Ms. St. Aimee who migrated to Saint Lucia after her home in Dominica was affected by Hurricane Maria, last September, spent many years learning the fundamentals of the service department in the automotive industry. Imee highlights that the move to St. Lucia and by extension Northwest was a natural process as the culture and market needs were similar to that of Dominica during her seven years working in the industry, but when faced with three offers, she ultimately chose to be with Northwest as she felt most at home there. She accounts her interactions with Mr. Angus Bain as few but meaningful and the opportunities for development within the company exist, making it a great place to work, especially as a female in a male driven industry. For her, the main aim of the department is to not only meet the customers’ needs and requirements in a timely and

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efficient manner, but continuously exceed them. Highlighted as a pivotal component in the process, is the provision of excellent customer service at all times. Customers can expect a comfortable atmosphere, ready to serve Service Advisors and certifiably skilled Technicians. In this vein, she emphasizes the contributions of her Service Advisor team with Kerdisha Alexander, who is a certified Technician firstly, made the transition as front desk receptionist to the service department as a Service Advisor, offering customers the perfect balance for a better appreciation between the technical aspects and customer service ; and Joshua Hunte working his way up from the Wash Bay undertaking training and rising through the ranks to land a spot as an Advisor, shows their dedication and commitment. A significant part of her department’s deliverables is ensuring policies, procedures and processes are followed according to Northwest’s standards and equally representative of the brands promoted by the company. The team strives to enhance its customer satisfaction intertwined with the expected dealership experience as it represents formidable brands for vehicles, tyres, batteries, lubricants and various accessories. Through teamwork, the smooth operations are guaranteed.

Services • Vehicle inspection • Routine maintenance • Basic service • Full services • Oil & filter change • New air filter • New spark plugs • Wheel replacements • Automatic Transmission Fluid • Battery checks • Tyre inflation • Engine repair

The Service department also utilises quality control procedures to provide stellar services which transcends the norm where typically, a routine service should last about three (3) hours from the time the vehicle enters the workshop bay. Keeping up with the newest innovations of the automotive world is very important as a dealership and Northwest ensures its technical team is equipped to handle the latest technologies. Additionally, the Service department makes it a point of duty to have all diagnostic equipment upgraded with the latest software and tools ready to serve its valued customers. ¤

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Operations Department

OPERATIONS DEPARTMENT From the onset, the overall operations of the company rested primarily on the founder, Mr. Angus Bain. As the company grew, so did the necessity to adapt to the everchanging environment within which the company operated. Northwest has always aligned itself with reputable brands which offered training, on demand product support, access to parts and quality vehicles. As the company evolved, so did its operational needs. The Operations Department is the largest department which accounts for the TYRE SHOP, Parts and Service Centre departments, as well as ensuring effective quality controls, budgeting and the development and implementation of the prerequisite procedures. Today, the operations of Northwest are managed by Mr. Anderson Auguste and his team. A veteran in the automotive industry, he brings a wealth of knowledge through a thirty-year span starting from a technician and working his way up the ladder to fully understand the entire industry. For Mr. Auguste, his move to Northwest gave him the opportunity to work within the company firstly as a Consultant, his idyllic role, to review, advise and design new processes and procedures in alignment with the company’s needs. Mr. Angus Bain’s support throughout the process never stymied the development despite their different approaches according to Anderson but provided a wealth of knowledge and complemented the actions of the department. Mr. Bain’s appreciation for the current market situation and his impressive understanding of new age technologies, bolstered the dynamics of Northwest and kept the company on the cutting edge, while offering Anderson the autonomy to continue his work independently. Mr. Auguste attests the confidence that Mr. Angus Bain has placed in him throughout the consulting period was the key factor in his

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decision to transition to a full-time staff member. He identified the passion Anderson had for the industry and allowed him the latitude to function freely in his role. As part of his deliverables, Mr. Auguste continues to manage all after sales departments, ensures the day to day operations of the company are effectively handled, and works assiduously with various departments to carry out the Company’s vision, maintain accurate documentation, design compliance policies and procedures, and ensure preventative maintenance is undertaken when necessary. He accounts the founding father’s past vision as being visible in the framework of the operations today, accounting for the company’s sustainability as a direct result of his strong foundation over the past thirty-five years. Building from this, Mr. Auguste was instrumental in the transformation of the TYRE SHOP and enhancing the synergy between that department and the Parts Department. He essentially streamlined and developed the operations through intense training and the recruitment of specialised workers which vastly assisted him in this pivotal development. For him, reducing waste, having a sound knowledge of the market forces and understanding the automotive industry are the pillars of success. With such an immense mandate, the Operations Department is significantly involved in aspects of other departments which do not fall under its purview. The department factors in how its decisions would affect the deliverability of all departments and aligns its actions in accordance with the company’s overall strategic plan. Anderson, as the key individual effecting this advanced programme, has an appreciation for the Northwest legacy and is looking keenly into the future to ensure its operations are attuned with the market demands, and the company’s strategic goals. ¤

Specializing in:

Over 20 Years in Business

Auto Body Repair | Chassis Straightening Vehicle Painting | Inspection & Valuation Bumper Repairs| Tow Services Car Rentals | All Jobs Warranteed Mauricette's Auto Repair Inc

MAURICETTE’S AUTO REPAIR INC. St. Lucia’s #1 Body Repair Shop

758-450-2003 / 450-1992 After Hours: 758-485-9766 758-489-0370

Fax: 758-458-4577 Bois D’Orange Gros Islet, W.I. hilron@mauricettesautorepair.com

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Human Resources Department

HUMAN RESOURCES

DEPARTMENT The Human Resources Department manages the affairs of one of the most important assets to the company, its staff, working in tandem with other departments to highlight grievances and address matters in a timely manner. It’s headed by the Director of Human Resources with the responsibility for Advertising and Marketing, Mr. Lawrence Bain, a Sociology Major with a warm disposition, and supported by the Human Resource Manager, Mrs. Christine Hyacinth, who joined the company three years ago, after a long engagement in the highly structured banking sector. The HR duo’s complimentary skill sets have developed essential programmes which promote effective recruitment, training, appraisal, conflict resolution and professional development of its staff. The department operates with an open-door policy where access is unrestricted for their small staff complement. This approach coupled with a well-informed HR Manager, has also allowed the department to manage any new issues with little to no resistance due to the open nature of the engagements. Mrs. Hyacinth came at a time when the BusinessFocus

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company had a more sophisticated staffing complement and therefore demanded a more formalised human resource team. For Christine, not only did she bring in a more structured approach, she gained immense support from Mr. Angus Bain who was influential in her decision to work with the company. He guided her through the company’s history and his vision to project the company into the next phase, placing a vast emphasis on loyalty and commitment in his employees, treating them as family. Armed with a clear mandate, lots of ideas and energised, Mrs. Hyacinth and Mr. Larry Bain fed off of each other’s combined efforts to provide the company with its human resource needs. They identified professional development as imperative to the growth of its staff and as a result, continuous progressive training programmes have been instated throughout all departments. While training courses in brand specific areas for sales, technical support and service are uninterruptedly provided locally and abroad, the company has taken its training a step

further through the implementation of a number of soft skills training programmes including Customer Service and Professional Development administered by the Celestial Self Development Centre in 2017. For the department, this is the way forward to ensure its staff is equipped with the tools to provide the best service always, both technical and customer service oriented. Another noteworthy achievement is the development of a comprehensive Employee Handbook which succinctly codifies the pertinent policies and procedures with a two-pronged approach; strengthen employer-employee relations and advise on company rules and regulations. Beyond the typical issues which relates to attendance, compensation, benefits, and leave policies, the Handbook is a concise document which guides the employees on all company policies and acts as a code of ethics for all under the employment of Northwest. Lastly, over the past few years, the companyâ&#x20AC;&#x2122;s recruitment process has been restructured, adopting a more meticulous approach by adding seasoned team members whose contributions so far, accents the overall strategic goals and future development of the company. This approach has the potential to jettison Northwest to a position of real leadership in the industry and the company is working intentionally to do so with its dynamic and loyal team. Â¤

Agostini Insurance Brokers (St. Lucia) Limited Call Us First For all your insurance needs, for the best rates on the Island

J E Bergasse Building | 1st Floor | Vide Bouteille | Castries Tel : (758) 456-6580, 456-6588, 456-6585 Fax: (758) 456-6581 Email : aib@agostini-stlucia.com / www.agostini.com

Top Stone Fabrication Ltd.

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Parts Department

PARTS

DEPARTMENT A decade ago, stock issues threatened the deliverability of the company. The management team worked conscientiously to limit the harmful effects of this critical situation and devised tactics to actualize its new strategic direction. Identifying that the company could not continue under such constraints and be relevant without a trusted Parts Department became paramount to success. After extensive research and reaching out to strategic partners for recommendations, Mr. Mahesh Mani was brought to revamp and lead the critical area. Coming from a strong background in the automotive engineering field and equipped with sound knowledge from TAFE Access Ltd in Bangalore, India, dealer for Skoda Auto, he was able to smoothly transition into his role in Saint Lucia bringing a wealth of knowledge in procurement and dealership relations. As the Parts Manager, Mahesh and his team worked assiduously to review the situation, understand customer needs and market expectations, then develop a formidable procurement plan which embodied all pertinent aspects.

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Under unstable conditions, the team networked with the manufacturers to understand the limitations they were faced with and factored these into the plan. Integral to the effectiveness of the department is working closely with the Service and Shipping & Logistics departments, and the TYRE SHOP to enhance the complete customer experience by providing information on parts, time frames for orders and technical recommendations to assist with sales when necessary. New tailor-made procedures have essentially replaced the older policies with the appointment of an Operations Manager who drives the processes across the various departments. The Parts Department can now be described as efficient, paying dividends to the many notable changes which allowed it to restore its image. As customer service is a core component in the Northwest arsenal, the added reliability as it relates to the availability of parts, has further enhanced the companyâ&#x20AC;&#x2122;s ability to remain a household name synonymous with efficiency and effective business practices. Â¤

Civil Service Credit Union

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Shipping & Logistics

SHIPPING & LOGISTICS 35 Years- Longstanding Partnership with Fabian Branford Back in 1978, Fabian Branford had the pleasure of working with Mr. Bain at Terco 1976 Ltd., a trucking and heavy machinery business. Mr. Branford was charged with making truck deliveries among other things, and by 1983, when Terco 1976 Ltd had closed its doors, Fabian transitioned into his new role in the Shipping and Logistics Department at the already established Northwest Ltd. For eight full years, he worked under Mr. Bain, learning the automotive business and developing acute business acumen. He also worked closely with the Sales Department to order vehicles, advise on pricing and assist in the strategic development as part of his functions. By 1991, Fabian established his own brokerage firm, Branford Brokerage, with Northwest as his prime client. Under his watch, he managed to assist with

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the development of the various departments through information sharing. He noted that as each decade past, so did the needs of the brokerage department. Computerised systems and more complicated documentation replaced the simple forms, increasing shipping schedules and new ports of entry, added to the drastic changes in the industries. Even the vehicle bonds changed. In the past, bonds were closed and required special access through Customs officials which restricted the access to customers who may be interested in a test drive but safeguarded the company from theft or damage to the new vehicle. Now, bonds are open with more access which is still guarded for safety reasons. Fabian maintains close contact with the Parts and Vehicle Sales departments in particular and enjoys a

great synergy with both. Working closely with these departments, he effectively assists in their efficient supply of deliverables. Fabian attests his success to Angus Bain who mentored him and considers him a nurturing father figure. He believes that such a visionary, has been a significant catalyst in his business development and a pioneer for the automobile industry at large. Owing to the legacy of Mr. Bain, the culture at Northwest is warm, showcasing a family dynamic and rapport with the various key persons; something he hopes continues as the years go on. Currently, Branford Shipping represents Fast Cargo out of Miami and handles all the cargo on behalf Northwest Ltd. He believes the partnership with Northwest and his company Branford Shipping is so deep-rooted that has developed from strength to strength over the lifetime of both companies, that it will continue successfully in the future. He wishes the company much success and many more years of unparallel service in the future. ¤

AUT

MATIVE WORLD

Congratulations Northwest On Your 35th Anniversary Automative World

SPECIALIZING IN • Air Conditioning Repairs / Servicing • Starter Motor Repairs • Alternator - Repairs Bois D’Orange, Gros Islet,St. Lucia Tel: 452-9395 / 485-9669 BusinessFocus

Jul/Aug

We Thank Our Long Serving Staff!

WE THANK OUR LONG SERVING STAFF!

Mr. Glen Augustine 18 Years

Mr. Anthony Phillip 30 Years Anthony started his career in 1988 in the tyre department which back then was housed in a small section of the garage. He was the only person in the department at the time with support from other garage technicians. Anthony was proud when the TYRE SHOP was constructed. As a result of this drastic development, the company was able to offer new services and improved equipment which increased productivity and customer service all round. As the longest serving staff member, Anthony believes the warm culture, togetherness and family-oriented values which are entrenched into the social fabric of Northwest, have been integral factors which have kept him here for three decades and counting. As a seasoned staff member, he welcomes training opportunities to assist the newer employees and growing the company as the years go on.

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Glenn started his career with Northwest as a Senior Technician back in the year 2000. After engaging in many training exercises throughout the years he quickly rose up to Workshop Foreman. Acquiring many certifications including Ford Master Technician, Kia Certified Trainer and ASE Certified Technician, Glenn has been able to hone his skills in the automotive field and excel in the ‘family-like’ atmosphere amongst the service staff.

For Celia, working with Northwest was a blessing as she was able to gain a new skill set in a friendly environment. She professes that the company's attitude to development has kept her employed for this long, as they provided training in areas like Customer Service to assist her in not only providing the best service to customer, but gave her the confidence she needed for her personal professional development. She is thankful to Mr. Angus Bain for his encouragement and the opportunity to be with the company, and is committed to many more years of service.

Mr. Jonas Emile 15 Years

Ms. Celia Charles 16 Years Celia started her tenure at Northwest Ltd. back in 2002 after years of working in the retail industry in the Sales Department. She transitioned into her role in Accounts as a Cashier, quickly learning the inner workings of the department under the watchful and helpful eye of the then Accounts Manager Mrs. Cenac.

Jonas began his career in Sales on October 3rd 2003. He has always had an affinity for vehicles, cars in particular, which made this choice of career something of a no brainer. Over his 15 years of continuous service, he was able to move from strength to strength, and soon became the Senior Vehicle Sales Representative. Beyond extensive sales training in all brands sold at Northwest, he gained certifications from Ford, Kia and Isuzu in Professional Sales Consultant and Customer Service. Mr. Emile is also the awardee of Isuzu’s Outstanding Sales Achievements from 2014-2017 and highlights the energised work environment in his Sales department coupled with the learning opportunities, as pivotal to his success over the years.

Ms. Vanessa Moise-Charlemagne 15 years

Mr. Richardson John

Vanessa first started in the Accounts department as an Accounts Clerk after completing her A-levels and CAPE exams. She diligently worked alongside her team and quickly developed the necessary skills to rise to the role of Accounts Supervisor. As the department is charged with all the accounting and financial functions of the business, she routinely works with each department to ensure maximum efficiency. For Mrs. MoiseCharlemagne, gaining knowledge and creating great results drives her.

Richardsonâ&#x20AC;&#x2122;s journey at Northwest began in 2004. Always keen to expand his knowledge he has garnered certification in Brake Systems for Isuzu NPR Trucks and Engines & Transmission Systems for the Isuzu DMAX. He thrives on diagnosing complicated systems associated with engine and transmission repairs consistently meeting and breaking targets and accounts maintaining an active mind and lifestyle for his achievements.

14 years

being promoted to Parts Department Manager. He holds a Govt. of India Diploma in Automobile Engineering (AIETES) as well as a Certificate in Automobile Engineering (KGCEE) from the regional Govt. of Kerala. Mahesh prides himself on always keeping abreast of the latest modifications in design, structure and technologies to better understand the market needs and to procure the best quality and priced parts. His skills, expertise and passion all contributed to the drastic turn around the department ultimately achieved and after ten years at Northwest and in Saint Lucia Mahesh has become not only a valued team member but in 2017 a naturalized Saint Lucian.

Mr. Edsel Nurse 12 Years

Mr. Remy Labadie 14 years

Remyâ&#x20AC;&#x2122;s longstanding career at the company started 14 years ago. Certified in Brake Systems, Electricals and Basic Foundations with Ford and KIA Karisma, he describes his time at Northwest as a forever learning environment as the company consistently provides opportunities for career growth. He sees his job as both challenging and rewarding, in the evolution of automobiles.

Mr. Mahesh Thaikkattussery Mani 12 Years Originally recruited from India to help turn the fortunes of the complex Parts Department, which at the time was feeling the pressures of an ever-evolving automobile industry, Mr. Mani began his decade long career at the company in 2008 as the Senior Parts Supervisor before

After a short stint at a local garage developing various skills, he moved to Northwest when a position opened up in the Wash Bay in 2006. After a few years, he had the opportunity to move up to the Messenger role working with many departments offering a myriad of services including courtesy pick-ups and drop offs, payment of bills and delivery of packages. He indicated the job had its challenges in the beginning but was very happy to develop organizational and time management skills which are key to effectively carrying out his role. He loves the friendly environment at the company and states this sets Northwest apart from other companies.

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More Than A TYRE SHOP

MORE THAN A TYRE SHOP

T yre sales and service at Northwest

has existed for close to three decades. In 2014, the department went through a major transformation both physically and internally, creating what is now, the TYRE SHOP. The change in the faรงade ushered in a bold new look which made the building stand out. Additionally, the internal improvements entailed rigorous changes through Total Quality Management processes almost instantaneously improving customer satisfaction. These changes are ongoing to improve training and efficiency.

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Another notable change to the operation, is an airconditioned lounge. Customers may now visit the TYRE SHOP as their first point of contact and be ushered into the cool comfort of the lounge area which affords a bird’s eye view of their vehicle while work is being undertaken. Staff like Mr. Rick Joseph, Parts Supervisor, was retrained to enhance the customer service relations beyond the product knowledge training. Additionally, as the improvements in procurement through the parts departments continued to progress, so did the flow of work in the TYRE SHOP. The department increased its stock of Westlake, Torque and Goodride tyres, and has mastered the formula for maintaining stock levels for customers. The company supplies tyres for all vehicle types from truck pickups, cars and SUVs, which have become a huge market. Added to this, the race car segment which is budding, has become a special niche market. The overall goal of the TYRE SHOP is to provide tyres which are optimised through the thread pattern and rubber compound, making them suitable by type of vehicle for our warm environment and rougher terrain. The brands which Northwest represent, chiefly addresses these conditions and are market leaders in price and quality. Furthermore, the new shift also included the supply of tyres through Courts St. Lucia Ltd. locations. At present, customers are able to purchase tyres from two other locations besides the TYRE SHOP at Northwest, making it a more efficient buying experience. In the future, the TYRE SHOP has plans to expand its footprint on the compound and incorporate other services like wheel alignments. ¤

Services

The Management and Staff of Renwick & Co Ltd, one of the leading distributors in St Lucia for over fifty years, have pleasure in congratulating the Bain family and all team members of Northwest as they celebrate 35 years of business in Saint Lucia. Renwick & Company Ltd. Shopping The World For You

• Tyre fitting

Visit Our

• Front wheel tracking

Vide Boutielle, Castries Beanefield, Vieux Fort (758) 455 8000

• Wheel balancing

contact@renwickslu.com

• Tyre replacement

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• Tyre repair

Touché

Renwick BusinessFocus

Jul/Aug

Northstar Leasing

NORTHSTAR LEASING O ver a decade ago the automotive industry

experienced some major challenges which markedly affected economic growth and, by extension, heavily influenced Northwestâ&#x20AC;&#x2122;s strategic direction. As the key stakeholders in the industry fought to maintain a strong front in the face of international crises which had a trickle-down effect, the company employed new tactics to remain resilient. One such move was the establishment of the countryâ&#x20AC;&#x2122;s first auto dealership inhouse leasing firm to cater to the growing needs of the consumers. The company understood the risk factors involved in providing leasing options but also surmised that this was indeed a need which, if undertaken with due diligence, could provide a significant boon in the development of the product and service offerings by the company.

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NorthStar Leasing became a company within a company providing its customers an alternative to traditional vehicular financing. The company became acutely aware of the obstacles its consumers faced as the typical lending agencies were increasingly unwilling to provide financing in a growing number of circumstances. Additionally, consumers who may have been exploring the growing used car industry while still actively seeking opportunities for affordable new car ownership, found convenience as NorthStar helped to fill the gap. The company was now able to provide affordable financing for consumers who preferred the security that a new car provides; from warranty on parts, free servicing for three years, not to mention the comfort derived from the support of a renowned auto dealer with a fully trained technical staff. In the early years of operation, the company focused on the commercial sector giving access to companies which needed secure financing, quality

Why choose NorthStar Leasing? 1.

Establish a credit line

Eliminate waste and obsolete vehicles

3. Get your hands on new technology quicker

work vehicles and affordable interest rates. The company has steadily increased its consumer base while maintaining a small portfolio compared to other newer established lending agents to date. By managing the process meticulously, the company is able to have its valued leasing customers on the road a lot faster than the typical firm. NorthStar Leasing proudly maintains the most competitive terms and conditions coupled with excellent customer service and works assiduously to adapt to changes to continuously provide stellar service, setting it apart from other firms. Leasing customers are able to purchase with confidence and benefit from the ease of doing business.

Easily free up your working capital

Choose your repayment rate

Gain competitive pricing

Enjoy an uncomplicated process

8. Enjoy zero penalties for early payments or payoffs 9.

Maintain a healthy balance sheet

10. Adjust your payment terms during the term period ¤

Blair’s Auto Parts

Ferrands

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

Management & Staff of FERRANDS wishes Northwest a Happy 35th Anniversary

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

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

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

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

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Our Brands

OUR BRANDS

Isuzu is known as the pick-up truck specialist. The archetypical industrious workhorse of all trucks which boasts some modern features expected in high end vehicles, have now become the standard for the brand and ultimately built not to break down. The streamline silhouette and roof are expertly designed to reduce drag which improves fuel efficiency, performance and reduces cabin noise. It is also recognised as one of the biggest commercial engine builders globally with units placed in all types of applications i.e. boats, power generation (standby generators) and commercial vehicles. The award- winning Isuzu D-Max has been constantly refined and developed to continually strengthen its all-round performance. With outstanding fuel economy, reduced down time and overall after sales support as it relates to parts and deliverability, the Isuzu D-Max has become the perfect fit for professionals who need a workhorse they can rely on. This has been seen in sales making the D-Max the number one pickup truck seller on the island. Â¤

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RBC EC Global Insurance

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Kia is still a very young car company in relation to our other brands but the company’s attention to detail through research and development has seen its rapid evolution into becoming a world-class contender today. Manufactured in Korea, KIA’s technological evolution is also visible in the cutting-edge technology evident in its models, which only a few years ago was only reserved for luxury brands. Added to this, Kia has been able to persistently push the design and also, is available throughout all their lines at a fraction of the cost. This amazing achievement markedly sets Kia apart and positions it in the market as a strong contender. It has also become an award-winning brand earning a spot on the Kelley Blue Book “10 Most Awarded Brands in 2017” which no other car maker has done in twenty-seven years. The Kia has been called a smart buy for households of all sizes. The

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brand also received the “Best Global Brand” six years in a row, a feat not easy to achieve, let alone duplicate. Truly the perfect budget car with luxurious features, Northwest carries the Kia Rio in sedan and hatchback and the Crossovers / SUVs, Soul, Sportage and Sorento. ¤

Hydraulic Hoses & fittings for

Radiator Service includes:

• Heavy Equipment • Transmissions • Testing • Troubleshooting • Power Steering • Brakes • Repairs • Recores Radiator & Hose Works Ltd. • Fuel, Air & Water • Air Conditioning • Replacing Plastic Tanks • Fabricating Metal Tanks SALES OF AUTOMOTIVE BELTS Agent for DAYCO Belts

Mon - Fri 8:00 am to 6:00 pm Saturdays 9:00 am to 1:00 pm Box G.I. 2059, Gros-Islet, Beausejour. Gros-Islet, St. Lucia, W.I.

Tel/Fax: (758) 450-8362 Cell: (758) 484-3828 email: radhose@hotmail.com website: www.radiatorhoseworks.com

Never too Early / Never too Late

Exel Sign Ltd

We guarantee professional & reliability service, also committed to providing efficient, excellent services of high integrity, along Best Rate 24 Hours Car Rental with visitor’s & customer satisfaction in St. Lucia

We rent & lease short and long term. Supplying model type 4 x 4 to 8 seats, Suzuki Vitara & Grand Vitara, Jimmy, X L7, Mini Van, Mith Lancer, & A S X / Daith Terios / Chevy Aveo / Suzuki Ignis Tel: 1 (758) 452-1330 Mobile: (758) 584-4502 (24 hrs) Email: 24hourscarrental@gmail.com Website: www.bestratescarrental.com P.O.Box CP 5694, Castries, St. Lucia

We deliver and pick up island wide

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Ford is the oldest mass production car manufacturer in the world. Still revolutionizing the automobile industry, the company has come a long way from the Ford Model T created over a century ago. As a world-famous brand,

it is synonymous with high quality, ultra-safe, sustainable and innovative vehicles. Ford has made the continuous improvements on quality from design and manufacturing to sales and service, all key components to achieve its goals. Ford EcoSport SUV, Ford Ranger compact pickup truck and a variety of trucks, SUVs, crossovers and hybrids have all been borne out of the Ford legacy. The development and implementation of innovative features enhance the safety of each vehicle it manufactures, and as part of its strategic goals, the go-green campaign is evident across its operations. Added to the bold initiatives which sets Ford apart from other vehicle manufacturers, it is a market leader in innovation. As the world once again turns toward digital technology, Ford and the F-150 are expectedly leading the charge. There has been an increase in digital technologies which have refined the driving experience of the award-winning brand with Northwest providing the ultra-luxurious Ford Ranger WildTrak on island.

performance of their vehicles. As Mazda has redefined its brand towards a more boutique market position, it has essentially moved beyond the mass production sphere to a premium brand with a focus on specific components which increase style, durability and efficiency adding to that extra appeal. The 2018 Mazda 3 four door sedan is a multi time 10 best car winner, and is known worldwide for its premium interior, sublime driving dynamics and most importantly fuel efficient, making that “zoom-zoom” in your commute a great reality.

Mazda is known for its sleek designs in both exterior and interior and a pioneer in adapting technologically advanced systems to enhance the efficiency in the

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More than mere driving performance, when a customer chooses the Mazda brand, he should feel more confident and a sense of pride. A Japanese premier brand, Mazda’s new focus has shifted towards technological feats with its SkyActiv technology as a prime example. Mazda’s brands on offer at Northwest include the BT-50 pick truck, a very popular model. ¤

CUSTOMER TESTIMONIALS Hilron Mauricette I have been fortunate to meet Mr. Angus Bain at a time in my life when I was very new to the automotive industry some 30 years ago. He shared his passion for the company and by extension the industry, providing me a strong role model to some extent. I can proudly say that working with Northwest as an employee back then, was possible thanks to him, a man of integrity and a keen eye for seeing the best in everyone. He helped me grow my business acumen and I can confidently say that through our partnerships for specific services like body work, coupled with a more efficient Parts Department after the employment of Mahesh Mani, have significantly solidified our interactions. I wish the company many more years of success, and aspire for a stronger business relationship.

Antonia Alcindor Managing Director Hertz Car Rental As a business owner, the importance of financial management is always in the forefront of the operations. For us at Hertz, we must extend our immense gratitude to NorthStar Leasing, the lending agency in Northwest Ltd, for providing us with the finance needed to secure new vehicles when we started our operations in 2011, which tremendously assisted us in our financial management. The company, through Mohan Menon at the time, supported us when no one else would. Over the years, this growing relationship was further nurtured by the new manager Mrs. Christine Hyacinth who has allowed Hertz to grow, exceeding our expectations when we purchased the franchise 7 years ago. We wish the company all the best in its future endeavours, and hope it continues to provide the excellent service it has been providing for the past years, to its grateful customers like us.

Mrs. Diane Spencer-Mauricette Owing to the strong ties my husband had with Northwest Ltd., over the years, I have owned various brands which the dealership represents and can confidently state, their services have improved. The staff are friendly and accommodating, treating us customers as an extension of the Northwest family. A huge take away for me has been the changes the business has undertaken to make the experience longterm. Customer Customer service is number one for Testimonials the team, with the Service and Parts Departments allowing for an ease of doing business. Congratulations to Northwest Ltd on this milestone and I wish them many more years in this industry."

West Indies General Insurance Company Limited

West IndiesContractors General (All Risks) Computer (AllLtd Risks) Insurance Company

Householders Motor Vehicles Money Fire Burglary Travel Insurance Goods in Transit Liability Marine

We cover the things you care for... A member of The Julian R. Hunte Group of Companies Mongiraud House, Mongiraud, Gros - Islet â&#x20AC;˘ Brazil Street P.O. Box 64, Castries, St. Lucia, W.I.

Tel: 452-2230/1 Fax: 453-7671 email:wiginsurance@candw.lc BusinessFocus

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A Brand With Heart

Sponsorship of KIA Tennis Tournament

A BRAND WITH HEART N orthwest Ltd. is no stranger

to standing up and stepping out in support of a variety of socially responsible endeavours, establishing longstanding relationships with a number of entities in support of their various causes, particularly youth development through sports and education. Presentation of West Lake branded backpacks to students

Education beneficiaries have included the Sir Arthur Lewis Community College through mentoring, training and hiring. Additionally, students who undertake courses at the National Research and Development Foundation have also found opportunities to intern with Northwest where they can implement classroom theory into real life work conditions. As

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a company, Northwest has provided many permanent roles within the company in a myriad of fields offering careers to young people where possible allowing them into the working world to continue their learning and development under the teamâ&#x20AC;&#x2122;s careful and professional guidance.

Northwest has a penchant for supporting educational and youth development endeavours such as the Job Fair Expo which directly addresses the transition from school to work and the many issues school leavers face. Attendees to the Job Fair are immersed in a large bazaar like atmosphere gaining access to multiple businesses which provide CV support, mock interviews, career advice and other soft skills which are necessary in today’s competitive environment. Added to this endeavour Northwest also recently undertook to provide five hundred 4th Form I.T. students across the island, with West Lake Tyre back packs. These are the types of tangible initiatives Northwest will always champion as the company truly believes in the youth’s role in our economic future and is committed to making a difference whenever possible. The company’s embrace for the development of Saint Lucian youth also naturally extends to Sports. The Northwest banner can be found hung in support of numerous school sporting events around the island as well as national and international competitions. The company threw its support behind tennis with its Kia Motors brand sponsoring The National Independence Tennis Tournament from 2011 to 2017. In 2016 Northwest proudly assisted our nation’s first Olympic competitor in the sport of sailing at the Rio games in Brazil. Northwest is unwavering in its belief that the investment in Sports is a mirrored investment in youth development.

Northwest has provided support to the Saint Lucia Animal Protection Society (SLAPS), the Veterans Association and the Salvation Army, donating various commodities like a vehicle, and funds to these various causes. The company believes in giving back to its community and promoting its core values in every endeavour it supports. ¤

Presentation of Automotive Excellence Award to Elisha Julien

Tel: 452-3234

RETREADS, ENGINE MOUNTS, BRAKES BONDING Tool Hut & Auto Supplies BATTERIES TRUCKER THINK GREEN BEARINGS & & RETREAD VEHICLE INSPECTIONS. YOUR TYRES.

Lewis Industries Limited

Tel: 458-6657 Email: toolhut@gmail.com WE SELL BATTERIES, TOOLS, BEARINGS AND AUTO ACCESORIES BusinessFocus

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Northwest: 35 & Beyond

NORTHWEST: 35 & BEYOND Northwest â&#x20AC;&#x201C; Quality Products, Unparalleled Customer Service, Competitive Pricing ! Mr. Randall Bain, the elder of the Bain brothers, officially joined his family-owned business almost 30 years ago back in 1992. Back then Mazda, Isuzu, Subaru and Volvo were the brands on offer. Volvo went out a couple years later to be replaced by KIA and FORD in 1996. Just around that time the economy of Japan began to actively seek markets for its used and worn vehicle products. Sophisticated territories would not allow the entry of these grey market units into their economies; so Japan sought to insinuate them onto the less discerning of its global trading partners and has done so successfully from their stand point.

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In 2001 St. Lucia imposed a levy on the imported used product, in an effort to provide for a more balanced competitive environment. However, it was completely removed five years later when the island’s stewardship changed once more. So for the last 12 years there has been no restraint on any aspect of grey market importation. Not even a license is necessary. With very high import taxes the new product didn’t and still doesn’t have an answer to its most fierce competitor. Be that as it may, as Northwest continues to develop their brands and their own brand identity; Customer Service and Human Resource Development remains a key factor in their strategic goal planning. A pivotal change was the successful recruitment of their Parts Manager in 2008, Mr. Mahesh Mani, who continues to work fervently at developing and implementing critical procurement procedures which allows their customers to enjoy excellent support and the company to enjoy almost zero obsolescence. By establishing close relationships with his suppliers while in symbiosis with Shipping & Logistics partner, Fabian Branford, he has been able to refine the systems and greatly reduce the down time of vehicles under the company’s charge.

Mr. Glenn Augustin, Shop Foreman and a 15 year stalwart, is a highly decorated and skilled Technician. In charge of the quality control of work performed, he is ultimately responsible for the high level of satisfaction experienced by the Northwest Service customer. The addition of Anderson Auguste as Operations Manager in 2014 has resulted in, among other things, a much improved TYRE SHOP with a wider range of brands, sizes and treads all with great prices. These timely moves provided Northwest with positive milestones along its 35-year journey. The human resources have been nurtured for the past 10 years and is paying dividends today. Is the future electric? KIA continues to refine their Soul EV and will be soon releasing a compact SUV, the Nero, in the upcoming year. Both MAZDA and FORD are working on EV releases for this market that may be realized in a year or two. Future plans for the company include the expansion of departments to meet the market demands and the continual training of personnel in both technical and non-technical aspects of its operations, to include emergent technologies. ¤

Alex Auto Parts Inc

Tel:1 (758) 518-9252 Email:info@stroseautorentals.com www.stroseautorentals.com

Darling Road Housing Estate Jn Baptiste Street,Castries

(758 ) 453-7276

Alex Auto Parts You Name it!! We have it!!

St. Rose Auto Rental Services

We offer a wide variety of service parts: * Clutch covers * Universal Joints * Disk Pads * Air Filters * Engine Oils * Spark Plugs & more.

e you nt leav u o w e W that yo feeling uy a new b should l us first! l a car! C Email: alexauto4parts@gmail.com Facebook: www.facebook.com/alexauto.parts.7

Car Rental Locations Main Office - Vieux-Fort Hewanorra International Airport(UVF) George F. L. Charles Airport(SLU)

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ALTERNATIVE SECURITY SERVICES (ST. LUCIA) LTD BUSINESS FOCUS

Excellence, Integrity And Service. KEEPING OUR CLIENTS SECURE WITH TECHNOLOGY Alternative Security Services - Make "Alternative" Your Frist Choice

Alternative Security Services (St. Lucia) Ltd.

Make Make “Alternative” “Alternative” Your Your First First Choice! Choice!

Choosing the right level of security in an increasingly problematic and unsafe environment is one of the most important decisions you will ever make. However, Alternative Security Services (Saint Lucia) Ltd. takes all the hassle and frustration out of making that decision. Simply put, Alternative Security should be your ﬁrst choice. The company, which began operations in Saint Lucia eight years ago, is a subsidiary of Trinidad-based Amalgamated Security Services Limited and provides a consistently high quality service in Grenada, Saint Lucia, Antigua, Trinidad and Tobago, and Barbados. Alternative Security Services (Saint Lucia) Ltd. is not a stand-alone security company; it is being guided by the principles, guidelines and procedures of its parent company, Amalgamated Security Services Ltd. Alternative Security Services (Saint Lucia) Ltd. provides the following services:

• Guard Services: Baton, Canine and Firearm. ASSL provides expertise in quality services for home, business and property, maintaining the highest industry standards, continuous communications and a 24-hour Command & Control Centre. • Cash Services: Collection, Delivery and Cash-in-Transit. ASSL oﬀers reliable, competent and well-trained crews, seamless communications and state-of-the-art vehicles for movement of cash and other valuables. • Mobile Response: Alarm Services & Panic Buttons. ASSL provides 24/7 coverage for alarm services, with response from base as well as speciﬁc outlying locations.

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The parent company also provides a vast array of services and is involved in the installation of security components. If customers in Saint Lucia have special requests not offered here, Alternative Security Services (Saint Lucia) Ltd. liaises with its parent company to make it happen in the quickest time possible! General Manager of Alternative Security Services (Saint Lucia) Ltd., Errol Alexander, joined the company two years ago, following his retirement as Saint Lucia’s Acting Police Commissioner. After a stint as Amalgamated Security Services Limited’s Regional Brand Ambassador, he took up his current post. “Our officers are very well-trained and we have constant training exercises,” he said. “We take training very seriously because we want maximum efficiency in terms of performance. We know what the situation is like on the island as far as security is concerned, so we want to provide the best security services possible.” Alternative Security Services (Saint Lucia) Ltd. follows a strict hiring regimen which includes two weeks of training and has a strict drug-free policy for new officers, ensuring that customers get the best service. With about 260 employees on its payroll, ASSL’s customer portfolio continues to grow. Alexander said the company is now

in the process of procuring two additional vehicles to enhance its cash in transit services and strengthening its human resource capacity. “We are presently providing training for our new supervisors so that they can have the skills and knowledge to manage their subordinates efficiently. We have to supply the best possible product to our customers,” Alexander explained. Linwall James, who was Operational Manager for about five years, has given up that post and is now responsible for Quality Assurance. His task is to provide on-the-job training for probationers to ensure that they deliver high performance and also liaise with customers every six months to get feedback on the quality of service provided by the company. Meanwhile, Marvin Cherubin, who has been with the company for five years, is now Operational Manager. He previously served as Operations Coordinator and Accounts Clerk. In May, Alternative Security Services (Saint Lucia) Ltd. extended its service portfolio by working alongside the Royal Saint Lucia Police Force for the official opening of Saint Lucia Carnival – dubbed “Epic Wednesday”. The company also provided security for this year’s National Schools Calypso Competition held in June. This adds to the company’s growing list of mass events which includes providing security for last year’s Saint Lucia Jazz Festival. Among ASSL’s goals are to provide clients with top quality service at reasonable cost and fostering a feeling of peace, tranquility and well-being in the community. For eight years now, ASSL has continued to demonstrate that it can deliver what it promises. So let Alternative Security Services (Saint Lucia) Ltd. work with you to customize the service that perfectly fits your security needs. The company is guided by the highest standards and specifications, integrating proven techniques with innovative technology and solutions.

Make “Alternative” your ﬁrst choice for security!

ALTERNATIVE SECURITY SERVICES (ST. LUCIA) LTD

Tel: 1-758-450-9171 Cell: 1-758-724-9417 1-758-285-6907 www.asslstlucia.com BusinessFocus Jul/Aug | 61 elaxander@assl.com

MUST READS Volume 26

The Science of Success The Science of Success

The Sharing Economy

By Lyndell Halliday BSc., MBA, CPA,CMA

“A lot of legends, a lot of people have come before me. But this is my time.” Usain Bolt.

What do the elite performers have that the other 99% of people lack? Is it talent, hard work, good genes or perhaps, just plain old good luck? This is the question that Brad Stulberg and Steve Magness seek to answer in their 2017 book: Peak Performance: Elevate Your Game, Avoid Burnout and Thrive with the New Science of Success

Brad Stulberg is a former McKinsey and Company consultant who has written extensively on the health and the science of human performance. Steve Magness is a former middle distance runner, coach and exercise physiologist. The two team up to investigate what distinguishes the most highly accomplished from the less accomplished in all fields - whether we are talking about art, music, sport, science or business. To answer this question, the authors apply the latest research from the fields of psychology and neuroscience to their experience in sports, business and consulting. The key finding is that the best - perhaps surprisingly - share a remarkable lot in common across a wide range of disparate human endeavours. In Peak Performance, Stulberg and Magness present their findings, detailing the key practices of elite performers. Peak Performance is written in three main sections: 1. The Growth Equation, 2. Priming and 3. Purpose. In The Growth Equation, the authors discuss the importance of a continual cycle of stress and recovery in order to achieve optimal growth. Our bodies and minds must be challenged to grow – we all know this. And we all know too the importance of rest, yet we often significantly underestimate its value. The authors offer persuasive insight from BusinessFocus

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research into what happens in the body and brain when we are at rest. One of the more interesting cases cited was a study by the world renown Boston Consulting Group in the high pressure work of management consulting where long hours are revered and rest is disparaged as sloth. In a real life trial, a sub-group of highly paid consultants were astonished when their output improved substantially after being forced to work 20% less time. In addition, the authors discuss the power of mindset and meditation. They cite research that shows the link between our mental outlook and mindfulness habits and the ensuing physiological and neurological changes in our bodies. Together, stress, rest, mindset and mindfulness make up the growth equation. In the second section Priming, Stulberg and Magness offer tips on how to design our day in order to achieve optimal performance. The topics covered include the importance of routines, interpersonal connections, positivity and inspiration. One of the key chapters in this section is entitled “Minimalist to be a Maximalist”. The takeaway here is we paradoxically do more by doing less. Automating our life and eliminating non-essential decisions have been shown to free up valuable brain power, allowing us to perform better on our most important tasks. The final section, Purpose discusses how to we can maintain focus and motivation. Herein the authors discuss one of the most powerful lessons in the book – the idea of self-transcendence. The key idea here is that the best way for us to achieve motivation is to link our work to a higher purpose. According to the writers, “by focusing on something beyond ourselves and reflecting on our core values, we can all more courageously confront challenges and improve our performance.” Research has shown that both physical and mental performance can be enhanced significantly when we have a higher reason – a self-transcending purpose. In the blurb of, Peak Performance it claims to “uncover the secrets of great performance”. While this is somewhat marketing hyperbole, the authors do a superb job of bringing together the most current and relevant research and demonstrating the linkage to interesting examples of elite performance. In spite of the frequent references to scientific research, the language is jargon free and straightforward. Interspersed within the chapters at key intervals are a list of performance practices – summarized points that allow you to start to put into action what you have learnt right away. The end result is that the concepts are easy to understand and to apply. This book is a must-read that will be useful to just about anyone at any level or stage of their life and career. ¤ Lyndell Halliday is an avid Must Read reader, lifelong learner and The Power ofbusiness Candour award winning

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 has also lectured for several years in a range of courses at the Master of Business Administration level.

SMJ Beverages

S.M.J Beverages (St. Lucia) Ltd St. Judes Highway Vieux Fort Industrial Highway Vieux Fort St. Lucia Tel: 1-758-454-7768

Dr . Ramos's Medical Centre ONCOLOGY CONSULTANT

Angel Ramos Freyre is a Cuban oncology specialist graduated from the Medical Dr Ramos Dr. Medical Centre Science University of Cuba with his medical degree in 1988. In 1996 he completed his specialty in Oncology and a Postgraduate Diploma in Head and Neck Surgery. With a vast experience of 22 years as a cancer specialist, Dr. Ramos worked at Calixto Garcia University Hospital in Havana, Cuba as a professor. Gablewoods Mall Office 10, Sunny Acres 1-758-458-1107 St. Anthony Medical Center Vieux Fort 1-758-454-4040 Integrated Medical Care Arnos Vale St. Vincent & the Grenadines 1-784-4312488 1-784-534-7488

He has been working as a consulting doctor in Antigua and Barbuda since 2005, establishing his private office in Saint Lucia in 2016 and recently in St. Vincent and the Grenadines. Dr. Ramos's Medical Center includes a wide variety of oncology medical services and has a large multidisciplinary team of highly qualified professionals. The main objective is the early detection of cancer through different diagnostic studies.

Dr. Angel Ramos Cell: 1-758-729-6134 dramosmedicalcentre@gmail.com BusinessFocus

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TOURISM

Saint Lucia Tourism Authority announces its North American Showcase Saint

By Saint Lucia Tourism Authority delegateselect.com/event/stlucia-na/ with the meeting request Lucia Tourism Authority Announces Its North American Showcase platform available from June. Another highlight in the programme is the First Inspiro Awards – a night of recognition and inspiration. Awards will be handed out to tour operators in 10 categories, including various awards for Best Growth to Saint Lucia, Product Manager of the Year 2017, and Best Tour Operator partner for Community Outreach. At least one new villa company will be part of the showcase for the first time this year. Villas of Distinction, a wholesaler of villas, will conduct one-on-one meetings during the showcase.

Now into its 6th year, the North American Showcase will be hosted by the Saint Lucia Tourism Authority (SLTA) from July 16 – 19, 2018 in Saint Lucia. The North American Showcase is a platform for tour operators from the USA and Canada to engage with hotels, tours, attractions and other tourism products on the island. It is also an opportunity for tour operators to see the latest updates on the destination and learn about new products. An added feature this year is an online platform for registration and meeting requests. Attendees can register online now at www.

Meetings and the awards dinner will be held at the newly opened Harbor Club St. Lucia, Curio Collection by Hilton, which is the host resort and main sponsor of the North American Showcase. One of Saint Lucia’s newest hotels, the Harbor Club opened in December 2017 in Rodney Bay, Gros Islet. The nautically-inspired hotel features 115 spacious cabin-style rooms and suites, 10 restaurants and bars, four swimming pools, a spa and world class fitness center and meeting space. The Saint Lucia Tourism Authority extends its appreciation to this year’s sponsors: The Harbor Club, Sandals Resorts, the Royalton Saint Lucia Resort and Barefoot Holidays. ¤

Barbados Hotelier Appointed New CHTA President Barbados Hotelier Appointed New CHTA President

the association, while Grenadian hotelier Sir Royston Hopkin congratulated her on her steady leadership. Troubetzkoy expressed her appreciation for the good wishes from her colleagues. She will now serve both as Chair of CHTA as well as of the Caribbean Hotel and Tourism Association Educational Foundation (CHTAEF). A true pan-Caribbean woman, Affonso-Dass, a graduate of Florida International University’s School of Hospitality and Tourism Management, was born in Roseau, Dominica and lived in Trinidad and Antigua before moving to Guyana where she grew up. She has made Barbados her home for the past 20 years. Barbados hotelier, Patricia Affonso-Dass, took up office as the new President of the Caribbean Hotel and Tourism Association (CHTA) in late June. Karolin Troubetzkoy, the regional trade association’s outgoing president, handed over the gavel to Affonso-Dass in an emotional transition at CHTA’s Annual General Meeting during which she was hailed for her personal contributions to the region during challenging times. Affonso-Dass, Group General Manager at Ocean Hotels in Barbados, thanked Troubetzkoy for her selfless efforts leading BusinessFocus

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Affonso-Dass has been the president of both the Tourism and Hospitality Association of Guyana and the Barbados Hotel and Tourism Association and runs the Ocean Hotels group, which is a family-owned company with three unique hotels on the south coast of Barbados: Ocean Two Resort & Residences, the four diamond oceanfront venue on Dover Beach; The Sea Breeze Beach Hotel, the all-inclusive hotel on Maxwell Coast Road; and The South Beach Hotel, the chic boutique hotel near Rockley Beach. ¤ Photo: Patricia Affonso-Dass (left) takes over the leadership of CHTA from Karolin Troubetzkoy. (Photo Credit: Margot Jordan)

Bay Gardens Resorts

LEYDUN

Acquires Fourth Property In Saint Lucia

CONSULTING SERVICES INC.

“Listening - Understanding - Delivering”

SERVICES

BAY GARDENS RESORTS ACQUIRES FOURTH PROPERTY IN SAINT LUCIA

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

Bay Gardens Resorts has expanded its portfolio to four hotels in St. Lucia. Executive Director of Bay Gardens Resorts, Sanovnik Destang, announced the acquisition of the 35-room Palm Haven Hotel in June, adding that it would be renamed Bay Gardens Marina Haven. “The hotel is in an incredible location,” Destang said. “It’s now our closest hotel to the Rodney Bay Marina, which is an exceptional facility for yachties as well as those looking to take advantage of numerous activities in the marina, from restaurants and bars to shopping.”

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

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

The newest addition to the Bay Gardens family of hotels will re-open in mid-July after undergoing a soft renovation and staff training to align service delivery at the property with Bay Gardens’ award-winning standards. Located in St. Lucia’s Rodney Bay area, Bay Gardens Resorts currently consists of three Green Globe-certified hotels: Bay Gardens Inn, Bay Gardens Hotel and Bay Gardens Beach Resort & Spa. “There will be no reduction in staffing levels for Bay Gardens Marina Haven -- either during the period of renovation or upon its anticipated reopening in July,” Destang assured. The hotel is within a five-minute drive of Bay Gardens Inn and Bay Gardens Hotel and 10 minutes from the Beach Resort. Marina Haven guests will enjoy the full benefits of a Bay Gardens experience, including six complimentary one-hour passes to Splash Island Water Park, the use of beach chairs, the ability to charge consumption across properties to their rooms, and free non-motorized water sports. Complimentary shuttle service will be provided between all Bay Gardens Resorts facilities. Bay Gardens Resorts is a group of locally-owned and operated award-winning hotels all located within, or near, Rodney Bay Village, St. Lucia’s entertainment capital. All four of Bay Gardens Resorts’ properties are close to more than 40 restaurants, entertainment venues, duty-free shopping malls, Treasure Bay Casino and the Rodney Bay Marina. Bay Gardens’ Splash Island Water Park, the first open water sports park in the nation, is a popular attraction on St. Lucia’s Reduit Beach. ¤

We Specialize in Wholesale and Retail Of: Medical Supplies Home Care Supplies Dental Supplies Mobility Aids Athletic Support Special Orders

MedCare

33 Tapion Road (after the school of music) Tel: 758 450 0309

Cell: 758 485 8393 Fax: 758 452 3049 Website: www.medcareslu.com

To customers Mondays, Wednesdays & Fridays weekly. BusinessFocus

Jul/Aug

ENVIRONMENTAL FOCUS

Is The Caribbean Building To Code?

By Stan Bishop

Stakeholders Meet in Saint Lucia To Set Benchmarks Regional stakeholders in the construction and finance industries and development partners met in Saint Lucia from June 13-15 for a Caribbean Buildings Standards Forum and Exhibition. The three-day event, held at Bay Gardens Hotel, was organized by the OECS Commission and Caribbean Development Bank (CDB), under the theme, “(Re)building for a Resilient and Robust Response to Disasters”. The forum was held to: • Review and discuss the 2015/2016 OECS Building Code and Guidelines to update and improve their provisions and implementation, as part of the OECS Commission’s EUfunded iLAND Resilience Project, and • Harmonize a regional approach to disaster resilience and regulation of the building sector, with the CDB leading the charge Head of Environmental Sustainability at the OECS Commission, Chamberlain Emmanuel, said that following last year’s hurricane season -- which caused destruction in Dominica, British Virgin Islands, Turks & Caicos Islands, Barbuda and others -- industry practitioners and funding agencies have reiterated the need to review building standards.

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Stan Bishop’s career in journalism began in April 2008 as a reporter for The VOICE newspapers in Saint Lucia. He covers current affairs, politics, tourism, environmental issues, business, arts and entertainment and human interest stories and also had two regular columns in The VOICE, namely Strictly Business and If You Asked Me. In September 2012, Bishop was among the first batch of students in the one-year Journalism Studies and Media course offered by Monroe College (St. Lucia) Campus from which he graduated with a certificate in that field. Bishop has covered assignments in Saint Lucia, Barbados, Grenada, Antigua and Barbuda, Jamaica, Trinidad and Tobago, Republic of China (Taiwan), Morocco, and Israel. From March 2017 to February 2018, he was Editor of The VOICE. He is now Feature Writer for Saint Lucia Business Focus Magazine and OECS Business Focus Magazine and News Reporter/Presenter for Vybe Radio.

The OECS Commission began the process in 2014, under an EUfinanced climate change project and based on requests from member states, which looks at sustainable land management practices to realize better adaptation to climate change. One request was that member states get assistance in strengthening their building codes. “There was an existing OECS Building Code which is essentially adapted at the country level,” Emmanuel said. “So we embarked on updating the technical divisions which was completed in 2015 with some further enhancements based on updated technical information that came from various experts and studies.” At the forum, participants looked at the implementation framework -- legislation, institutional capacity, education and awareness – to ensure that the law can be implemented. They also agreed that best practice and existing codes were not being followed, which Emmanuel says puts the region on a perilous path. “Even if one argues that last year’s hurricane season was more than what we normally experience, the experts have demonstrated that based on the photos of the failures on the ground – roofs ripped off from beams and structures not properly connected to foundations – we have not been practicing proper building standards,” he explained. He believes that ensuring that people use what is known and authorities enforcing it, the regional infrastructure would be in a better position and the forum sought to understand technically what lessons were learned to inform a more robust building sector. The hope is that the new building guidelines should be ready by this August, he said.

administrative sections of the Code are suited for the BVI context. The next step is getting the House of Assembly’s approval. It’s a high priority matter, especially as people continue to rebuild. Initial estimates of the economic impact of Irma on the BVI indicate that two and a half times the territory’s gross domestic product (GDP) was lost in the tourism sector alone. Six months after Irma passed, electricity and water distribution was a work in progress. The BVI is not new to disasters. In 1989, Hurricane Hugo, a category four storm, battered the territory but the BVI was relatively unscathed. Irma changed all that. Burnett said people across the region now expect anything -- anywhere. “In the context of the Caribbean likely experiencing more of these Category 5 hurricanes, the human stories really help people understand what catastrophic damage means,” she explained. “When you actually hear people losing their roofs and walls crumbling around them and people left exposed, you can better understand the human side of it and it is more compelling and helps them understand the need to build to code.” CDB’s Operations Officer (Civil Engineer) in the Social Sector Division, Dwayne Squires, said the Bank is concerned with building standards because of the need to preserve the infrastructure and the people they support. He said building standards set a minimum criteria for what is safe and quality construction and there is a pressing need for the region to enhance that area in order for people to be safe.

We cannot afford not to build quality...

Emmanuel said failure to use existing standards is not necessarily that planning officials do not apply them, adding that while one might have a plan, builders might be unaware how to apply it on the ground. There are also cases where builders forego the planning authorities and thus are not subject to scrutiny.

Angela Burnett, Climate Change Officer in the British Virgin Islands, is author of “The Irma Diaries” – a collection of personal survivor stories in the BVI following Hurricane Irma’s passage through that territory last year. She said the book attempts to bridge personal connections to climate change and help the world understand what really happened in the BVI. The hurricane, she said, came at a bad time. Burnett attended the meeting to contribute to the discussion on the impact of climate change on the region and the lessons learned from Irma. Through the personal stories, in her book, she was able to help other participants see the human side of the tragedy. “When Hurricane Irma hit, we were actually in the process of -- through an OECS-led project -- looking at the administrative sections of the OECS Building Code and adapting them to make them suitable for the BVI,” she said. “So Irma has definitely heightened the need for an updated building code.

“We’re seeing the increasing effects of climate change and expect more droughts, sea level rises, all of which will impact our communities negatively,” Squires said. “Throughout the region, we are at different levels regarding the codes and regulations. We have several codes in use throughout the region but, unfortunately, most of them are not mandated by law. So there’s no incentive.” So what about homeowners and businesses who can ill afford to meet these high standards called for in the Code? According to Squires, the alternative does not help the regional case. “We cannot afford not to build quality,” Squires said. “The true cost of investing in your property is whether it can survive these natural disasters. If you have no insurance coverage, you really cannot afford to build below standards.” Among the CDB’s objectives is poverty alleviation and assistance in providing social protection measures by helping the most vulnerable. Squires said the aim is to help everyone develop economically and socially and -- above all -- be safe. “We have been accredited by the Green Climate Fund, one of the largest climate adaptation funds in the world, and hope to approach them for concessionary financing or grant financing to do just that. We’re eligible for at least US$50 million from that fund, so we’re looking to craft a programme that addresses these issues,” Squires said. ¤

In order for the OECS Building Code to become law in the BVI, Burnett said authorities there need to ensure that the BusinessFocus

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BUSINESS FOCUS

Saint Lucian Engineer Tackles Water Problems

Saint Lucian Engineer Tackles Water Problems Signs Agreement With Drought-Stricken Nauru in the Central Pacific By Stan Bishop Karlis Noel is no fish out of water. But he does know a great deal about solving the problem of sourcing clean drinking water. In fact, his latest invention has been riding a high wave of adulation, due in great part to its prime importance.

“The device produces pure water. It’s so efficient that it takes out all impurities -- even the minerals. However, the device has a remineralizer in the post-filtration process which reintroduces the minerals back into the water,” he said.

Noel has a certificate in Systems Engineering but says he was mostly self-taught. After less than a year of trying, he came up with a seven-foot by ten-foot brine management system which produces clean drinking water. Amazingly, the process produces no brine or any toxic substance.

Recently, Noel signed an agreement to provide a similar system for Nauru, an island country in the Central Pacific, where sourcing drinking water has been a continuous problem for Nauruans. The country often experiences long periods of drought and limited fresh water supplies have for years been subject to high levels of biological and industrial pollution.

“It’s basically a solar-powered desalination system. The unique thing about it is that it does not produce any waste, which means it’s environmentally-friendly and is very cost-efficient,” he tells me. Buoyed by increasing drought and water problems in his native Laborie, he received an invitation from the Global Environmental Facility (GEF) to find a solution. A member of the Laborie Fishermen’s Cooperative Society, he came up with the idea of building a solar-powered desalinator since the project guidelines required incorporating renewable energy and climate change.

During the 1998–2000 drought, Nauru’s desalination plant went out of service, severely limiting water supplies to the 8.1 square-mile island’s 11,000 residents. People were forced to rely on ground water which, in 2010, was found to be highlycontaminated. Through a third party, the Nauruans contacted Noel, who will build and ship a demonstration system to Nauru and subsequently travel there to do follow-up work. GEF will also assist him on this project. Impressive, indeed!

“The prototype was mainly for demonstration purposes, but sometimes when there’s no water in Laborie, villagers come to me and I supply them with water. However, we don’t use it every day. The schools, fire department and police station officials also come by for training. The plan is to use that prototype to produce a commercial version,” he explained.

The former high school dropout warns others against quitting school, adding that formal education is essential if they are not determined enough to succeed without it. He credits Giles Romulus, GEF’s National Coordinator, for believing in him and supporting his ambitions. He also had some words of advice for others with great ideas.

Desalination plants generally pose a serious environmental problem through the dumping toxic brine (a by-product of the desalination process) back into the sea, which threatens marine life. However, Noel’s desalinator re-processes the brine in the system itself. It’s also much cheaper because to pump brine five miles out to sea is very expensive.

“Be persistent. Remember that easy is not an option. No matter what opposition you get, believe in yourself. Given my background of no formal education and qualification, I had to face university professors who told me it wasn’t going to work. Now they just look at me in awe,” Noel explained. ¤

But there’s more to this 1,000-gallon capacity invention that whets the appetite. BusinessFocus

Jul/Aug

Photos: Carleen Jules

The Saint Lucia National Conservation Fund: Financing Conservation and Sustainable Development Projects

Dr. Vasantha Chase

Roderick Cherry

The Saint Lucia National Conservation Fund:

Financing Conservation and Sustainable Development Projects By Stan Bishop In May, the Saint Lucia National Conservation Fund (SLNCF) was officially launched with its main function being awarding grants to public/private sector agencies, non-governmental organizations (NGOs), community-based organizations and academia. Grants awarded are to undertake small projects in conservation, biodiversity development management, sustainable development, and environmental management and are made possible through an endowment fund set up by the SLNCF. The fund is supported by the Government of Saint Lucia through the Global Environment Facility (GEF) to the tune of $4.5 million and managed by the Caribbean Biodiversity Fund (CBF).

some interest and that the focus is to work with strategic partners and not in silo, adding that many of these partners lack the necessary capital to undertake projects. “Working in collaboration with the Saint Lucia Hotel & Tourism Association (SLHTA), we are now beginning to investigate what are some of the things we can do to deal with the Saragassum,” she explained. “We are interfacing with some technical people to see what recommendations we can come up with an offer to the government and, hopefully, mobilize the private sector to collaborate with us to find mitigating measures.”

SLNCF’s Chief Executive Officer, Dr. Vasantha Chase, says the CBF board, on which SLNCF’s Chairman Roderick Cherry also sits, is responsible for identifying asset managers who will invest its funds. Each year, the SLNCF will receive the interest on its endowment capital.

The SLNCF website will serve as a repository for reports and research material based on environmental issues in Saint Lucia. This information will be easily accessible and retrievable so as to inform prospective applicants. A road show will be hosted in August to create more buzz about the organization so that potential grantees can get a greater scope of how the system works.

The SLNCA is also actively involved in mobilizing other resources to fund its grants programme and has held discussions with the local private sector. It is also developing a resource mobilization plan that looks at different means of obtaining financing.

“It is wrong to assume that once you have a grant that people will be able to apply for it and implement it. There has to be quite a bit of hand-holding to explain how to apply for and actually implement it,” Dr. Chase said.

“Since we’re just starting off, the grants can range between US$2,000 and US$50,000. We have a technical advisory committee which goes through each proposal sent in and decides which projects are funded,” Dr. Chase said.

SLNCF Communications Consultant, Carleen Jules, said that from a developmental, communications and knowledge management perspective, the new entity gives breadth and scope to truly come up with very unique and creative ways of understanding people and drawing inferences from that and applying it to the field.

The SLNCA has also been speaking with GEF Small Grants Programme (UNDP) and is in the process of developing a project with the Department of Forestry, Saint Lucia National Trust (SLNT) and Caribbean Youth Environment Network (CYEN). In this case, it will be a co-financed project, so funds will be put in by GEF and SLNCF.

“It’s a matter of how do we truly take this broad-based environmental agenda and push it forward in a very common way where the most basic of people can identify, understand and participate. I think that will be the challenge of the fund,” Jules said. ¤

As a founding member of the SLNCF, the SLNT can also apply for grants. Dr. Chase said such collaborations have already sparked BusinessFocus

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BUSINESS FOCUS

Lionfish - Turning A Threart Into A Threat

Lionfish

Turning A Threat Into A Treat

By Stan Bishop

Over the past decade, the Caribbean has increasingly come under siege from the proliferation of lionfish in its waters, which puts in jeopardy the region’s ecology of tropical and sub-tropical marine areas. A native of the Indo-Pacific region, lionfish have now taken up residence in the west Atlantic, Caribbean Sea and Mediterranean Sea. However, their presence poses both a hazard and an opportunity. Listed among the most destructive invasive fish species ever to reach the region, lionfish are causing irreparable damage to coral reefs. Since the species are voracious predators, they eat practically everything they encounter and their stomachs can expand up to 30 times their normal size. In October 2011, the Department of Fisheries in Saint Lucia revealed that based on a sighting and photographic record provided by a Sandals dive centre, lionfish had invaded Saint Lucian waters. That sighting reportedly took place on a reef off the Ciceron coast. After the fish’s presence was confirmed off the coast of Martinique in early 2011, a Lionfish Task Force was established in Saint Lucia in preparation for the likely invasion of the species here. Turns out that it paid off. Lionfish are found in mostly warm marine waters of the tropics and have been found in water depths from 1 to 300 feet on hard bottom, mangrove, seagrass, coral, and artificial reefs. The Department of Fisheries requested BusinessFocus

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that all licensed dive operators and fishers heighten their level of surveillance in monitoring coastal waters for the lionfish. The Department also urged that any lionfish found should be carefully captured and frozen and brought to the Department of Fisheries to be examined and used in demonstrating and promoting its use as a valuable food source.

Also known as zebrafish, firefish, turkeyfish, tastyfish or butterfly-cod, the lionfish are characterized by conspicuous warning colouration with red, white, creamy, or black bands, showy pectoral fins, and venomous spiky fin rays. They have venomous spines and must be handled very carefully using protective barrier such as PVC gloves.

Today, lionfish is showing up on the menu even at some of the finest restaurants! That’s right. In many Caribbean countries and elsewhere in the world, lionfish have rapidly become a tasty and nutritious food fish and developing a viable lionfish fishery is now viewed a key component of an effective response.

The venom is a combination of protein, a neuro-muscular toxin and a neurotransmitter called acetylcholine. After the spine punctures the skin, the venom enters the wound when exposed to the venom glands within the grooves of the spine. If stung by a lionfish, seek medical attention immediately!

Although lionfish have been used as a food source in their native range, they are far more important in the aquarium trade as popular and common aquarium fish, especially in the U.S.

Considered one of the top predators in many coral reef environments of the Atlantic, lionfish consume over 50 species of fish, including some economically and ecologically important species. They are active hunters and ambush their prey using their outstretched, fan-like pectoral fins to slowly pursue and "corner" them.

But environmentalists are concerned that lionfish, which have no natural predators in the Caribbean, continue to grow at an alarming rate and scientists fear the invasive species may never be entirely eradicated from the region. Scientists fear that lionfish will kill off helpful species such as algae-eating parrotfish, allowing seaweed to overtake the reefs. In the U.S., the lionfish population is continuing to grow and increase its range, mainly because lionfish reproduce all year long. In fact, a mature female releases roughly two million eggs a year!

While lionfish are not currently listed as threatened or endangered in their native range, increased pollution in coral reefs may negatively affect the fish's primary food sources, namely crustaceans and fish. Should they become unable to adapt to declines in their prey species, lionfish numbers may eventually decrease. Whether or not the lionfish continue to be a menace ecologically, one fact remains: that what was originally viewed as a formidable threat has now become a delicious treat. ¤

Caribbean Experts Discuss Energy Efficiency Meeting at ECLAC Meeting Caribbean Experts Discuss Energyat ECLAC Efficiency focused on the Development of a Database of Energy Efficiency Indicators (BIEE), which was hosted by the Economic Commission for Latin America (ECLAC) sub-regional headquarters for the Caribbean. The training, which was the last in a series of workshops held at intervals over the last 12 months, facilitated a review of the first set of country reports from the four countries. During the series of workshops, participants have been exposed to the BIEE methodology.

On 21 June 2018, energy experts came together to discuss their experiences in gathering and analysing energy efficiency (EE) indicators, as well as the challenges and lessons learnt in gathering EE data. Energy experts from Barbados, Guyana, Saint Lucia and Trinidad and Tobago discussed their experiences in gathering and analysing EE, as well as the challenges and lessons learnt in gathering EE data, in the context of the final training workshop of a project

The BIEE programme seeks to strengthen the capacity of energy authorities in Latin America and the Caribbean to monitor their energy efficiency, improve data reliability and in turn enhance evidence-based decision-making on energy efficiency. The BIEE tool provides a template to gather national data for assessing and analysing policies and programmes on EE. It also facilitates the regional comparability of the energy sector, and promotes the implementation, monitoring and standardization of EE policies and programmes. The series of workshops are a joint initiative under the project, which was managed by ECLAC Caribbean, with support from the German Agency for International Cooperation (GIZ) and the French Environment and Energy Management Agency (ADEME). ¤ [Source: ECLAC]

Public Encouraged to Minimize Use of Plastics

Public Encouraged to Minimize Use of Plastics of Sustainable Development By Department

polluting our natural environment. Every year up to 13 million tons of plastic leak into our oceans where it smothers coral reefs and threatens vulnerable marine wildlife. The plastic that ends up in the oceans can circle the Earth four times in a single year, and it can persist for up to 1,000 years before it fully disintegrates. Plastic also makes its way into our water supply – and thus into our bodies. What harm does that cause? Scientists still aren’t sure, but plastics contain a number of chemicals, many of which are toxic or disrupt hormones. Plastics can also serve as a magnet for other pollutants, including dioxins, metals and pesticides. “Beat Plastic Pollution”, the theme for World Environment Day 2018 held on June 5, was a call to action for all to come together to combat one of the great environmental challenges of our time. The theme invites us all to consider how we can make changes in our everyday lives to reduce the heavy burden of plastic pollution on our natural resources, wildlife, and our own health. While plastic has many valuable uses, we have become over-reliant on single-use or disposable plastic – with severe environmental consequences. Around the world, 1 million plastic drinking bottles are purchased every minute. Every year we use up to 5 trillion disposable plastic bags. In total, 50% of the plastic we use is single-use. Nearly one third of the plastic packaging we use escapes collection systems, which means that it ends up clogging our city streets and

Minister for Sustainable Development Gale Rigobert states, “We have seen the damage that plastics cause especially in times of disaster when it clogs drains and waterways which in turn causes flooding in certain areas. We must all do our part to combat this problem.” If you can’t reuse it, refuse it. This year’s World Environment Day provides an opportunity for each of us to embrace the many ways that we can help to combat plastic pollution around the world. There are so many things that we can do: Ask the restaurants you frequent to stop using plastic straws, bring your own coffee mug to work, carry a reusable water bottle and fill up at a water cooler, bring your own shopping bags to the supermarket, pressure food suppliers to use non-plastic packaging, refuse plastic cutlery, and pick up any plastic you see the next time you go for a walk on the beach. ¤ BusinessFocus

Jul/Aug

53 Farmers Complete Farmer Field School Programme

53 Farmers Complete Farmer Field School Programme The Farmer Field School Programme 2018, a joint-initiative between Saint Lucia and Taiwan, held a graduation ceremony at the Jon Odlum Secondary School on June 20. Fifty-three local farmers who completed the three-month training course were given certificates of recognition. Ambassador of the Republic of China (Taiwan) to Saint Lucia, Douglas Shen; Minister for Agriculture, Ezechiel Joseph; Minister for External Affairs, Sarah Flood-Beaubrun; and Minister for Tourism, Dominic Fedee, were also present at the ceremony. In his remarks, Ambassador Shen emphasized the importance of enhancing professional capacity of local farmers through practical field training. He noted that the two governments worked together to initial the Farmer Field School Programme since 2010 under the Vegetable and Fruit Demonstration and Extension Project between Taiwan and Saint Lucia. To date, more than 2,000 local farmers have participated in this programme, with most of them using the knowledge at their farm. Ambassador Shen encouraged farmers to keep learning new agriculture techniques and that Taiwan will continue to provide the necessary assistance. Minister Joseph thanked Taiwan for its contributions to Saint Lucia in agricultural development over the years. He vowed that his government will continue to cooperate with Taiwan to increase island’s self-sufficiency rate in fruits and vegetables. Minister Flood-Beaubrun and Minister Fedee both extended their gratitude to Taiwan for its long- term friendship, emphasizing that all the bilateral cooperation projects benefit the people of Saint Lucia. Farmer Field School Programme allows the participants to engage in hands-on learning experience. Farmers are taught the latest agricultural know-how, including crops cultivation, production BusinessFocus

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management, and marketing, which are essential for increasing productivity and profit. Meanwhile, farmers of Region Seven currently enrolled in the Farmer Field School Programme were instructed on the various techniques being used in the production of cherry tomatoes. The farmers visited the Union Agricultural Station where four different varieties of the cherry tomatoes are currently being grown using greenhouse technology. The plot was used to demonstrate to farmers the best husbandry practices that could be used to obtain a successful crop. “We have four different varieties but we know that with greenhouses, farmers cannot always plant the same things,” said Mario Shen, Head of the Taiwan Technical Mission in Saint Lucia. “There needs to be rotation. This time we used isolated systems to plant the cherry tomatoes. They were not planted in the soil but in compost, so each time farmers are finished with one live crop, they can continue to produce tomatoes in the greenhouse . The Taiwan Technical Mission, along with the Extension and Advisory Services Division in the Department of Agriculture, collaborated on the initiative. Aaron Donovan, Agriculture Extension Officer for Region 7, said the field trip in cherry tomato production is part of a 16-week Farmer Field School Programme. “Farmers were able to observe the agronomic practices for cherry tomato production, the best way to produce cherry tomatoes, the market conditions, and pest and disease issues,” he said. The latest Region 7 farmer field school began in March, and will run for a 16-week period during which the farmers will improve on their expertise in the field of agriculture, as well as agri-business development. ¤

Are You Prepared For The Hurricane Season?

Are You Prepared For The Hurricane Season? By Stan Bishop

Around this time of year, the Caribbean heightens its awareness and preparedness for the brunt of the Atlantic Hurricane Season. Given the devastating consequences of last year’s season, the region would breathe a collective sigh of relief as long as less damage than last year occurs this year.

The Atlantic Hurricane Season, which runs from June 1 to November 30, does not discriminate -- any country is within striking distance and can be rendered helpless in a matter of hours. Progress that took years to achieve can be reduced to naught within hours of high speed winds and torrential rains.

On May 28, the U.S. National Oceanic and Atmospheric Association (NOAA) forecasted between 10 and 16 named storms this season, including five to nine hurricanes and one to four major hurricanes of Category 3 or higher intensity.

Notwithstanding the fact that anything within a ferocious storm’s path is a prime target, there are some simple things one can do in anticipation of the season, thereby lessening the propensity for loss of property and life. These include:

The Weather Company, a weather forecasting and information technology company, predicted 11 named storms, four hurricanes and two major hurricanes this season, noting that cooler water temperatures in the Atlantic and warmer temperatures in the Pacific could hamper activity. However, on June 21, it reported that near or slightly below average number of hurricanes and tropical storms are expected. Regardless of this forecast, it only takes one storm to claim lives and property. Here are some frightening numbers from last year’s Atlantic Hurricane Season: • The season was hyperactive and catastrophic, resulting in nearly US$316 billion in damages, the costliest on record, surpassing the previous record-holder – the 2005 season. • Hundreds of lives were lost in territories -- including Barbuda, Dominica, Puerto Rico, Turks and Caicos Islands, The Bahamas, Saint Martin, Cuba and British Virgin Islands -- which suffered significant damages to infrastructure. • More than 99.7% of the damage was due to three major hurricanes – Harvey, Maria, and Irma. • The season ranks alongside 1936 as the fifth-most active season since records began in 1851. • The season was one of only six years on record to feature multiple Category 5 hurricanes, and only the second after 2007 to feature two hurricanes making landfall at that intensity.

• Determine Your Risk: Know if the area you live and work in is more prone or vulnerable to a particular threat and begin prepping. • Practice an Evacuation Plan: After assessing the hazards of a hurricane, it is important to plan your evacuation and transportation plans. You’ll need to act quickly in an emergency so knowing possible routes and practicing ahead of time will help save you in case of a disaster. • Gather Disaster Supplies: Prepare a “Go Bag” to focus on Five P's of Evacuation: People, Prescriptions, Papers, Personal Needs and Priceless items. • Schedule an Insurance Check-Up: If you live in a coastal area, having insurance that protects you from specific hurricane emergencies is important. Call your agent to review your policies and check your home for any vulnerabilities. • Fortify Your Home: Aside from permanent storm shutters and trimming limbs of surrounding trees, there are many mitigation ideas for reducing your home’s risk during extreme weather. For example, forming a citizen plan committee could help fortify more than just one home, but whole neighbourhoods if they are susceptible to flooding. • Check With Your Neighbour: Begin a conversation with your neighbours about ways you could help each other in case of severe weather, including scheduling a time to gather and prepare your supply kits together, discuss potential evacuation routes and ways to stay connected. • Write Down Your Hurricane Plan: Write down your plan, where you might evacuate to, emergency contact numbers, etc. This will help alleviate stress if disaster does strike as well as make it easier for your whole family to know and practice your plan. ¤ BusinessFocus

Jul/Aug

ECONOMY & TRADE

Caribbean Businesses Invited to Explore Opportunities in Cuba Caribbean Businesses Invited to Explore Opportunities in Cuba

Businesses in Jamaica and the wider Caribbean are being encouraged to explore opportunities for trade and investment with Cuba. Deputy Minister of Foreign Affairs for Cuba, Rogelio Sierra Diaz, said his Government is seeking to widen cooperation with countries in the region under its foreign investment law. “We are now promoting trade cooperation between the Caribbean Community and Cuba. This is strengthened by the approval of a new foreign investment law in Cuba that was approved a few years ago,” he said at a press briefing in June at the Embassy of Cuba in Jamaica. The Deputy Minister was on a three-day visit to Jamaica as part of a tour of several Caribbean nations, including Guyana, Suriname, Trinidad and Tobago and Barbados, aimed at strengthening the bonds of friendship and cooperation within the region. Diaz met with senior Government officials to discuss and identify areas to increase relations between the countries. He said the trade and foreign investment promotion policies in Cuba will encourage the participation of Caribbean nations. “The Cuban authorities are highly interested in receiving investments from the Caribbean companies. The Caribbean business persons will have the same facilities that any other business person may receive and will be warmly welcomed,” he pointed out. Diaz pointed specifically to Jamaica, saying that it has a lot to offer Cuba. BusinessFocus

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“Jamaica has significantly large businesses, which can become investors at some point in Cuba and from that could derive business benefits but could also provide services and products for the Cuban market,” he said. Meanwhile, the Cuban minister said his country values its longstanding ties within the region and is committed to strengthening the bonds of friendship and understanding. “We (want) to express to our brothers and sisters in the Caribbean that the Cuban foreign policy will remain the same and that within this policy the relationship between Cuba and the Caribbean hold for us a priority,” he said. The Deputy Minister added that the existing bilateral relationship between Jamaica and Cuba “provides the appropriate framework” to further develop the bond between the two countries. “We believe that it is not necessary to establish new agreements but to strengthen and update the ones we already have,” he noted. He indicated that priority will be given to cooperation in the areas of disaster management and climate change and teaching of the Spanish language. ¤ Photo: Cuba’s Deputy Minister Of Foreign Affairs, Rogelio Sierra Diaz (Left), With Cuba’s Ambassador To Jamaica, Ines Fors Fernandez. (Photo Credit: Jis)

CDB Study Explores the Blue Economy as a Regional Economic Driver CDB Study Explores the Blue Economy as a Regional Economic Driver

The ocean plays a role in the livelihood of approximately 40 percent of the world’s population that lives in coastal areas and makes a significant contribution to economic growth. However, most countries in the Caribbean Region are yet to fully leverage the blue economy as a driver or growth, shows a new study released yesterday by the Caribbean Development Bank (CDB). The blue economy is made of up of economic activities that either take place directly in the ocean or use outputs from the sea for consumption or as a source of income. The CDB-study, entitled “The Blue Economy: A Caribbean Development Opportunity”, explores the potential of the oceanbased economy for the Caribbean, and also presents financing options that can allow policymakers to explore blue economy strategies at a national and regional level. Dr. Wm. Warren Smith, President, CDB noted that “New and high-value blue economy growth industries such as aquaculture, marine biotechnology, deep seabed mining, and ocean renewable energy remain under-developed in our Region.” “Development of the blue economy should be accompanied by intelligent management and protection of coastal and marine resources,” he added. Dr. Justin Ram, Director of Economics at CDB said, “While a number of blue economy initiatives can be highlighted within the Caribbean, the scope and scale remain below the potential, mainly because the blue economy has not been formally recognised as an

important economic driver. Leveraging a blue economy strategy will allow Caribbean countries to more effectively drive the triple bottom line of sustainable development: Growing the economy, protecting the environment, and advancing social well-being.” The paper, produced in collaboration with the United Nations Development Programme (UNDP), identifies four key industries which could be targeted for further growth under a blue economy strategy, namely, fisheries and aquaculture; coastal and marine tourism; marine renewable energy; and marine transport. It also suggests that a blue economy strategy cannot be applied uniformly across all countries in the Region, but can provide an opportunity to collaborate with regional peers to achieve greater efficiency and output. The study explores the enablers required for an effective blue economy growth strategy: • regional policy for economic sharing; • regional agency for ocean governance and management; • efficient regulatory framework for doing business and supportive infrastructure; • advocacy and participatory development; • a regional knowledge hub for efficient information sharing; and • potential innovative financing mechanisms for the development of the blue economy. The study was presented during a seminar at CDB’s 48th Annual Meeting of the Board of Governors in Grenada. ¤

Castries Market Redevelopment Design Revealed! Castries Market Redevelopment Design Revealed!

The redevelopment of the Castries Market will create a nexus between Saint Lucia’s goods and services exports and the vending opportunities available which will promote excellence and authenticity and provide an upgrade for product display and quality. The project will assist in ensuring that products sold are authentically Saint Lucian, increase the diversity and creativity of the vending activities for a more attractive and aestheticallypleasing display. It will also create a unique experience for visitors by distinguishing it from other Caribbean markets and generally elevate the standard of vending and customer service to international standards. Speaking to the new design, Castries Mayor, Peterson Francis, said the intention is to achieve a public space which appeals to visitors, citizens and vendors. The new design for the Castries Market Project, which is now at an advanced stage, was revealed in mid-June. The redesign, which was done by the architectural section in the Department of Physical Planning, comprises several components, including a food court, high-end air-conditioned restaurants, craft market, box park, viewing tower, entertainment area, meat and fish depots, and duty-free shopping boutiques.

“It will do so by integrating the history, culture and architecture,” Francis said. “The redesign of the Castries Market forms part of the wider revitalization and redevelopment of the City of Castries, with the Market being one of the main features within this extensive redevelopment.” Construction work is expected to begin this summer and all stakeholders will be engaged and can expect the designs to be made public along with an active consultative and awareness campaign. ¤ BusinessFocus

Jul/Aug

YOUTH IN FOCUS

Results of the 2018 National Tourism Public Speaking Competition Results of the 2018 National Tourism Public Speaking Competition

Results of the 2018 National Tourism Public Speaking Competition The Saint Lucia Hotel & Tourism Association (SLHTA), sponsor of the National Tourism Public Speaking Competition, says it was impressed with the performance of the students who took part in this year’s competition. Ten students competed in the event, which was organised by the Ministry of Tourism, Heritage and Creative Industries, and held on May 16 at Sandals Halcyon Beach Resort. SLHTA CEO, Roderick Cherry, commended the students for their impressive display of oratorical skill, and also lauded the Ministry of Tourism for the high level of the competition. The aim of the competition is to provide students aged 14 – 17 years with an opportunity to air their views and offer practical suggestions regarding the development of St. Lucia’s vital tourism sector.

Shyne Savory with Deputy Permanent Secretary

The theme of this year’s competition was ‘Year of Wellness and Rejuvenation – Enhancing St. Lucia’s Tourism Offering.’ Inspired by the Caribbean Tourism Organisation’s decision to declare 2018 ‘The Year of Wellness and Rejuvenation in the Caribbean,’ the students were asked to envisage themselves as a future Tourism Minister and articulate how the Department of Tourism and other industry stakeholders could use St. Lucia’s unique natural and restorative attributes to promote wellness and rejuvenation and use this as a tool to market the island. They were then given the option of speaking on one of four topics: social media, tourism awareness, climate change and building a more resilient Saint Lucia. Following a keenly-contested event, Shine Savory of St. Joseph’s Convent emerged the victor. She was rewarded with a trophy, courtesy of the SLHTA. She will serve in the capacity of ‘Junior Minister for Tourism 2018-2019’ and will be eligible to participate in the Caribbean Tourism Organisation 2018 Tourism Youth Congress scheduled for October 2018 in the Bahamas.

1st Place (M) Shyne Savory, 2nd Place (L) Ulyssia lewis, 3rd Place ( R) Chloé Donacien

Ulyssia Lewis of Choiseul Secondary School placed second and was gifted with a a tablet. Chloe Doncien of Choiseul Secondary School placed third. SLHTA’s Finance and Administration Officer, Yola St. Jour, was a member of the judging panel. She said the students gave their best and are all worthy of praise. BusinessFocus

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“They spoke eloquently and some certainly have the potential to become excellent orators. The competition showed that our youth have great potential that needs to be developed and nurtured, which is precisely what the SLHTA and the Tourism Enhancement Fund are committed to doing,” said St. Jour. ¤

The Growing Business of Film-Making

The Growing Business of Film-making 20-year-old Aims to Capture the Global Market

By Stan Bishop

Twenty-year-old writer/director/producer, Imran St. Brice, has always had a knack for drawing pictures growing up. But in February last year, he took up film-making.

we’ve been doing a great deal of lobbying with the Ministry of Culture, trying to get things like a Film Commission on-stream,” John said.

He has since made two short films: “Secure” (2017) and “Shattered” (2018), the latter of which was screened recently at the Cultural Development Foundation.

The Association coordinates various activities, including facilitating international film-makers who visit the island and creating opportunities for local players in the industry.

“Both of them are very psychological films and my next film will probably be along those lines,” he tells me.

Globally, the film industry rakes in hundreds of billions of dollars each year. John said there is great potential for Saint Lucia to tap into that market. He said Saint Lucia is the perfect environment the film industry needs. However, he admitted that the local skills set and equipment need to be brought up to par.

The film’s screening got critical feedback ahead of the Caribbean Youth Film Festival (CYFF) held annually in Saint Lucia in August. Through regular workshops, CYFF has been instrumental in the youngster honing his craft. “They’ve brought in producers from overseas to teach us how the art form works,” he said. “So I was able to apply whatever skills I learned from them to my work.” His top three movie directors are Christopher Nolan, Quentin Tarantino and Steven Spielberg and actors he would love to work with include Daniel Day-Lewis and Sir Anthony Hopkins. St. Brice got support from his mother (who helped him with the script), and other family members and friends on his latest project and says film-making is his long-term plan. “I may move on to another art form. But I feel that film-making is where I’m most comfortable in expressing myself,” he said. President of the Audio-Visual and Film Association in Saint Lucia, Kendal John, said the association was formed five years ago to promote film-making on the island. “We saw the immense potential for the industry and realized that not much was being done. So we needed to create a structure for the industry. It’s been growing from strength to strength and

“A British producer, during his visit here, once told me that you can take a camera, fall down anywhere on the island and you’d have a great scene. It’s such a beautiful place for great cinematography,” John said. CYFF Director, Colin Weekes, said the festival affords young people a platform to showcase their work and expose them to workshops to improve their talent. While the film industry has been a tough sector to enter in the past, Weekes believes the genre has been helped by increasing technology. “There are a lot more platforms that you can get onto,” Weekes said. “Before, we had either television or the big screen. Today, there’s the Internet where so many platforms exist, such as YouTube.” St. Brice’s advice to anyone wanting to get into film-making: “It’s just a matter of getting your film done and studying your craft. Watch as many movies as you can and read as many scripts as you can.” His response to the possibility of having a film of his featured at the Cannes Film Festival: “No, doubt. The sky’s the limit.” ¤ BusinessFocus

Jul/Aug

BUSINESS FOCUS

Revamping the Image of Castries

Revamping the Image of Castries Mayor Peterson Francis Reveals Plans for The City

By Stan Bishop Since becoming Mayor of Castries nearly two years ago, Peterson The CCC’s plans for Castries fall under the following broad areas: Francis has embarked on an aggressive rehabilitation of the city’s Strengthening the City, Shaping a Sustainable and Clean City, image. Once deemed a rare Caribbean gem, Castries has slowly Growing the Economy of Castries, Reviving Nightlife in the City, fallen from grace and Francis believes it’s time it regains its once and Taking the Lead in Safety and Security. enviable status. Despite these ambitious plans, Francis admitted that achieving them rests squarely on the necessary support structures, including Francis was the feature speaker at the Chamber of Commerce’s at the governmental level. luncheon held on June 7 at Bay Gardens Hotel. “We have determined the direction we want to take and the During his presentation, he itemized the achievements of the goals we want to accomplish. In truth, we can make all the Castries Constituency Council (CCC) under his charge and outlined plans we want but we must never forget that one of our most future plans for the city, including a comprehensive overhauling important responsibilities is to ensure that your elected leaders of its landscape to create a safe and clean space for business and do everything they can in order to foster the environment under recreation. which business and our city can thrive,” he explained. To strengthen Castries, Francis said improving the lives of residents After embarking on policies and programmes his predecessors and visitors must be paramount and is possible by tapping into failed to undertake, Francis has undoubtedly drawn the ire of opportunities presented by a sharing economy and a circular many -- street vendors especially -- who believe his measures economy through the following: hurt their livelihoods. He acknowledged such criticisms, but firmly believes the CCC’s efforts at restoring pride in the city is in good • Making people understand the depth of what is going on by faith. investing in education and awareness-building of the city. BusinessFocus

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• Getting the private sector to harness the sharing economy and take risks and opportunities to create social values and potential game-changing innovations. • Maximizing on the wide variety of partnership opportunities available, recognizing that partnerships are most successful when linked to specific government goals. • Finding the political will to undertake ambitious policy reforms for new platforms to thrive. Shaping a Sustainable and Clean City • Recognizing that a sustainable future is key in creating greater economies. • Beautifying natural areas to create a greener environment and also protect against floods. • Investing in landmarks and parks to increase pride, unity and a strong sense of community. • Ensuring clean air and surroundings by reducing pollution. • Keeping people more inclusive and weaving their interests into the fibre of the initiatives. Growing the Economy of Castries Francis said getting the right infrastructure is critical in setting the growth framework. He added that it was essential to increase business prospects in the city, noting that it was important for businesses in delivering a more positive customer experience and reducing bureaucracy. “You have helped us shape the way forward in the business sector and there is need to align our priorities and expectations of business, government, and community stakeholders for a city for entrepreneurs, a supportive business environment, a unique Castries and a vibrant urban environment, and a maximum quality labour force,” he said. Reviving the Nightlife Francis said focus on entertainment is a priority since nightlife is not simply a cultural benefit for Castries but also a major economic driver. Smart investments will be aimed at creating a domino effect in many areas, including a positive, lasting impact on culture and tourism. The aim is to use markets, squares and parks more often with live entertainment and develop a culture path in collaboration with business-houses, as well as transforming street corners to make them vibrant depictions featuring the diverse cultures of Castries. Taking the Lead in Safety and Security While the city generates economic activity, Francis said the security challenges expand and intensify as its population increases. He believes there is need to address the different challenges of safety and security through:

• A competent and reliable video surveillance network • Relevant intervention and quick decisions • Real-time information and sharing with citizens • Synchronization among existing systems and different agencies and services • Increasing beat and patrol officers to deter criminal activities Safety and Security Fourteen new city police officers were sworn in last December -- the second batch -- bringing the total to 39 officers. Another group of recruits will be appointed soon to bring the total to 50. Public Health and Beautification Francis said indiscriminate disposal of garbage in Castries needs to end, adding that the CCC is working on a structured plan for proper waste disposal with the St. Lucia Solid Waste Management Authority. Dialogue with business-houses for a comprehensive plan to haul commercial waste will be held shortly. He noted that a green space and beautification programme for Castries will be launched soon while the transformation of Banannes Bay in partnership with other stakeholders continues. Development and New Possibilities Projects, including a hotel at Pointe Seraphine, and improved facilities and duty-free shopping, extension of the seaports to accommodate more cargo, relocation of the Marine Police Unit to Tapion, and the pedestrianization of William Peter Boulevard, are among these new development plans. Francis spoke about a Vendors Registration Programme for a more structured and uniform approach to vending in the city, including uniformed tents for all vendors and mapping-out of vending and no vending zones. A City Tours Programme is also slated to be launched this year. Francis said the design for the soon-to-be remodeled Castries Market was recently completed by the Department of Physical Planning’s architectural section. The project comprises several components, including a food court, high-end air-conditioned restaurants, craft market, box park, viewing tower, entertainment area, meat and fish depots and duty-free shopping boutiques. He said the Sidewalk Rehabilitation Programme continues in earnest and construction works will begin soon to upgrade existing infrastructure. Parking terminals and vehicle clamping will also be introduced, he said, adding that the parking terminals are already on island. However, legislation will be passed soon so that the project can become operational. Francis called on the private sector to do their part in realizing these goals by partnering with the CCC by offering critical feedback and assisting the CCC which is currently sourcing funding to initiate the following projects: Upgrading of the Castries City Hall facility, Castries Health Centre and cemetery improvement, Security and stability improvement, Castries Youth Employment, and Marchand Market upgrade. ¤

BusinessFocus

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BUSINESS FOCUS

Chamber Remains Committed To Serve

CHAMBER REMAINS COMMITTED TO SERVE President Martin Dorville Tells Members At Quarterly Meeting By Stan Bishop

point-of-sale without passports and the relevant information as it relates to travel,” Dorville explained. “That is absolutely wrong, not just for the persons who are currently trading and running legitimate businesses but also for our country because we deprive our country of much-needed revenue.” Dorville cited increasing crimes against the commercial sector as a serious concern, adding that a spate of robberies targeting distribution goods vehicles have resulted in the loss of hundreds of thousands of dollars. “It can be very dangerous: it’s not a matter of if, but if it happens often enough, it’s when we may lose a life,” Dorville warned. “The relevant members have held meetings to seek ways of ameliorating the problem and, under the auspices of the Chamber, we have also had one of our meetings attended by Assistant Commissioner of Police, Milton Desir.”

Given the changing paradigms in the business landscape globally, the Saint Lucia Chamber of Commerce, Industry & Agriculture recently reaffirmed its commitment to be more vibrant and proactive. That commitment came from Chamber President, Martin Dorville, as he addressed the Chamber’s Quarterly Meeting held at Bay Gardens Hotel on May 24. Dorville said the Chamber is mindful about managing its operation costs, noting that financial reporting has improved and performance is reviewed monthly. He said a strong system of engagement is fully operational as the Chamber tackles the issues impacting members. “As it relates to the advocacy issues, our broad economic growth and development issues are housed in what we call our budget monitoring model. Issues of law and order, for example, have seen us recently create what we call a law and order committee. We expect this to evolve,” he explained. Dorville cited a recent luncheon with the Ministry of Education to discuss the nexus between crime and education, as well as an Open Forum with the Ministers for Commerce and Tourism and Prime Minister Allen Chastanet. The Chamber, he said, believes that investment needs to be more broad-based and not simply about foreign direct investment and should incorporate more than just tourism. He also credited the Chamber’s ‘Getting Down To Business’ initiative which enables an intimate working relationship between the Chamber and key government agencies on specific concerns. “Some of these (concerns) include duty-free liquor because we have a problem in Saint Lucia where the government is losing a lot of income because liquor is being traded duty-free at the BusinessFocus

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Keeping a keen eye on national and international trends which can affect the local economy remains a Chamber priority. So, too, is training; in fact, the Chamber hosted various training programmes this financial year -- in inventory management, sales champion, the Dale Carnegie course, and the reintroduction of an entry-level skills programme. Business continuity and disaster preparedness was another priority Dorville said members need to take seriously. In light of last year’s catastrophic Atlantic Hurricane Season that decimated Dominica and other regional territories, he implored members to think about the subject differently. But, any vibrant organization needs the collective contribution of its members. As such, Dorville implored members to become more participatory in discussions and processes that redound to a better Chamber and more vibrant economic climate. “We need you to take part (in Chamber activities). We have those luncheons and we remain concerned that we don’t have a great uptake in those sessions. The Chamber is only as powerful as its members. So when these opportunities present themselves, let’s take advantage of them,” Dorville said. ¤

Meet NRDF Team Member, Mr. Felix Francois

Meet NRDF team member, Mr. Felix Francois Meet NRDF team member, Mr. Felix Francois Mr. Felix Francois has been with National Research Development Foundation (NRDF) for over twenty four (24) years. He is one of the longest serving and dedicated members of the team at NRDF. A religious family man, he attends church regularly, and is a devoted father and husband to his three children: Gershel, Shemiyah and Yahseth and his lovely wife, Dianne. The National Research and Development Foundation (NRDF) is a private, Non-Governmental Organization established in 1983 under the laws of Saint Lucia, to promote research and the expansion of economic development in Saint Lucia. Mr. Felix Francois was invited to join the team by the former Executive Director, Mr. Melvin Edwards. He was inspired to stay with the organisation because he felt it provided an avenue for the youth and marginalised people to blossom, flourish and grow through various professional, educational and entreprenerial programmes being offered at NRDF. As the Senior Training Officer, he performs duties as a student counsellor and information officer; sales and student recruitment officer, and training department administrator. He is responsible for preparing the tutors' contracts; processing tutors' payment requests; as well as responding to local, regional and international correspondence from educational institutions throughout the world. Twenty four years later, his family and friends still tease him about his long service to the organisation. They call him Mr. NRDF, because of his loyalty and passion for assisting students, tutors and anyone who comes through the door at NRDF. He explained that his role was to provide excellent customer service to all and sundry, so they felt welcomed like friends of NRDF. Mr. Francois has been serving on the Training and Marketing Committee for the past twelve years. He says that he works with

a cadre of highly qualified professionals from whom he is always learning new strategies, problem solving and innovative ways of doing business. Collectively, the committee possesses a wealth of knowledge, skills and experience as he is in the company of an attorney; a retiree who worked extensively within the region; two academics and the General Manager of NRDF - who he credits for assisting him with many valuable financial and business advice to better serve the clients of the organisation. For Mr. Francois, he feels that the most challenging part of his role at NRDF is to get the public and private sector to recognise and accept the certificate programmes being offered at NRDF. Further, to provide the students with job opportunities; and finally, ensuring that all students pay their tuition fees in a timely manner. He recognises the need to continually focus on improving himself both professionally and personally. It is a matter of making sacrifices to achieve one's goals, which would in turn improve one's quality of life. Mr. Francois thinks that NRDF can improve its public image by: â&#x20AC;&#x153;...being more community oriented in terms of providing at least a few free courses to financially deprived youths, being more of a corporate and socially responsible entity ( as its core value) so as to improve its visibility and playing its role to improving the quality of life of the vulnerable and marginalised people. NRDF could partner with schools and other agencies to promote its services and also hosting a yearly graduation exercise to motivate and encourage students to pursue higher levels of qualification.â&#x20AC;? His vision of NRDF in the next ten years, is to be a hub and premiere institute offering professional certification in Business and Entrepreneurship. Â¤ BusinessFocus

Jul/Aug

Five Considerations Before Dismissing An Employee

Five considerations before dismissing an employee

By: Trudy Glasgow B.A (History), LL.B (Hons.), B.V.C, LL.M, P.C.H.E

Employers face the prospect of dismissing employees from time to time and, given the legal, social and business impact, the task must be executed with careful thought and consideration. The following are five areas to be contemplated. 1. Dismiss the employee immediately: When it is time to dismiss an employee, don't linger. The longer you put it off, the more difficult it will be. The decision is final. The employee must understand that you gave the matter careful thought and this is your final answer. There is no room to negotiate returning to the office at all. For example, for summary dismissal, when an employee has stolen from the business, in accordance with section 133 of the Labour Code, the employee's termination should be immediate. 2. Make sure you have warned the employee before you dismiss him or her: According to the Labour Code, as the employer, you are required to issue at least one verbal warning indicating your dissatisfaction with the employee's job performance before you give him or her a written warning. Give the employee the opportunity to improve whatever concerns you outlined in your letter. If some time has passed and the employee's performance does not improve, you need to write a second warning letter. This letter will be firmer than the first, and indicate with clear deadlines that if his or her performance does not improve within a given period, that you will have no choice but to fire him or her. The exception to this is summary dismissal as outlined in point one above. 3. Always have a witness: In the event that the employee becomes hostile or confrontal, it is useful to have someone else in the room when you are dispatching the employee. This individual can be a co-worker, rather than someone in management or in a supervisory position. He or she should not be too closely connected to the employee being discharged of his or her duties, but an acquaintance at best. The witness is not required to do anything except be present in the room for the duration of the termination meeting. 4. Explanations are not necessary at this stage: Do not try explaining why you are dismissing the employee at this stage beyond a simple statement like, “ X, it isn't working out. We have to let you go. You knew this was coming, right? We have BusinessFocus

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written you about your job performance before, and it hasn't improved.” 5. End the meeting on a high note: Try not to create a more unpleasant environment. Wish the employee well, and allow him or her to leave with some dignity. Choose the time and day for dismissal well. It would be better to leave it to lunchtime or the end of the day so the employee can collect his or her things and leave immediately without much disruption to the work day. Getting dismissed is not a happy occurrence for either party, the employer or the employee. It usually comes after careful consideration, many written and verbal warnings and consulting the union and legal team. Both parties should see it as an opportunity for growth; perhaps the employee will move onto something more suited to his or her skill set and the employer can find someone more compatible with the company's vision. ¤ Ms. Trudy O. Glasgow, B.A (History), LL.B (Hons.), B.V.C, LL.M, P.C.H.E, 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, Editor of THE BRIEF, CoChair of 100 women who care, the St. Lucia chapter; Chairperson of the National Research and Development Foundation (NRDF); Secretary Elect of the Rotary Club of Gros Islet. She wrote a weekly legal column, Simply law, in The Voice newspaper for eight years (2007-2015) and published a book which is a selection of her articles with some new material. Simply law now appears in The Mirror newspaper from February 2016 to present. This column 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

fire and able to signal evacuation of the building. Automatic detection system is a system where an alarm of fire can be initiated automatically. Types of fire detectors depend on the function of fire characteristics. • Heat detector – responds to an increase in temperature. • Smoke detectors – sensitive to particulate products of combustion and/or pyrolysis suspended in the atmosphere. • Combustion gas detectors – sensitive to gaseous products of combustion and/or thermal decomposition. • Flame detectors – responds to the radiation emitted by flames from a fire. • Multi-sensor fire detectors – monitors more than one physical and/or chemical phenomenon associated with fire.

Ring The Alarm Ring The Alarm

By Rohan John Baptiste

Detection & Fire Alarm Systems With the recent increase of fires in businesses and households, the importance of detection and alarm systems need to be highlighted. The type of detection and fire alarm system depends on the design approach of the building, the occupants and the likely combustible products found in the building. The detection system must also be able to differentiate between a fire being a threat or false alarm and able to provide a signal to activate the fire alarm or protective systems within an adequate time. Detection of a fire is normally the primary event in the chain of actions. Sounding of the alarm and activation of the suppression system usually follow this event. If the detection system fails to activate the other systems are of little or no significance. Detection systems should be designed by the required type of fire controls and the appropriate form of detection for these controls. Factors such as: required time to respond, type of detection, location and spacing of detectors and the calculated time to respond, influence the detection system design. Once the detection system has been confirmed, the engineer should be able to determine the type of alarm system and fire control. The detection system within the building can also be influenced by the objectives of the system such as: life safety, property protection, business continuity or a combination of these objectives. The detection system can either be manual or automatic. Manual detection systems can be defined as a system where people detect the fire, in an occupied room, floor or building. The persons in question must be conscious, aware and must be able to react to the fire. They must be able to warn that there is a

Automatic detection systems are used to protect property by ensuring the rapid response of the fire department, as a result of calling the department by occupants of the building or fire alarm signals to an alarm receiving centre from where the department can be called. This system is also important for buildings in which people cannot evacuate immediately in the event of a fire such as hospital or elderly homes. Fire alarm system The requirement of a fire alarm system in any building can be determined by an engineer or authority having jurisdiction (AHJ) or from a risk assessment carried out by the landlord, employer or owner of the building. A fire alarm system is recommended to be installed virtually all buildings, instead of small open areas where the fire can be detected by people, who are able to warn others by verbal communication or using mechanical devices such as bells. Manual fire alarm systems are recommended in buildings where no one sleeps. Automatic fire detections systems are recommended to replace manual systems in buildings where people sleep. Fire alarm systems are recommended to satisfy the same objectives of the detection system. To meet these objectives fire alarm systems can be categorized: • Category M systems – Manual systems which don’t incorporate automatic fire detectors. • Category L systems – Automatic detection systems intended for life protection. • Category P systems – Automatic detection systems intended for property protection. ¤ Rohan John Baptiste, MSc, BEng. F.S.E, M.A.P.E.S.L -- Currently lectures in the Division of Technical and Management Studies (DTEMS) at the Sir Arthur Lewis Community College. He recently graduated with an International Master of Science in Fire Safety Engineering (I.M.F.S.E) and also holds a Bachelor’s degree in Mechanical Engineering. Possessing a keen knowledge in research, analytics and problem solving, along with report writing of fire engineering. He is a Fire Safety Engineer as well as a Mechanical, Electrical and Plumbing Consultant. Contact him at rjb.cfses@outlook.com. BusinessFocus

Jul/Aug

The Art of Being a Good Co-worker

The Art of Being a Good Co-worker 25 Tips to improve Professional Relationships By Lisa Ellis

There are several characteristics that create good, healthy working relationships: ● Trust forms a powerful bond that helps you to work and communicate more effectively. ● Mutual Respect allows for input to be valued based on collective insight, wisdom and creativity. ● A team must take responsibility for their words and actions. Negative emotions should not be allowed to impact the group. ● People with good relationships not only accept diverse people and opinions, but should welcome them. ● The better and more effectively you communicate with those around you, the richer your relationships will be. All good relationships depend on open, honest communication. Good relationships start with good people skills. Building good working relationships can be achieved through any of the following: 1. Listen actively. Consider your ability to detect, understand, and feel another's emotions. This should influence the way you form bonds and help strengthen relationships. 2. Respect others. Be courteous, use non-offensive language, and respect people’s time. Practice coming to every interaction with the goal of learning about the other person. Make an effort to show up on time and come prepared. 3. Let them finish. An easy way to improve all your interactions is to simply let the other person finish their thought completely. This means not interrupting, adding BusinessFocus

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commentary, or giving feedback until the person is completely through talking or asking. Try to refrain from thinking about what you will say next. 4. Learn the art of focus. When another person is talking, focus completely on what the person is saying and how he or she is saying it. Don’t let your mind wander to your own judgments or assessments. Use your energy to really listen and seek understanding. The best listeners are usually considered to be really good communicators overall. 5. Change something. Identify the communication patterns that cause the most problems in your workplace relationships. Make a conscious effort to look and work on them, and try a new approach. Lisa Ellis (B.A. Psychology/Sociology), (M.Ed Clinical Mental Health Counselling) is a Psychotherapist. She is also certified in Applied Suicide Intervention Skills and PREPARE ENRICH Relationship Education. She currently operates a private practice in Vieux - Fort where she sees clients (children and adults) who are affected by sexual abuse, suicide, relationship problems, behaviour problems and other challenges. She is a registered and licensed by the Allied Health Council of St. Lucia. Feel free to share your comments or questions with her at thrivetherapynow@gmail.com.

Watch your triggers. Who sets you off? Perhaps it’s the co-worker who dumps his/her work and problems in your lap, which puts you in the rescuer role. Reflect on why this “trigger” keeps popping up, and what role you’re playing in perpetuating the pattern.

6. Steer clear of gossip. Not only is engaging in office gossip both risky and unprofessional, but it can result in some pretty sticky situations. Do your best to curb hurtful rumours. Keep lines of communication open. The more transparent and honest you and your team are with one another, the less room there is for speculation. If you're experiencing conflict with someone in your group, talk to them directly about the problem. 7. Avoid annoying office habits. Be considerate of others. If you share common spaces such as meeting rooms, be sure to clean up after yourself and avoid exceeding the time you booked it for. If you have an open office floor plan, be conscious of how loud you play your music or how frequently you take long calls. 8. Respond to feedback positively. Giving and receiving feedback to others opens the door to establishing a deeper rapport and provides the opportunity for you to address specific issues that may be hindering your professional development. Feedback is ultimately about perspective and will help you learn how to see things from different angles. Respond to emails or calls promptly if your approval or feedback is required for one of your co-workers to move the needle on a project. Keep it short and to the point and thank them for their time.

If you tend to be an impulsive person and respond right away when you observe behaviour you don’t like, try sitting with your upset for three days before you address it. If at the end of that time you still want to address it, you will be calmer and likely more balanced in your approach.

9. Seek opinions. Be cautiously open. Learn what is acceptable and what is not before you reveal too much. Give others the opportunity to understand who you really are. People love doling out advice. Don’t hesitate to reach out if you have a real need for their opinion or advice. Be sure to inquire about them, too, and always be courteous and close with a thank you. Practice being the Interested Observer. Watch others’ reactions to things you and others say. Step back to watch what’s going on. Be sure to watch your own approaches and reactions. 10. Do some housekeeping. Set aside some time maybe once a month to perform connection housekeeping. Go through a section and re-introduce yourself to those you don’t know or don’t remember. Just remember it’s also important to give your contacts a break. Resist the urge to suggest turning it into a regular thing. 11. Identify your relationship needs. Do you know what you need from others? Do you know what they need from you? 12. Schedule time to build relationships. Devote a portion of your day toward relationship building, even if it's just 20 minutes, perhaps broken up into five-minute segments. 13. Develop your emotional intelligence. Your ability to recognize your own emotions, and clearly understand what

they're telling you as well as the emotions and needs of others is key to this. 14. Appreciate others. Show your appreciation whenever someone helps you. Genuinely compliment the people around you when they do something well. This will open the door to great work relationships. 15. Celebrate others. Show genuine interest and send congratulations. Ask questions or seek advice on what they’ve been doing effectively. If you get a notice on a platform like LinkedIn that it’s a work anniversary or they’ve gotten some award, use it as a chance to catch up. 16. Express appreciation and acknowledgement. Whether you're a manager or just a grateful peer, make an effort to give credit where credit is due. This can translate to verbal recognition in a company meeting or something as simple as a thoughtful email. 17. Be positive. Positivity is attractive and contagious, and it will help strengthen your relationships with your colleagues. No one wants to be around someone who's negative all the time. 18. Be empathetic. You may be great at seeing others’ flaws and missteps, and you may be tempted to offer unsolicited advice. Resist the urge. Instead, focus on yourself and let them make their own mistakes. Stop labeling. Turn your opinions into factual observations wherever you can. 19. Be humble. Recognize your own limitations and shortcomings. This can make it easier for you to build meaningful relationships with your co-workers. 20. Manage Your Boundaries. Make sure that you set and manage boundaries properly; a friendship can start to impact our jobs, especially when a friend or colleague begins to monopolize our time. If this happens, it's important that you're assertive about your boundaries, and that you know how much time you can devote during the work day for social interactions. 21. Get coffee/Bring snacks. If you’re trying to build more of a rapport with a professional contact, suggest meeting for a coffee and set a specific time. One of the best ways to your co-worker’s heart is through their stomach. 22. Define success. Take the time to paint the picture of what you want. What kind of culture? What kind of relationships? What do you want to be known for in your workplace? 23. Reach out to new teammates. Make an effort to help them get situated during their first few days or weeks on the job -- welcome questions or give them the low-down on where to grab lunch. 24. Share your resources. It’s undeniably helpful when someone shares a resource that might benefit the team as a whole. 25. Create traditions. Want to be the one to bring new energy to your office? Provide a shared experience for people to look forward to. Coin a new tradition. ¤

BusinessFocus

Jul/Aug

BUSINESS FOCUS

All Successful Entrepreneurs Were Once Lion Tamers

All Successful Entrepreneurs Were Once Lion Tamers By Kezia Preville When deciding to take the plunge into entrepreneurship, a few things inexplicably align. The challenges remain the same – investment prospects, staffing, logistics, creating a value chain – all high on the agenda. However, the moment that decision has been made and the right advice is extracted from industry-savvy and honest individuals, the next step will feel like joining a circus. Learning when to be hard or soft becomes an artform showcasing your whip-cracking skills. In the beginning, every conversation would be tantamount to sticking your head in the lion’s mouth, followed by gasps from an awestricken audience who secretly came to the show to see what would happen if the lion did not obey. Little did they know, the Lion Tamer always steals the show, keeping everyone at the edge of their seat in anticipation of the grand finale. Unlike most circus animals, lions are majestic creatures but extremely treacherous. Let’s face it, his so-called master is going toe to toe with the King of Jungle. The rags to riches stories of well-known entrepreneurs resonate with us, serving as a beacon of hope for employees secretly eyeing the greener grass on the entrepreneur’s side are all too familiar. Hearing the incredulous journeys of self-made men (and awesome women) who navigated the cruel world to achieve success would evoke some sort of emotional reaction from anyone. These stories truly inspire us all but can it be accomplished by everyone? Do you have what it takes to tackle the business jungle? KEY QUALITIES OF A SUCCESSFUL ENTREPRENEUR First and foremost, you must be thick-skinned. Be prepared for the harsh realities of the business world. No longer will there the protective layer of management or years of doing business in the industry backed by a name that can be trusted. For some Entrepreneurs, not having a household name is a problem. Too often, the target market (who is getting harder and harder to define let alone attract) has become evasive and very cautious with its money. We deal with who we know. Brands that we trust and have a good relationship – sometimes average relationship because this is how we have been doing it for years, why change now! We do not celebrate openly. Sounds familiar? Don’t allow this to detract from your mission, keep your confidence and keep moving.

BusinessFocus

Jul/Aug

In an era of fake news, fake photos and fake people, what guarantee does the consumer have that everything about you isn’t fake? Be prepared to take a risk. A calculated risk back by sound research. It is not enough to have an amazing idea anymore. Determination and a will to succeed are key attributes. The first few interactions will be difficult – all eyes on you almost in silence while you pitch your idea. But not uncommon to the Lion Tamer, you will get bruised, cut and even be fearful of the performance. Stand resolute and finish the act. If you have done your homework, it gets better every time. Be prepared to fail at first. It can happen. Go find new opportunities or create them. Be decisive and quickly master the art of negotiation. As the old adage goes, sell ice to the eskimos. In all the stories and examples before you, most entrepreneurs, especially those who have little investment prospects, work 24/7. Hard work defines them, until they develop their brand and start working smartly. Not everyone is cut out for this lifestyle so be honest about your capabilities and where you want to be in life. Lastly, it is always important to keep abreast of the latest. Go out. Mingle. Collaborate. Train. Give back. Mentor and be mentored. The best conversations are sometimes the unplanned ones that keep that fire burning inside you. Be known for what you love most and do it with passion. If there is no love for what you do, it becomes another job. Entrepreneurs sparkle when they speak of their dreams. Find your spark and let it shine. ¤ Kezia Preville is a UK graduate possessing a Master’s in Business Administration. She is a Business Development Specialist with over 10 years’ experience working with regional and national firms. Kezia is passionate about Marketing and Public Relations, working with clients seeking to enter new markets, provide stellar service and develop their Corporate Social Responsibility goals. Currently she manages AdVizze Consulting Inc, hosts the annual Job Fair Expo and the Enterprise Development Forum & Marketplace. Contact her at AdVizze Consulting Inc on info@ advizze.co or visit www.advizze.co.

CDB Assists UWI With Shaping New Disaster Resilience Graduate Course

Comprehensive Disaster Management Initiative, a project funded by the Government of Canada.

CDB Assists UWI With Shaping New Disaster Resilience Graduate Course

Recognising that DRM extends beyond managing disasters, the programme will target multiple stakeholders in the regional resilience-building process, including teachers, “because promoting awareness among children is an important part of managing disaster risks,” Spence said. ¤

Claudia James, Project Manager, CDRRF, shares with participants that ensuring community members are engaged at all levels of project implementation is critical to the project’s success.

The University of the West Indies Open Campus, with support from the Caribbean Development Bank (CDB), is shaping the syllabus of its Community-based Disaster Resilience course to be offered as part of a new Disaster Risk Management (DRM) Online Graduate Programme, scheduled to commence early 2020. Twenty-one regional stakeholders gathered in Barbados from June 12 to 15 for a four-day pilot of the course, where representatives of the Community Disaster Risk Reduction Fund (CDRRF), a multidonor programme administered by the Bank, shared practical experience gained while implementing disaster resilience projects in four of CDB’s Borrowing Member Countries – Belize, British Virgin Islands, Jamaica and St. Vincent and the Grenadines.

Regional stakeholders involved with numerous areas of resilience-building attended the pilot of the Community-based Disaster Resilience course in Barbados

“CDRRF’s contribution to the pilot will play a significant role in finalising the design and content of this course,” said Dr. Balfour Spence, Lead Course Developer. “One of the key lessons they contributed is the critical need for projects to engage the participation and the partnership of communities at all stages of the implementation process,” he said. Spence, a Professor with the Department of Applied Disaster and Emergency Studies, Brandon University, Canada, noted that CDRRF shared several case studies during the pilot, which will be used to facilitate a practical approach to the design and implementation of community interventions. One case study outlined a particularly important lesson learned during the execution of a project in Jamaica. Claudia James, Project Manager, CDRRF, said residents appeared to be disengaged, but after administering a community engagement survey, and changing approach, based on the survey’s findings, CDRRF recorded increased community interest and participation.

Grant Thornton

“Community ownership is key to project sustainability, particularly as relates to the sharing and use of information that comes from workshops and training activities that take place,” James said. “Without this ownership, there is no mechanism in place to carry the project forward.” The Community-based Disaster Resilience course and the Disaster Risk Management Graduate Programme, in which it will be offered, are supported by the Enhancing Knowledge Advancement in BusinessFocus

Jul/Aug

Developing a Philosophy for your Work Life

Developing a Philosophy For Your Work Life

By: Lisa Ellis

A philosophy for your work life is an overall vision or attitude towards your work and its purpose. A philosophy usually reflects a person’s values. A value is anything desirable or important to you. Your values will influence everything about you – your thoughts, goals, decisions and actions. If a value is important to you, your actions will be consistent with your values. If your actions are inconsistent with a value then, it is not truly a value. What are your Work Values? Do you value: • results? • working and making decisions on your own? • receiving attention for your work? • working alongside coworkers as well as helping others? • supportive management? • ideal working conditions? • receiving little or no supervision? • providing assistance to individuals or groups? • prestige? • a job where there is a high probability that one will remain employed? • working with others? • contributing to the betterment of the world? • receiving adequate pay for your work? • using your education and work experience to do your job? • supervising others? • being able to use your own ideas? • doing different activities? • performing tasks that are difficult or new to you? • having adequate time away from work? • receiving acknowledgment for achievements? • expressing your artistic talents? • having the ability to affect people's opinions and ideas? How to develop your work philosophy? Step One – Examine your Worldview Spend some time considering your worldview • Identify your values, attitudes, belief systems, personal experiences and assumptions. • What forms the basis of your profession - theoretical premises, ethics, and best practices? • What is the heart of the experience you hope to create for yourself? • How can you engage in meaningful contribution? Is there a "big problem" that you can solve that can push humanity forward? • Think about your personal style – how do you do what you do in your own unique and creative way. Step Two – What Motivates You? What are your personal motivations for working in your profession? To define your philosophy, answer these key questions: • What do you get up each and every morning wanting to do? BusinessFocus

Jul/Aug

• What directs your actions and decisions, especially the impulsive ones? • What gives you a sense of satisfaction at the end of the day? • What undeniable feeling is in the core of your being? • Why are your beliefs important to you? • What lessons can you learn from the successes and failures you have already experienced? • How does your philosophy measure up to higher ideals? • What motivators are most powerful for you right now and in the long-term? Observe and listen. Pay attention during your day and watch what’s going on. Find a mentor whose personality and achievements inspire you. Strive to integrate their best qualities. If a voice is not leading to the achievement of your goals, exercise caution in how long you listen. Your purpose here is to self-reflect and not judge any motivating factor as good or bad. Embrace all the elements of motivation as a valid component of your experience. Step Three – Draft Your Statement Here are some tips to help you with the process: • Write your statement in present tense. Write and say it like it already exists. • Use “I am.” These two words are very powerful. Focus on “being” and then “doing.” • Ensure that your most deeply held values and beliefs at this time are reflected in your statement. This creates alignment and is very powerful. Step Four – Live it! This is your living statement. Your philosophy should evolve with you as your purpose expands. Always, reframe your beliefs question and challenge your thinking, experiences and behavior as life changes. Live your purpose in a conscious manner. Read books that can offer you insight into new experiences. Use journals to record your observations and discoveries about life. Be patient as life evolves. Patience allows us to be an observer of our self and life. • Reflect daily on your statement and consider the ways in which you are living your philosophy and the ways in which you are challenged to do so. • Seek congruence in your statement between your personal and professional life. Refine your statement as you see fit and use it as a means for maintaining personal integrity in all aspects of your life. There is no right answer. The reality is that there are many paths to success. Once you start to execute and realize that you can make reasonable decisions that lead to successful outcomes, you will gain the confidence to keep going. Life is not a race, but it is a journey. You must live in the present and enjoy the journey. ¤

CARILEC Announces Election Caribbean Airlines Reports of New Board of Directors Increased Revenue, Positive On-time Ranking

CARILEC Announces Election of New Board of Directors

Caribbean Airlines Reports Increased Revenue, Positive On-time Ranking The Caribbean Electric Utility Services Corporation (CARILEC), which plays a leading role in electric utility advocacy, growth and sustainability in the Caribbean region, Central and South Americas is pleased to announce the appointment of the following individuals to its Board of Directors at its Annual General Meeting, held on May 20th, 2018, at the Hilton Barbados Resort, Barbados, and thanks Mr. Peter Williams, Emera Caribbean; Mr. Colin Cover, Grenada Electricity Services Ltd; and Ms. Kelly Tomblin, Jamaica Power Service Company Ltd for their distinguished service. At the meeting, Belize Electricity Limited’s Chief Executive Officer, Mr. Jeffrey Locke was elected as Chairman of the Board of Directors for the period 2018 – 2020 after serving as Vice Chairman for the past two years. He succeeds Mr. Colin Cover, Chief Executive Officer of Grenada Electricity Services Limited. Elected as Vice Chair was Mr. Eddington Powell, President and Chief Executive Officer of Fortis TCI. Mr. Locke has over 30 years of experience in the energy industry and continues to lead the successful transformation of BEL since June 2011. “CARILEC has a rich history of enabling utilities in the region to network and serve the people of the Caribbean better,” said Mr. Locke as he accepted his appointment. “We will be rolling out our new Strategic Plan to support our members as they expand their services to customers and transform from electric utilities to energy service providers.” Newly Appointed Directors - 2018-2021 Mr. Roger Blackman - Barbados Light and Power Company Ltd. Mr. Jervan Swanston – Nevis Electricity Company Ltd. Ms. Sheree Martin - Jamaica Public Service Company Ltd. Mr. Rabindre Parmessar – N.V. Energiebedrijven Suriname Mr. Hugo Hodge Jr. – Tantalus Systems Inc. (Associate Director) – 1 Year Mr. Gianni Moreno - ABB Inc. (Alt Associate Director) – 1 Year Continuing Directors Mr. Jeffrey Locke - Belize Electricity Ltd. (Chairman) Mr. Eddinton Powell – Fortis TCI Limited (Vice Chairman) Mr. Collin Cover - Grenada Electricity Services Ltd. Mr. Thornley Myers – St. Vincent Electricity Services Ltd. Mr. Leroy Abraham - British Virgin Islands Electricity Corporation Mr. Trevor Louisy - St. Lucia Electricity Services Ltd. Mr. Fred Cuvalay – St. Eustatius Utility Company Mr. Franklin Hoevertsz – Utilities Aruba Mrs. S. Bertilia McKenzie – Dominica Electricity Services Ltd. Dr. Cletus Bertin - Executive Director/CARILEC (Ex-Officio) ¤

In May, Caribbean Airlines reported a 21% increase in revenue over last year, which followed a 7% increase in the demand on passenger revenue. The company said that a revenue boost from strong passenger demand and increased cargo business -- together with enhanced cost management -- got it off to a great start this year. According to Caribbean Airlines, its first quarter unaudited results for 2018 and revenues and earnings were both ahead of budget and a considerable improvement on the same period in 2017. That good news was followed up by the Official Aviation Guide (OAG) ranking Caribbean Airlines 34th out of more than 150 airlines in the world, based on on-time performance (OTP) for May. According to the OAG’s monthly Flight Review, Caribbean Airlines OTP for May was 85.6%, based on the 2,693 flights operated by the airline. This places Caribbean Airlines in the top ten percentile worldwide. The OAG leverages the world’s largest network of air travel data to provide accurate, timely, actionable digital information and applications to the world’s airlines, airports, government agencies and travel-related service companies. The OAG’s definition of OTP is a flight that arrives or departs within 14 minutes and 59 seconds (under 15 minutes) of its scheduled arrival/ departure time. Cancellations are also included. It is trusted for the credibility of the information it publishes monthly and annually and is an IATA Strategic partner. These latest statistics provided by the OAG show a marked improvement in Caribbean Airlines’ OTP globally, thanks to the unwavering commitment of the airline’s employees, who consistently go above and beyond to ensure that its customers arrive at their destinations safely and on time. Caribbean Airlines operates more than 600 weekly flights to 20 destinations in the Caribbean and North and South America. With such good news, Caribbean Airlines seems to be on the right trajectory for more positive gains. ¤ BusinessFocus

Jul/Aug

HEALTH & WELLNESS

National Health Insurance - What's The Plan?

National Health Insurance What’s The Plan? By Stan Bishop

Saint Lucian Chamber of Commerce, Health Ministry Discuss Pros and Cons National health insurance was the discussion topic when the St. Lucia Chamber of Commerce, Industry & Agriculture held its quarterly general meeting at Bay Gardens Hotel on May 25. Members were apprised on government’s plans for the comprehensive health insurance plan which Prime Minister Allen Chastanet says should become operational by next April. Ministry of Health officials, led by Permanent Secretary, Felix St. Hill, presented government’s methodology for the programme and fielded questions from the audience. St. Hill repeatedly stated there was nothing definitive in terms of the mechanism governing the programme. Nevertheless, he believes universal health insurance is essential. “I think the important thing about us implementing National Health Insurance is the fact that a number of people are uninsured,” St. Hill said. “We also have a large number of people who also cannot afford to pay for services with regard to their own health.” St. Hill said government’s concept for the programme is that no person will be left unattended because they cannot afford health insurance, adding that every citizen will have access to healthcare, whether at the primary, secondary or tertiary levels. During the 2018/2019 Budget Address in April, Chastanet said government was moving boldly to tackle the issue of health-care once and for all, adding that every Saint Lucian deserves the right to high quality, affordable health-care. BusinessFocus

Jul/Aug

Chastanet said: “With health-care costs skyrocketing, in tandem with the expectations of our people for world-class medical care, we must find a sustainable way to finance these costs.” He added that: “Government is of the view that a universal National Health Insurance Scheme is the best way forward and we are currently receiving technical assistance from the Pan American Health Organization and the European Union.” Chastanet said the entire population will participate in the National Health Insurance Scheme with employers and employees making mandatory contributions, adding that government will make contributions on behalf of pensioners and people on the poverty list. While government mulls various options, St. Hill says the intention is to have all Saint Lucians covered. Estimates suggest that only 20% of Saint Lucians have health insurance coverage. “Basically, it will be a methodology that will capture every stratum of society. What exists now is the situation whereby people have group insurance. Even within the public service, we have – through the Civil Service Association – group insurance. We also have employers who have their own package of insurance for their employees. So there are a number of models that we can examine,” St. Hill explained.

For many medical procedures, Saint Lucians are forced to seek treatment overseas due to the absence of requisite equipment and skills in certain areas here. St. Hill says any plan adopted should take into consideration that reality.

Dorville says the Chamber remains an essential sector in any major initiative that could have an impact on the private sector. The provision of comprehensive health-care insurance, he says, is one such important issue.

St. Hill says that while there is some level of cynicism as it relates to the proposed programme, government is seeking the counsel of professional bodies on the matter. While the plan seems overambitious to many, he said “the intention of government is to provide as much of the medical coverage as possible”, adding that, “It may be that if we cannot implement everything in one go, then we may have to go gradually on a phased basis”.

The Chamber President added that while the rollout date of the universal National Health Insurance Scheme has been given, better judgment must prevail. All considerations, he says, should be taken into account to ensure that the programme does benefit those it seeks to help.

With good health playing a contributing factor in the labour force, President of the Chamber of Commerce, Martin Dorville, said it was relevant that the topic be discussed at this time, if only to inform policy-makers about the pros and cons of such a programme. “It appears that there’s still a lot to be finalized; there’s nothing that’s at a final stage as yet,” Dorville said. “But it is not too early for a lot of the concerns and questions to be posed so that (they) can be factored into the way forward. Dorville added: “We are concerned about what it’s going to look like, how it’s going to be implemented, what kind of regulatory authority will be put in place, and what process of engagement is going to be put in place to get the views of other stakeholders to inform what that final product will look like.”

“We know that they have to speak to a number of other stakeholders. But we expect that given the timeline that is being proposed, that this will be ramped up. We also suggest strongly that there is no rush to this -- whatever you do with a programme such as this has to be done properly.” In September 2016, Chastanet said the island’s health care insurance system was unsustainable and that plans are afoot to remedy the situation. He added that given the existing structure of the health care system, with government being the main insurer, a more comprehensive and cost-effective method of insuring the citizenry needed to be adopted because a large share of government’s resources is being spent. During meetings he had attended in the region, he noted that a push was underway to get OECS and CARICOM territories “to start looking at health-care insurance on a regional basis”, which would result in even lower premiums towards such a plan and an increase in the range of services covered. ¤

BILLY’S Cleaning Services & Supplies Ltd.

“You Name It, We Do It!”

For the past thirteen years, Billy’s Cleaning Services & Supplies Ltd. has made it their business to provide the best professional cleaning services on the island. Billy's Cleaning Services & Supplies Ltd. offers a wide range of services, including Advertising & scrubbing Marketing Services and polishing of tiles, air scrubbing and mold remediation, car washing and detailing, janitorial services/maid services, pressuring washing, emergency flood cleanup, window cleaning, carpet cleaning, sanding & polishing of hardwood floors, post-construction cleaning, kitchen cleanups for restaurants and hotels, upholstery cleaning and mattress treatment system.

Summersdale, Vide Boutielle, St. Lucia, W.I. Mobile: (758) 713-7944 Office: (758) 450-4527

Email: billycleaningservices@hotmail.com

Today, Billy’s Cleaning Services & Supplies Ltd. offers its services to business and residential entities and has an impressive list of clientele. The next satisfied client could just be you! The company’s very competent staff go above and beyond to ensure that when life gets messy, they step up to the task and leave nothing but a job well done and satisfied customers. In fact, the company’s slogan remains: “You name it, we do it!” So, if you’re looking for a professional company to get that clean-up job done best, give the team at Billy’s Cleaning Services & Supplies Ltd. a call today!

BusinessFocus

Jul/Aug

BUSINESS FOCUS

Walk 4 A Cause Break Records

Walk 4 A Cause Breaks Records By Stan Bishop

For the past five years, the members of Club Gar, the shooting range at Bois d’Orange, have been more than about improving their target practice skills. That’s right, they have also been fired up about demonstrating their corporate social responsibility and making a difference in the lives of Saint Lucians.

Annual Club Gar Event Raises $93,300 for Blind Welfare Association Founder of the Walk, Anthony Bristol, attributed this year's success to the nature of the cause; support of corporate sponsors; vigorous marketing efforts; hard work from team members, and resounding support and participation from the public.

Through its annual Club Gar/Digicel Walk 4 A Cause held over the past five years, Club Gar has raised funds for various charities focusing on social issues. For instance, last year, the Club donated $70,700 to the Department of Gender Relations to fund its “Break The Silence” campaign aimed at fighting domestic violence.

This year’s walk was heavily supported by former Governor General, Dame Pearlette Louisy, who was not only the official starter on the day but was among the walkers who completed the route. She praised participants for showing the solid support they did, adding that the Blind Welfare Association was truly deserving of being chosen as beneficiary.

Previous beneficiaries include the Saint Lucia Diabetic and Hypertension Association, which received $50,100 in 2016; the World Pediatric Project ($50,000 in 2015), and the Saint Lucia Cadet Corps ($15,000 in 2014).

The funds raised will be paid to the National Community Foundation (NCF) for the benefit of the SLBWA which will be able to access the funds as per a Memorandum of Understanding between the NCF, SLBWA and Club GAR.

This year’s walk was held on Sunday, June 3 and with a record number of walkers – 1,100 – participating in the fourmile trek from Vigie Roundabout to the Club’s premises, proceeds totaled $93,300.

Club Gar introduced a new feature this year -- the Club GAR Hall of Heroes -- in recognition of people who go above and beyond in service to the community and country. SLBWA’s Executive Director, Anthony Avril, was selected unanimously by the organizing committee as the first inductee. As part of the selection for the award, the Club researches the history of the organisations and the work done by the key people involved. ¤

This year’s beneficiary, Saint Lucia Blind Welfare Association (SLBWA), has been experiencing increased financial constraints recently, resulting in several staffers being sent home and some services curtailed. BusinessFocus

Jul/Aug

NCF Executive Director: “Keep Pledging!”

NCF's Executive Director, Michelle Phillips (far left, receives a cheque for $25,000 from Massy Stores Saint Lucia's Division Head of Marketing and Corporate Communications, Sariah Best-Joseph (far right)

NCF Executive Director: “Keep Pledging!” As Non-Profit Organization Seeks To Raise $250,000

By Stan Bishop The National Community Foundation (NCF) held its 15th Annual the NCF plays a vital role in the community. There are so many Nationwide Telethon – its flagship fundraiser -- on May 27, things that the NCF does that allows us as a corporate entity to be amassing nearly $75,000 in pledges on the day. able to extend ourselves.” According to NCF’s Executive Director, Michelle Phillips, that amount did not include corporate pledges which are yet to come in, adding that the amount should total at least $150,000 after all corporate pledges are tallied. This year, the NCF raised the target from $200,000 to $250,000, as growing demands for assistance have placed increasing pressure on its resources. Nevertheless, Phillips thanks everyone who pledged and encourages those who have not yet done so to play their part in realizing the target. Sariah Best-Joseph, Division Head of Marketing and Corporate Communications for Massy Stores, said that supporting the NCF over the years has been a vital part of the company’s corporate social responsibility. The supermarket chain has been making a $25,000 donation to the NCF’s cause annually. However, through the annual Yoplait Walk for Cancer organized by Massy Stores, NCF usually receives a sizeable portion of the proceeds, with the rest going to Faces of Cancer. “Over the years, we have really made a strong commitment and tried to ensure that NCF is on our sponsorship and donation calendar,” Best-Joseph said. “Without a doubt, we recognize that

One of the NCF’s many beneficiaries is the Feed The Poor Ministry, which has for many years been able to provide the poor and vulnerable with hot meals. CEO of the charitable organization, Gaspard Henry, said the support he receives has a far-reaching impact on the people he serves. “The NCF has been supporting the programme for the past seven years. Whenever I knock on the NCF’s door, every director has been positive in contributing towards the organization’s cause. We presently serve 90 meals twice a week. However, whenever NCF makes a contribution, it allows us to serve meals three times a week. So NCF plays a very integral part in service to the poor and needy, so people should see NCF as an organization that is deserving of their support,” Henry explained. The NCF is a community-based, non-profit and philanthropic organization that assists the community in the following areas: youth-at-risk, the elderly, retired persons, education of disadvantaged children (scholarship programme), health-care for disadvantaged persons, homeless/disadvantaged persons, persons with disabilities and the school and community chess programmes. ¤ BusinessFocus

Jul/Aug

BUSINESS FOCUS

INTRODUCING THE FIVE DIABETIC RETINOPATHY KEYS TO SAFER FOODS TRAINING FOR HEALTH WORKERS

Introducing The Five Keys To Safer Foods

Diabetic Retinopathy Training For Health Workers

The St. Lucia Hotel & Tourism Association (SLHTA) and the Department of Environmental Health have collaborated to develop The Five Keys to Safer Foods. This is a simple yet cutting-edge mechanism that encompasses all the vital keys to successfully meeting the certified guidelines for food handling in St. Lucia.

This was announced during a press conference held on May 16 at the SLHTA Hospitality Training Centre. Representing the SLHTA were CEO, Roderick Cherry; Chief Operations Officer, Wenn Gabriel; and Chef Orlando Satchell. Also present was Information Officer in the Ministry of Health & Wellness, Glen Simon. The Five Keys to Safer Foods initiative is an innovation of Chef Orlando Satchell. They comprise five guidelines that highlight what must be done in order for food to remain safe for consumption throughout the preparation process. They include a procedure whereby an individual who is issued a health card will be given a 15-minute demonstration on the five guidelines. This has been designed for the guidance of all St. Lucians, regardless of their educational background. The Five Keys will spearhead increasing outputs of high food quality from the food and beverage sector in St. Lucia. Later this year, when implemented, the Five Keys to Safer Foods will become the standard for all food and beverage operations and businesses in allied sectors, as well, thus setting an even playing field for all sectors. With a growing demand in the local food and beverage sector as a result of increasing room capacity and visitor arrivals, industry stakeholders continue to find ways to enhance the sector in order to remain competitive. Known the world over for its mouth-watering culinary delights, Saint Lucia has increasingly made strides in providing the requisite training opportunities to raise the standards. Through agencies such as the SLHTA, many chefs and other food and beverage workers have even made their mark internationally at the annual Taste of the Caribbean competition held in Miami, Florida. Many of these outstanding participants, chosen from various hotels and bars across the island, often form National Culinary Teams which conduct several public and behind-the-scenes cooking demonstrations in preparation for the big competition in Miami. Aside from bringing home medals, they are also refining their collective skills which redound to the benefit of the sector. BusinessFocus

Jul/Aug

By Miguel Mauricette, Ministry of Health The Ministry of Health aims to provide timely treatment in order to delay or prevent complete blindness. Health workers were engaged in a high-level capacity-building programme last month, aimed at enabling them to efficiently manage diabetic retinopathy conditions. In May, 12 health professionals visited the Frimely Park Hospital in the United Kingdom. The aim of the visit was to acquire new skills, techniques, and knowledge, in order to deal with the newly implemented diabetic retinopathy program in Saint Lucia. “The team consisted of screeners, graders, ophthalmologists, HMIS representatives, a representative from the Ministry of Health, and one from nursing, that made up the diabetic retinopathy screening program team,” National Ophthalmologist in the Ministry of Health, Dr. Darra Burt explained. “It is a new program where we screen all patients with diabetes to identify blindness as a form of blindness prevention. So we did an exchange program with the team from Frimley Park National Hospital. We visited the institution and there we were broken up into smaller groups to learn and to share the skills we acquired.” Dr. Burt said diabetic retinopathy is a major cause of morbidity in persons living with diabetes, and is among the most common causes of sight loss in the working age population. The Ministry of Health aims to provide timely treatment in order to delay or prevent complete blindness. “In Saint Lucia the number of people who are newly diagnosed with diabetes is on the rise. There has also been an increase in diabetic retinopathy. This kind of blindness is preventable, so we are working along with the Queen Elizabeth Trust Fund to provide timely treatment to prevent blindness.” Meanwhile, coordinator of the diabetic retinopathy program, Nurse Sharon Tench-Norbal encourages citizens to take advantage of free eye screening and treatment opportunities. “I’m encouraging all persons to come in and get their eyes screened, it’s free of charge, and the laser treatment, which is very expensive at a private institution, is also free of charge.” Persons can make appointments at the nearest health centre and receive a referral to the Castries or Vieux Fort Wellness Centres where the screening and grading procedures are conducted. The London School of Hygiene and Tropical Medicine, and the Vision 20/20 Links program made the visit to the Frimely Park Hospital by the Saint Lucia team possible

EVENTS 2017/8 LOCAL AND regional entertainment, trade shows and conferences

The 54th Annual General Meeting of the Saint Lucia Hotel and Tourism Association (SLHTA)

July 20th, 2018 – Harbor Club Resort, rodney bay St. Lucia People, Passion, Purpose and Linkages; The Pathway to a Resilient Future. The past year has been marked by record-breaking achievements in our industry and a spirit of optimism and excitement among the membership. There has also been a concerted drive by the Association and member hotels to provide increased training and educational opportunities for hospitality staff to keep them fired up and motivated.

Canto 34th annual conference 7 trade exhibition july 22-25, 2018 – hard rock hotel, panama Our theme is “Guiding Digital Adoption to Lead the Global Market“. CANTO will champion the discourse on this topic as we delve into the digital transformation that is beginning to both encompass and redefine almost every operator’s: revenue models; perception of customers and how they manifest and appear on networks; the services they consume and evolution of the ways networks into virtualized, self-aware entities. For More Info visit https://www.canto.org/annualconference/

15th CCAS Expert Summit: From Care to Cure - Towards the Elimination of HIV Aug 26-30th, 2018 – Rodney bay, st lucia The summit will review the dramatic advances in antiretroviral therapy and the public health benefits accruing from treatment. For more information visit: http://ccasexpertsummit.org/

St. Lucia Billfish Tournament Oct 16-20th, 2018 – rodney bay marina, st lucia The St. Lucia Game Fishing Association (SLGFA) hosts the island's twenty-seventh annual International Billfish Tournament from October 16 - 20, 2018.

World Travel Market (WTM) 2018 November 5 - 7, 2018 – London, england This vibrant event offers the opportunity to discover the world under one roof, and be inspired by industry leaders discussing trends, issues and innovations in the travel industry. For more information visit: http://london.wtm.com/

10th Caribbean Renewable Energy Forum November 7 - 9, 2018 – Miami FL The discussion around resiliency isn’t a trend; it’s real and it’s not going away. This year’s CREF will be sharply focused on what resiliency in the energy sector looks like – and who’s going to fund it. For more information visit: http://newenergyevents.com/cref/

BusinessFocus

Jul/Aug

BUSINESS FOCUS

Major Moves

MAJOR MOVES

Roderick is also the chairman of the Saint Lucia National Conservation Fund and a board member of the Solid Waste Management Authority.

Daniel Belizaire has been appointed the new Chairman of the Cultural Development Foundation (CDF). His appointment took effect in May. A veteran of the hospitality industry for many years, he has managed two properties, namely East Winds Inn -- where he was instrumental in also providing guidance in design and construction -- and then headhunted to work at Marigot Bay Resort in 1990. He currently serves as Deputy Mayor of Gros Islet and is 1st Vice-President of the Saint Lucia Hotel & Tourism Association (SLHTA). He has served on the SLHTA Board for over twelve years and is one of the longest-serving members. He also serves as a director on the Saint Lucia Trade Export Promotion Agency (TEPA) and the Events Company of St. Lucia Inc.

Roderick Cherry is the new Chief Executive Officer at the St. Lucia Hotel & Tourism Association (SLHTA). He succeeds Noorani Azeez, who has resigned after leading the Association for 6 years. An accomplished senior management executive, Roderick brings to the SLHTA a wealth of leadership and over 20 years of management and marketing experience. Prior to his appointment he served as the SLHTA’s Chief Operations Officer from March 2016. He has also served as the CEO of the National Insurance Property Development & Management Company (NIPRO), the Executive Director of the St Lucia National Conservation Fund and the Senior Manager for Marketing at ECFH. He holds an MBA in Strategic Management. BusinessFocus

Jul/Aug

Roderick expressed his delight at his new appointment. “I am excited about this opportunity and ready to take on the challenge. As CEO, one of my primary areas of focus will be on strengthening the relationship between tourism and other sectors, including manufacturing and arts and craft. Currently, our goal is to broaden our linkages program, which has already made a huge impact on the livelihoods of many farmers. We also intend to build upon the good work of the Tourism Enhancement Fund by setting up a more formalised structure for grant making to support education and training for our youth. Strong emphasis will also be placed on organising human resource development programs specially tailored for staff within the industry. We want to ensure that St. Lucia’s tourism product continues to maintain its world-class standards in an ever more competitive international tourism marketplace.” In welcoming Roderick to his new role, SLHTA President, Sanovnik Destang said, “We are happy to welcome Roderick to the SLHTA team as the new CEO. Not only is he familiar with the dynamics of St. Lucia’s tourism industry, he understands the importance and linkages between tourism and other industries, and the vital contribution tourism makes to St. Lucia’s socioeconomic development. We look forward to working along with him towards strengthening the SLHTA and building a bright future for the tourism industry.” Destang also expressed his appreciation to Noorani Azeez, the outgoing CEO, for his invaluable contribution to the growth and development of the Association and the tourism sector.

The Saint Lucia Tourism Authority (SLTA) announced the appointment of Jeanette Faria as Director of Marketing, Canada. Faria, President of JF Marketing, will support

the marketing efforts of the SLTA as part of a leading, national strategy to reposition the destination to Canadians. With almost 20 years of industry experience, Faria brings a wealth of knowledge to the SLTA having previously worked as Account Manager for the US Virgin Islands and North Carolina. Faria currently is the Canadian lead for The Beaches of Fort Myers and Sanibel. Throughout her career, several international destinations have seen an increase in visitor arrivals from Canada, in addition to achieving a stronger brand identity under her leadership. In her new role, Faria will be responsible for developing and executing a strategic marketing plan targeting consumer and the travel trade through product launches, training seminars, marketing initiatives, and national advertising campaigns.

Ms. Sunita Daniel is the Chief Executive Officer of the Saint Lucia Trade Export Promotion Agency (TEPA). She previously served as an Economist and Chief Planning Officer for Agriculture in Saint Lucia, and more recently was employed by the United Nations Food and Agriculture Organization (UNFAO) as the Programme Liaison Officer to the Organization of Eastern Caribbean States (OECS). Ms. Daniel is also a past teacher of the Vieux-Fort Comprehensive Secondary School A-Level Division where she taught Economics. She holds a BSc in Economics and Management, a Masters of Science Degree in Public Policy and Management, Professional level qualification in Project Management and is a current PhD student of Policy Analysis. She has wide experience in the areas of policy and planning and more recently was the co-ordinator of the OECS Shipping Initiative implemented by the OECS Commission.

MAJOR MOVES

WASCO WATER & SEWARAGE COMPANY INC.

Mandille Alcee is a Management Trainee in the Production, Treatment and Quality Department at the Water and Sewerage Company Inc. (WASCO). He graduated from Lincoln University with a Master of Environmental Policy and Management with Distinction. During his tenure at Lincoln University, he was an Economic Research Intern at the Canterbury Development Corporation (CDC) as part of his research placement. He assisted the CDC on one of its projects aimed at ascertaining the socio-economic value of the freshwater from the aquifers located beneath Christchurch city. Prior to his studies in New Zealand, he pursued undergraduate studies in Economics and Management Information Systems at the University of the West Indies and subsequently gained employment as an Investment Services Officer at Invest Saint Lucia.

1999.

Cherry Ann GaillardWilliams began her career in media with little training in the field, starting in print media as a writer at the Star Publishing Company in

She later switched to broadcasting as a junior news reporter/presenter at Radio St. Lucia, acquiring formal training in broadcasting, before bringing her talents to a larger audience at Radio Caribbean International in 2007. At RCI, she ran the newsroom almost single-handedly, conducting interviews, scripting, editing and other technical responsibilities that came with preparing the newscast, before presenting the Midday News Edition daily for eleven years.

A graduate of Monroe College in Media and Journalism, she has acquired the confidence and skill that make her one of the most respected journalists in St. Lucia. In 2018, she was appointed the Water and Sewerage Company’s Communication and Marketing Officer. Her role includes creating systems to forge a closer relationship with WASCO’s utility partners and other stakeholders.

Paul Collymore has been appointed General Manager At The Landings Resort & Spa Paul Collymore has been appointed new General Manager at The Landings Resort and Spa. Paul Collymore joins the resort with a wealth of experience in the hospitality sector having most recently overseen the general management of the Ocean Two Resort and Residences in Barbados. Previous management experience centres in Barbados at The Crane Resort and Residences, Patisserie and Bistro Flindt and Sam Lord's Castle Resort. Paul's move to The Landings is his first venture into St Lucia. Under Paul's management, the Ocean Two Resort and Residences was awarded the best Hotel Operations Category at the Caribbean Hotel and Tourism Organisation (CHTA) Caribbean Hotel Industry Exchange Forum 2016.

Vanessa William joined Invest Saint Lucia as the Legal Counsel/ Corporate Secretary in April 2018. Prior to this appointment, she worked in private practice for nine years,

which included her elevation to the position of partner at a private law firm. During her career she has gained extensive knowledge and experience in civil law practice and procedure including company law, contract law and property law. She holds an LLB from the University of the West Indies, Cavehill Campus and a Legal Education Certificate from the Hugh Wooding Law School in Trinidad. Her interests also include business development and project management and she most recently obtained a certificate in Project Management, which is useful in her work as part of a NonProfit organization focused on community empowerment ventures. Vanessa is a member of the Bar Association of Saint Lucia.

Turning Point Drug and Alcohol Detoxification and Rehabilitation Centre

in 2003.

Robert Huggins graduated from the esteemed St. Mary’s College in Saint Lucia in 1998. An undergraduate degree in Psychology at UWI, St. Augustine came

Upon his return to saint Lucia, he worked at the Caribbean Drug and Alcohol Research Institute (CDARI) as a Research Assistant, then briefly with the National AIDS Programme Secretariat under the Ministry of Health and Wellness which, in 2007, opened up the door for his entry as a Programme Officer in the Substance Abuse Advisory Council Secretariat of the same Ministry. Eight years later, he started a Master’s programme at UWI Cave Hill in Counselling Psychology. He spent one year at the Mona Campus completing the practicum aspect of that degree and returned to Saint Lucia in 2017. In May of this year, he accepted the position of Director at Turning Point Drug and Alcohol Detoxification and Rehabilitation Centre where some of the best and most dedicated health staff are employed. BusinessFocus

Jul/Aug

BUSINESS FOCUS

Contact:

NEW COMPANY REGISTRATIONS COMPANY

NATURE OF BUSINESS

DIRECTORS

Alibaba Imports Group Ltd.

Trading and retailing of merchandise

Wassim Bashity

American Home Décor Ltd.

The business of retailers of household supplies.

Mohammed Yasin

Benmarie Limited

Real Estate

Stennett Bent |Vanessa Morgan

Biotec (SL) Limited

Renewable energy construction, Installation, Solar photovoltaic and Biomass

Duane Jean Baptiste

Bonds Insurance Agency Inc.

Insurance Agency

Keith Quentin Smith | Deale Lee Geraldine Lendor-Gabriel

Brimpton Limited

Property holding company

Craig Barnard | Pauline Barnard Andrew Barnard

Captain Ron Tours and Entertainment Activities

Land, air and sea tours and entertainment events.

Aaron Alexander | Thomas Ambrose Gervin Ambrose

Caribbean Galaxy Real Estate Ltd.

Real Estate

Ying Jin

Caribbean Strategies Network Ltd.

Business Development and Social Entrepreneurship

Samuel Bowers

Castle Valley Inc.

Property holding

Duane Jean Baptiste

Clee’s Health Foods Ltd.

Provision of foods and supplement.

Quentin W. Johnson Cleanne L. Johnson

Client Solutions (Insurance Brokers) Ltd.

Insurance Brokerage

Horace Renison Fraser Deldridge Flavius Germa Dorius-Deterville

Das Accounting and Supplies Service Ltd.

Accounting and Auditing Services

Dale Malcom Joseph Hudus Malcom Kimberly De’ Leon-Williams

ED-Essentials Inc.

Retailing and Manufacturing

Jenny Alcide-James | Lyndel James

Farmsai Inc.

Information Technology Services

Philip Wells

Feel Free Car Rental Ltd.

Car rental services

Brendon Kerwin Gustave

Gablewoods House Inc.

Generally, to do any other business which is not restricted by law.

Patrick Isaac

Gourmet Delicacies Ltd.

Food processing

John Baptiste Felix Beverly Andrea Felix

Gravytec Energy Limited

Energy Development, Technology distribution & Sales

Leo Harrigan Lorenzo Rudolph Francis

Harlan Security Inc.

Provision of security services. Generally, to do any other business which is not restricted by law.

Dax Kaunda Norville Irwin Jean

Holdyear Enterprises Ltd.

Specialize in building of houses and roads, box drains, curb and supplier, bridges, Propane and diesel systems, design and contracting.

Dale Mario Hippolyte Renee Tylia Pologne

BusinessFocus

Jul/Aug

NEW COMPANY REGISTRATIONS COMPANY

NATURE OF BUSINESS

DIRECTORS

IDC (Caribbean) Holdings Ltd.

Construction and transport

Sebastien Albertie

INEZ Ltd.

Importation and retailing of foods, supplies and vitamins.

Thimica Teola Cumberbatch

J’S Electrons & Construction Service Ltd.

Specializing in general contracting domestic commercial and industrial installations and maintenance, generators, network cabling and armored cable distributions.

John St. Rose

Jag Petroleum Ltd.

To carry put all types of business with oil, petroleum and like products except banking and financing.

Julian Adjodha

KD Holdings Ltd.

Holding company

Kedhma Dorh

Kildare Properties Inc.

Property holding company

Kildare Management Inc.

Lucian Shipping and Logistics Inc.

Import / export

Elijah Theodore

Lucias Best Inc.

Tours and taxi services etc.

Carswell Francis Justin Henry

Marshall Petroleum Inc.

To carry out business of retail and production of oil, petroleum and like products and similar energy based products including natural gas.

Wendall Marshall Gail Marie Marshall Julian Ajodha

My Oasis Ltd.

Soaps

Rachael Hosier | Steve Hosier

New Media Publishing Inc.

Publishing of musical compositions.

Shayne Ross | Maurice K. Compton Keen Cotter

Notox Inc.

Supplier of skin care products

Agnes Savenok

Ocean Estate Limited

Real estate

Crown Nominee Service Limited

Optima Construction Company Limited

Construction Works

Debra Tobierre | Keifer F. Vitalis Kenneth D. Tobierre

Quattro Boat Charters Ltd.

Operation of Boat charters

Andrew Waugh

RonJon’s Limited

Bar & Restaurant

PIF Corporate Services Inc.

Rubixperience Ltd.

Franchise management and events co-ordination

Laraine Alexander | Ryan Alexander Cherrise Alexander

Sherwin-Williams STL Limited

Semi-manufacturing and sale of customized paints and related products

Sherwin-Williams (St. Lucia) IBC Inc.

Stepping Stones Afterschool Care & Support Inc.

Non-profit company aimed at providing afterschool care services to children.

Joan E. F. Sylvester-Parson Karen Fontenelle Peter Marilyn Hyacinth

T-Shirt & Souvenirs Plus Ltd.

Wholesale and retailing of clothing and souvenirs…

Lydia Sadoo

BusinessFocus

Jul/Aug

BUSINESS FOCUS ADVERTISERS INDEX

COMPANY 1st National Bank

Advertisers Index

Page 31

Advertising & Marketing Services

51 & 91

Agostini Insurance Brokers (St. Lucia) Limited

Alex Auto Parts

Alternative Security Services (St. Lucia) Ltd.

Automative World

Best Rate 24 Hours Car Rental

Billy's Cleaning Services and Supplies ltd

Blairs Auto Parts

Chattered Professional Accountants (CAN)

CIBC First Caribbean Civil Service Credit Union

Cool Breeze

Dr Ramos Medical Centre

EC Global Insurance

Ernst & Young

Exel Sign Ltd

Ferrands

FLOW

Grant Thornton

Kleydun Consulting Services

Lazarus Funeral Home

Lewis Industries Limited

LUCELEC

Mauricette's Auto Repair Inc

MedCare

Northwest

Radiator & Hose Works Ltd.

RBC

Renwick & Company Ltd.

Scotiabank

SMJ Beverages

St. Rose Auto Rental Services

Tool Hut & Auto Supplies

Top Stone Fabrication Ltd.

West Indies General Isurance Company Ltd

COVERS Automotive Art

IBC

FLOW

IFC

Harris Paints

OBC

BusinessFocus

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