Guyana Inc. Magazine Issue 34

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THE ART OF DIPLOMACY…

GUYANA NOW NOW GUYANA SUMMONED TO TO ANSWER THE CALL CALL TO HELP TRINIDAD TRINIDAD & TOBAGO TOBAGO

OIL OIL & & GAS GAS

INVESTORS’ INVESTORS’GUIDE… GUIDE…

UNDERSTANDING UNDERSTANDING PRODUCTION PRODUCTION SHARING SHARING AGREEMENTS AGREEMENTS INGUYANA GUYANA IN

THE ERUDITE ERUDITE THE ENTREPRENEUR ENTREPRENEUR

Lars Mangal

THE FINANCIAL FINANCIAL SECTOR AND AN AN ENABLING FOR ENVIRONMENT FOR ENTREPRENEURSHIP, ENTREPRENEURSHIP, SMALL MICRO & SMALL BUSINESSES IN IN GUYANA THE STRENGTHS STRENGTHS & WEAKNESSES WEAKNESSES OF GUYANA’S GUYANA’S TAX SYSTEM SYSTEM

POSITIONING HUNDREDS HUNDREDS OF POSITIONING GUYANESE TO TO FULLY FULLY PARTICIPATE PARTICIPATE GUYANESE IN THE THE BOOMING BOOMING OIL OIL INDUSTRY INDUSTRY IN Edition 34

Guyana Inc. 1

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CONTENTS Founder and Publisher Teshawna Lall, BA, MBA Managing Director Frank Sanichara

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Marketing Iconic Marketing & Printing Rozana Mohamed

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Design Iconic Marketing & Printing Editorial Contributors Kiana Wilburg Sharmain Grainger Feona Morrison Rae Dawn Brusch Simran Gajraj Tiffanne Ramphal Richard Rambarran Brian O’Toole Eric Phillips Roshan Khan Shabana Shaw The Ministry of Education The Ministry of Public Health GUYTIE Guyana Tourism Authority

24 Saffon Street, Charlestown, Georgetown, Guyana, South America.

Tel: (592) 223-2169 or (592) 226-7454 For Subscription in Guyana and the Caribbean Contact: (592) 223-2169 or (592) 600-6887 North America: 347-599-6426 Email: guyanainc@gmail.com Website: www.guyanainc.biz

30 The Strengths And Weaknesses Of Guyana’s Tax System ............................................................ 4

Shaping And Promoting The Development Of The Creative Arts Industry.................................... 29

The Guyanese Timber Market Faces a Number Of Challenges ...................................................... 6

The New Vehicle Market

The Green Guyana Expo and International Small Business Summit ............. 8 The Erudite Entrepreneur Lars Mangal...

Positioning Hundreds of Guyanese to Fully Participate in The Booming Oil Industry ........ 10 The Financial Sector and an Enabling Environment for Entrepreneurship, Micro & Small Businesses in Guyana ......................... 16 What Benefits Will Result From Investing In Your Employees ......................... 18 The Parliament Building: The Cradle of Guyana’s Democracy...................... 19 Guyana Now Summoned To Answer The Call To Help Trinidad & Tabago............... 20 Challenges to the Teaching System...

While every effort has been made to ensure that information is correct at the time of going to print, Iconic Marketing & Printing cannot be held responsible for the outcome of any action or decision based on the information contained in this publication. The publishers or authors do not give any warranty for the content, explanation or opinion. It is advisable that prospective investors consult their attorney/s and/or financial investor/s prior to following/pursing any business opportunity or entering into any investments.

No part of this publication may be reproduced, vstored in a retrieval system or transmitted in any form without prior written permission of the Publisher.

Are We Failing Our Children?......................... 23 Guyana Gears to Host It’s Largest Trade And Investment Exhibition ................... 24 What You Need To know About Body Dysmorphic Disorder............................ 25 Safeguarding Food Supply And Protecting Traveller’s Health........................................... 26 Key Tips Every Home and Business Owner Should Consider to Prevent Property Crime.. 28 The Theatre Guild: A Phenomenal Instrument In

Sees Notable Changes................................... 30 High Quality Infrastructural Works Become Highlight Of NDIA’s 2017-2018 Performance.32 World Suicide Prevention Day Message........ 36 Bet On One Big Idea Or Diversify................... 37 Understanding The Process Of Case Management in Guyana’s Courts................... 38 What You Should Consider Before Rehiring Former Employees........................... 39 Mining Sector Licenses: Understanding Acquisition And Inherent Challenges............. 40 Guyana & The Wider Caribbean Faces Crucial Constrains To Global Competiveness............. 42 Understanding Production Sharing Agreements In Guyana .................................. 44 Christianburg Wismar Secondary School Begins Offering CAPE For The New School Year .................................... 45 Akeem Adams - A Young Violinist Who Tugs at the Heart with his Music ................... 46 Tourism Authority Moves Swiftly To Expand Guyana’s Reach And Attractiveness In Key Markets.......................................................... 48 Listening Isn’t Just Hearing...........................49 Local Talk Show Seeks Better Lives...............50

Editorial

The Strengths and Weaknesses of Guyana’s Tax System

By Kiana Wilburg

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ith only modest and sporadic success, Guyana has faced tremendous challenges in establishing an efficient and equitable tax system capable of providing a substantial amount of revenue to meet the required level of public spending.

The inefficiency and inequity of the current system are manifest in high tax rates; a tax structure that often provides disincentives to risk-taking, investment, growth and development and incentives for rent-seeking and corruption; a high concentration of taxes and extensive tax evasion; and by implication, an inordinately high burden on compliant taxpayers.

Additionally, as emphasized by the Minister of Finance in his 2015 Budget Speech, any attempt to undertake the fiscal programmes necessary for the country’s development and tax system transformation could lead to macroeconomic destabilization. Therefore, to understand the magnitude of the reforms that would be needed for Guyana’s tax system, one must flesh out its strengths and weaknesses.

INHERENT STRENGTHS Based on the current structure, mode of operations, performance and revenue outcomes, there could be little justification in saying that Guyana’s tax system is strong, robust and very effective in contributing to the achievement of the Government’s economic and social objectives. While, by international standards, the tax yield (using a revenue/GDP measure) is not unimpressive, this may be partly a result of the understatement of economic activities.

Accordingly, there are certain inherent factors that should have allowed the system to perform better than it has done in the past.

First, the extreme openness of the economy ought to make for a considerable degree of 4

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administrative ease and fruitfulness in outcomes with respect to the imposition of custom duties.

But its effectiveness was and continues to be diluted by the high incidence of exemptions, widespread evasion and under-declaration of imports, corruption and lack of enforcement by the tax authority.

Second, VAT has proven to be a very high revenue earner. But more revenue can be garnered if the increasingly high incidence of zero rating is curbed, and even reversed. In addition, yields can be further increased if more small establishments can be brought into the tax net (by enforcing the threshold for VAT registration) and if the not insignificant practice of larger establishments sometimes selling eligible products without applying the VAT rate (facilitated by the nonissuance of a receipt) could be pursued more vigorously.

Third, current statistics indicate that VAT, which is linked to other taxes, is rigidly enforced in Georgetown but poorly enforced in other regions.

Fourth, there is a long established (since 1929) tradition of paying corporate and individual income tax. Knowledge of this practice could be a psychological basis for cajoling more people to be tax compliant. More intensive education, while capitalizing on fairly high literacy rates, could result in an attitudinal metamorphosis; and a tradition of intensive consultation could result in substantial buy-in with respect to tax reform when the need arises.

In addition, none of the political parties is so conservative, and to the right of the political spectrum, as to make taxes an anathema or campaign issue and to stand vigorously against tax reform, in keeping with changing economic circumstances and designed for a country wishing to undergo a socio-economic transformation.

INHERENT WEAKNESSES The main weaknesses in the Guyana tax system include an excessive amount of exemptions; significant evasion and avoidance; low administrative capacity; a relatively narrow tax base; and high effective tax rates in certain sectors and a failure to achieve the desired amount of equity.

There is an inordinate amount of exemptions granted to businesses, companies and individuals. The corporate exemptions (worth over $43 Billion in the last five years) relate mainly to customs duties, VAT and excise taxes and are very significant when measured as a percentage of Government tax take, GDP or private sector investment. In addition, there are tax holidays, miscellaneous waivers and other concessions, and accelerated depreciation and other types of investment allowances. This generous situation has arisen both as an attempt to offset the high rate of corporate taxation (“doctoring”) and as a result of the excessive exercise of ministerial discretion, the randomness of which could lead to economic distortion and misallocation of resources.

The instinctive and on-the-spot exemptions to interest groups have been used by politicians, sometimes genuinely, to address hardships but not infrequently to curry favours with segments of the electorate. Such a practice can contribute to a tax system in which there is discrimination of one group over another based on political appeal and lobbying muscle. With respect to tax waivers granted to certain individuals, such as the President, the Attorney General, the Chancellor, the Chief Justice and the Auditor General, a rationale or justification is hard to find, especially since it sends the wrong signals to those persons whom the Government is hoping to rope into the tax net. Various forms of tax exemption have also been used to favour Members of Parliament and to provide nontax benefits to public servants to compensate for what is perceived to be inadequate salaries.

However, they constitute unfair discrimination, which causes dissatisfaction with the private sector.

The high incidence of evasion relates to those companies and individuals who use various devices to evade the several taxes imposed on them by law.

There is also a very large underground economy, made up of both unincorporated firms, employing various evasion and avoidance practices, and selfemployed persons of various skills and occupations.

In addition, smuggling is rampant because of the thousands of miles of unpatrolled borders.

The failure to capture more operatives into the tax net is partly related to the relatively low capacity of the Guyana Revenue Authority (GRA) in terms of trained and skilled personnel; the absence of the availability of adequate and appropriate information technology; failure to use the available technology to capture common and relevant information regarding taxpayers; the absence of a common and adequate database; and a level of professionalism that is not sufficiently high to resist various forms of bribery. In addition, in the past administration, there has been political intervention/ interference so as to prevent the officers from conducting their duties in a fair and non-partisan manner.

The abovementioned weaknesses have all contrived to burden Guyana economy’s with a very narrow tax base, in terms of the relatively small number of firms and individuals that do pay tax (in addition to the high revenue concentration among those who actually pay). This derived weakness is also structural, given the significant share of the agricultural sector in the country’s GDP and the large number of small farmers.

Also, the large services sector, with its considerable number of small operatives with various levels of skill, income and net worth, do not lend itself to easy taxation.

Finally, the constellation of weaknesses and the peculiar nature of their inter-play has conspired to negate, to a considerable extent, the tax equity objective of the Government. At the vertical level, indirect taxation, which impacts irretrievably and indiscriminately on the poor, is high in yield relative to direct taxation. At the horizontal level, some pay corporate and individual income tax, while others do not; and the individual income tax burden falls disproportionately on fixed income earners. Over time, the tax structure has not evinced fundamental change.

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Guyana Inc. 5

Import/Export Analysis

The Guyanese Timber Market Faces a Number of Challenges

By Kiana Wilburg

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n March 2012, the Government of Guyana formally entered into the process of negotiating a Voluntary Partnership Agreement (VPA) with the European Union (EU) under the auspices of the global Forest Law Enforcement, Governance and Trade Action Plan (FLEGT). Adopted in 2003, the plan sets out a programme of actions that form the EU’s response to the problem of illegal logging and trade in associated timber products.

With the EU being one of the prime markets for Guyana’s forest exports, it is only logical that the country pursues efforts to attain FLEGT status. But this is easier said than done. Guyana is still stuck at the stage of improving its in-house structures to gain the licence. In fact, it will cost Guyana approximately US$10M to achieve this. This money covers the financial and technical support required for capacity building and other costs.

With that said, one must also consider the fact that the Guyanese timber market faces a number of challenges: developed nations have timber procurement policies that are not favourable for Guyanese timber due to their environmental accreditation requirements; there is poor perception of tropical timbers, in particular, Guyanese greenheart; there is lack of awareness of Guyana’s forest sustainability; the absence of forest certification adds to poor perception; and FLEGT licensing is not equivalent to certification of sustainability undertaken by the voluntary certification schemes such as the Forest Stewardship Council.

Therefore, FLEGT licensed timber will not guarantee acceptance of Guyanese timber into certain markets, particularly for private sector procurement.

Opportunities for Guyana, however, include: its historically low forest degradation rate; strong forestry management principles; its cost effective workforce and; greenheart

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being the only timber with a “13 Grade” that design engineers in Europe can use.

Guyana, thus, needs to change the current perception of its forest industry by communicating the facts through proactive media communication, online communication and responses from forestry bodies/senior officials to counter negative publicity.

NGOs and government advisory groups should conduct desk-based research and there needs to be increased inter-Governmental pressure.

In the long term, Guyana needs to actively pursue the finalization of FLEGT licensing and move towards a national standard on sustainability in conjunction with an independent certifying body.

One of the burning issues that remain is the non-acceptance of Guyana’s greenheart into the UK market by the Environment Agency’s procurement policy, due to the misconception that Guyana’s forest is not sustainable. Some experts have said that the UK, as a partner in the FLEGT VPA process, is engaging in double standards.

It is believed that this matter should be actively pursued at the political level. In relation to changing the negative image of Guyana globally, despite the efficient management of its forest, it is agreed by industry stakeholders that the Government,

private sector and civil society will need to advocate collectively in communicating the true facts on Guyana’s forests to the international community.

THE POTENTIAL FOR SYNERGIES EXISTS BETWEEN THE GUYANA-NORWAY REDD+ PROJECT AND EU FLEGT: In 2009, Guyana and Norway signed a Memorandum of Understanding on REDD which refers to reducing emissions from deforestation and forest degradation.

The agreed areas of work include EU FLEGT VPA as a REDD+ enabling activity. As a requirement of the MoU between Guyana and Norway, it was stipulated that Independent Forest Monitoring (IFM) should be followed by the monitor and the host institution as a set of minimum standards to be adhered to.

It covers the significant drivers of deforestation and forest degradation by covering all stages of the chain of custody as it relates to logs and lumber harvesting, transportation, processing and export.

REDD+ and LCDS integrate FLEGT VPA as REDD+ governance of which forest governance is one aspect.

In addition, Guyana’s intended nationally determined contribution has mainstreamed EU FLEGT VPA as a REDD+ Strategy under Forest Governance as an Unconditional Contribution.

REDD+ programmes, such as IFM, are thus regarded as good preparatory platforms for EU FLEGT. As such, in moving forward, synergies should be established with IFM. Guyana has been granted a no-cost extension to complete three outstanding activities centred on governance before moving on to the next phase of the partnership. These activities are: the initialing of the FLEGT VPA by Guyana under the EU FLEGT VPA process; application of candidacy by Guyana under Extractive Industries Transparency Initiative (EITI); and the advancement of remaining areas of work involving indigenous peoples.

NATIONAL DISCUSSION AND CONCERNS: There have been a series of national discussions where much focus was placed on the current status of the GuyanaNorway initiative. Locals were informed that the previous phase of the Agreement ended in 2015 and that the progression onto the next phase is contingent upon the three outstanding activities outlined above under the nocost extension.

Some have expressed a concern that the conversation thus far has not addressed the need for reforestation. It should be noted, however, that a specific unit within the Guyana Forestry Commission has responsibility for forest resources management, including reforestation. However, it has been said time and again that timber harvesting in Guyana is conducted on a selective logging basis which limits extraction to 20m3 per hectare, which is far above the current industry’s performance.

WITHIN THE TIMBER SECTOR, MARKET-BASED LEGISLATION IS CHANGING CONSTANTLY AND COUNTRIES NEED TO STAY ABREAST OF THESE: The Global Timber Forum (GTF) is a platform for groups, associations and federations within the private sector that are involved in forest activity.

Among its functions, the GTF provides technical expertise in accessing funding to support private sector engagement. It also provides a voice for the forest private sector. Important parameters about the timber industry are that: it is a highly regulated sector; various levels of permits are required for it to be legal; transaction costs for these permits are high; policies focus mostly on controls; controls established are not always supported by technical data; products from plantations receive the same treatment as products from the natural forest.

Within the sector, market-based legislation is changing constantly and more countries are likely to introduce laws within the next decade. Moving forward, exporters need to focus on understanding their own legal system so that they can assure their customers about the legal compliance and quality of their products.

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Guyana Inc. 7

The Green Guyana Expo and International Small Business Summit

By Eric M. Phillips Chair, Green Guyana President, African Business Roundtable 1990-91 White House Fellow

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n 2015, President Granger boldly proclaimed Guyana’s economic vision for the future. In his first address to the United Nations General Assembly, President Granger stated: “We see a ‘Green Economy’ as one that sustains economic prosperity, environmental security and social well-being.”

Although Guyana will become an oil producer in 2020, Guyana’s true comparative advantage is in its incredible patrimony. Guyana grows over 200 fruits and vegetables, arable land, no hurricanes and an abundance of sunshine.

Guyana has been blessed with an overabundance of “jewels”. We are a land of many waters, including the majestic Kaieteur Falls. We have breath-taking flora and fauna beyond our wildest imagination. We are a birdwatcher’s paradise with over 700 birds. We have the mighty Jaguar, the noble Eagle and the resplendent plumage of the Macaw. We have approximately 18 million hectares of pristine forests and are one of a few countries that constitute the “Lungs of the Earth.” We are among the highest forest coverage in the world.

Economy (PAGE) led by UN Environment and including the International Labour Organization (ILO); UN Development Programme, UN Industrial Development Organization and the UN Institute for Training and Research.

Guyana has been pursuing a low carbon development path for some time now. This process began with President Hugh Desmond Hoyte creating the Iwokrama Rainforest project in 1989 which set aside 371,000 hectares of pristine forests for research and development, enabling the lasting ecological, economic and social benefits to the people of Guyana and the wider world. This was followed by the Protected Areas Initiative in 1991.

In 2006, President Bharrat Jagdeo created the Low Carbon Development Strategy (LCDS) with the assistance of McKinsey and Company to continue the development of Guyana along a low carbon pathway to development. This focus was on preventing deforestation and an agreement with the Kingdom of Norway.

Guyana’s current Green State Development Strategy (GSDS), which is President David Granger’s vision of the world’s first green economy, builds on Guyana’s Iwokrama Rainforest Project, the Protected Areas Initiative and the Low Carbon Development Strategy (LCDS).

Many have called Guyana the “Kingdom of Nature and the Land of Enchantment.” Yet, our greatest wealth lies in our people and our diverse cultures: Amerindian, European, African, Indian, Portuguese, Chinese and Mixed. Within On October 18-21, 2018, the Green Guyana Expo and this canopy of wealth, the greatest jewels are our youth.

International Small Business Summit will be held at the Ramada Georgetown Princess Hotel and the adjacent Guyana is also a central part of the Guiana Shield along National Stadium. This event, led by the African Business with Suriname, French Guiana, Brazil, Colombia and Roundtable, one of five business services organizations in Venezuela. The Guiana Shield is one of the richest regions Guyana, has three goals. of biodiversity in the world.

1. Publicly plat-forming the Green State Development History is repeating itself as Guyana seeks to again become Strategy in practical ways so that the people of Guyana a Green State, even amidst its enormous mineral wealth of are educated about its principles, strategies, goals oil, gold (the famous El Dorado), diamonds, manganese, and milestones. This will be done in practical ways by and other ores. means of the Expo; Today, Guyana’s quest to become the world’s first 2. Highlighting the critical role small businesses will green economy is being developed by the Department play in ensuring that there is a sustainable and of the Environment and seven expert thematic groups environmentally inclusive transition from a “brown” comprised of Guyanese private sector organizations , noneconomy to a “green” economy; and governmental organizations and government ministries with technical support from five United Nations agencies 3. Ensuring government policies are developed and under the umbrella of the Partnership for Action on a Green geared towards promoting small businesses so that

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they can be successful in a green economy.

President Granger will give the Keynote Address to this Inaugural Green Guyana Expo and International Small Business Summit.

Recently, President Granger’s speech on Environmental Stewardship gave insights into his vision. He stated, “Guyana is in transition to becoming a ‘green’ state.

The ‘green’ state is a comprehensive developmental model which places emphasis on the protection of our environment, the preservation of our biodiversity, the promotion of the use of renewable energy and the adoption of practical measures to ensure climate adaptation. This country understands too well the risks posed by climate change. We cannot ignore the evidence of the daily damage to the coastal zone, frequency of flooding in the hinterland and extreme meteorological events. Guyana’s adhesion to the Paris Agreement on climate change affirmed that we stand on the side of the believers – those who are interested in slowing the rise in global temperatures. The GSDS is part of the means to develop a more resilient economy. It will help to boost production, enhance food security, promote value-added manufacturing and graduate Guyana towards becoming a digital nation through the use of ICT and to develop ‘green’ sectors such as transportation and renewable energy generation. The ‘green’ state will improve sanitation and safety. It will protect our land and rivers by ending the reckless disposal of waste and eliminate the use of mercury and single-use plastics”.

The vision of the Green Guyana Summit is to be a catalyst for the development of small businesses so that they can become the engine of growth and job creation for the transformation of Guyana’s brown economy along a low carbon, resource efficient and environmentally responsible path towards a Green Economy.

Minister of Finance, the Honorable Winston Jordan, in his 2018 Budget Speech echoed this important role of small businesses.

“Small businesses represent a vital component of our economy and getting more out of them at the time the government is rebuilding the governance structures of our public institutions is critical to boosting productivity and achieving greater economic growth and sustainable development.”

The Green Guyana Summit seeks “to promote the growth and importance of small businesses in Guyana so that a stronger, more resilient and diversified economy is sustained”. Speakers from 14 countries will attend the Summit, which will have six panels: (1) The Green State Development Strategy (GSDS); (2) green energy; (3) green manufacturing; (4) green services and green living ; (5) green agriculture; and (6) green financing.

From Guyana, there will be such speakers as Dr. Suresh Narine (Head of the Institute of Applied Science and Technology (IAST) and Chairman of CGX, Dr. Paulette

Bynoe and Dr. Terrence Blackman. From the USA, the contingent will be led by Gabriel de Alba, who is the Managing Director and Partner of Catalyst, and who was recently recognized by the Global M&A Network as the 2018 Global Private Equity Growth Dealmaker of the Year.

Gabriel de Alba is also a founding member of the Bank of America International Merchant Banking Group. There are also key speakers from the UN System, including Mr. Leo Heileman and Adriana Zacariais Farah and Ambassador Mikiko Tanaka, the Resident Representative in Guyana.

The Summit will highlight private sector opportunities in a green economy. Delegations from Barbados and as far as the United Kingdom are expected. Interestingly, Barbados has over 200 electric cars in operation. The expo will have dedicated areas for our budding youth entrepreneurs as well as women in our villages that have pursued green agricultural initiatives.

A significant part of the expo will be dedicated to the education of the Nation, especially our youth and Private Sector. Schools all across Guyana will be invited to attend.

The event will begin with a Film Festival on National TV during the two weeks prior to the event. There will all be a focus on inspiring and informing the nation and especially our young in our schools and educational institutions.

The expo will feature: 1. A green youth entrepreneur section.

2. A green village section for village entrepreneurs who are pursuing green initiatives.

3. A green kids zone created by Conservation International, World Wildlife Federation and OCC. 4. A green Guyana video section which will be based on a national competition for anyone to share his or her vision of a Green Guyana.

5. A green art wall competition which will allow our artistic individuals to express themselves.

Guyana is on the move to ensure sustainable inclusive growth underpinned by its commitments to Agenda 2030 and to Guyana’s global commitments on climate change.

Guyana needs to “Think Green, Act Green, Manufacture Green, Buy Green and Live Green!”

The Inaugural Green Guyana Expo and International Small Business Summit is one of many steps in Guyanese having a shared 2030 vision which is to create: “A green, inclusive and prosperous Guyana that provides a good quality of life for all of its citizens based on a sound education and social protection, low-carbon resilient development, green and decent jobs, economic opportunities, individual equality, justice and political empowerment. Guyana serves as a model of sustainable development and environmental security worldwide, demonstrating the transition to a decarbonized and resource efficient economy that values and integrates the multi-ethnicity of our country and enhances the quality of life for all Guyanese.”

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Guyana Inc. 9

The Erudite Entrepreneur

Lars Mangal…

Positioning Hundreds of Guyanese to Fully Participate in The Booming Oil Industry

By Sharmain Grainger

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ith astounding oil discoveries, enough to ensure that Guyana is not only propelled out of the grip of poverty but perhaps into being one of the richest nations around the globe, there is no denying that the emerging oil and gas industry is especially crucial.

Steering Guyana to its ‘black gold’ destiny has been one of the major operators in the industry - ExxonMobil. And the exploration work of this world’s largest publicly traded Oil and Gas Company in the waters of this third world nation has been nothing short of phenomenal. With the ability to operate in depths of 1- to 2,000 meters of water, its work can easily be likened to putting a man on the moon.

Well, at least this is according to a man who has been playing a major role in helping Guyanese to truly be a part of this massive oil and gas movement.

Although Lars Mangal could have been just about anywhere in the world utilizing his oil and gas expertise, he opted to return to the land of his father – Guyana – to ensure that it is well prepared for a commodity that will eventually afford it a First World status.

Mangal, during a recent interview with this publication, shared his view that Guyana is not only blessed by its sizeable oil reserves but also because it has at its disposal the best in class operator – ExxonMobil – making its discoveries. “This is truly a unique, once in a lifetime opportunity that we are seeing and experiencing here in Guyana at the moment, and the country is fortunate to have an operator like ExxonMobil who has the capacity to do it and do it right,” said Mangal.

He added, “That’s very good for Guyana, to have one of the most professional companies with the capacity, not only financial but also the technical and operational capacity to develop and execute the types of projects that are going to be developed offshore Guyana at the pace being planned.”

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As he considered the magnitude and pace of the work being done by ExxonMobil to realize Guyana’s oil and gas sector, Mangal made it clear, “this is not a small feat.”

In fact, he is convinced that there exists a wonderful opportunity for ExxonMobil, the government and people of Guyana to ensure that things are set up in the right way unlike many other oil producing countries that have had a long history of struggling to develop successfully and have missed opportunities to build real local capacity in a sustainable way looking beyond the oil and gas industry.

“I think there is a very unique opportunity for Guyana and for all the stakeholders, ExxonMobil, other operators, the government and civil society, to participate in something that can truly be unique and successful and be a showcase for the world,” said Mangal, who has been lending his support through his company TOTALTEC. Through the creation of strategic partnerships and building capacity with the best in class, knowledge, safety and integrity in focus, TOTALTEC is a company established by Mangal to foster the development capacity in Guyana for the oil and gas industry that is second to none.

“We form strategic partnerships with Guyanese and international companies that are going to be the foundation for a very successful Guyanese participation in its oil and gas industry in the future,” said Mangal of his company situated at 266 Earls Avenue, Subryanville, Georgetown.

Essentially, the company is one that has been preparing Guyanese to work in the oil and gas industry, even helping them to move from a place

“We form strategic partnerships with Guyanese and international companies that are going to be the foundation for a very successful Guyanese participation in its oil and gas industry in the future,”

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where they were only able to provide offshore support or a very, very basic level of labor support to being able to participate in the more technically advanced operational positions.

SON OF THE SOIL But exactly who is this man who has been helping Guyanese to do the unthinkable? Although he spent most of his adult life living abroad, Mangal, the son of Dr. Keshav [aka Bud] Mangal and the Danish Jonna Mangal, grew up right in Subryanville, Georgetown. In fact, he attended school in Georgetown up until the age of 15 when he moved to Edinburgh, Scotland. It was there that he finished high school and went on to complete an honors degree in Engineering.

With his engineering knowledge, he was able to secure a position at Schlumberger – the largest oilfield services company in the world.

“I worked with them around the world in various capacities – technical, operational and in the executive capacity for 20 years,” Mangal shared.

Well respected and fully attuned with the oil and gas industry, Mangal’s next career move was to join a medium sized technology company also involved in oilfield services, called Welltec, based near Copenhagen, Denmark.

There, he remained for a total of five years as the Chief Commercial Officer and Senior Vice President with responsibility for the company’s operations in Russia, the former Soviet Union, the United Kingdom and continental Europe.

INTRIGUING NEWS But then there came a point when this widowed father of two daughters – Soffia and Sole – decided that it was time to relocate from Copenhagen, Denmark to London. However, it was during the process of relocating that he learnt for the first time that ExxonMobil was doing some exploration offshore work in Guyana. In fact, Mangal became quite intrigued when he heard news of the large oil discovery ExxonMobil had made in his homeland in 2015.

“I decided that there was an opportunity for me so I chatted with my father, who was alive at the time, about the prospect of coming back to Guyana and setting up a company to participate

TOTALTEC Academy Graduation ceremony recently held on September 12, 2018 attended by the Honorable Prime Minister, Moses Nagamootoo.

in the oil and gas industry for me to give something back in terms of building capacity and developing the opportunity to participate and support capacity building within the industry,” Mangal recounted.

He envisaged, of course, being able “to take some of the lessons that I have learnt along the way – what has worked and what has not worked – and bring that into the industry of Guyana so that things can be accelerated, especially in terms of local content and the participation of Guyanese in the oil and gas industry.”

INSPIRE AND DEVELOP By 2016, Mangal was on his way back to Subryanville with a clear plan – to implement TOTALTEC Oilfield Services, a company embracing the mission to inspire and develop Guyanese capabilities in the oil and gas industry. The company has been showing encouraging signs.

“First and foremost, we are showing that it can be done. We can inspire, build and develop Guyanese and I think the most exciting thing for me is to see the enthusiasm of a lot of young Guyanese who want to participate in the industry,” Mangal confided.

Upon his return, Mangal, with the support of capable team players, was able to advertise for and recruit around 100 individuals who were brought on board in various capacities, including support and operational positions, on the shore base.

According to Mangal, from the onset it was clear that many Guyanese were already excited about

Lars Mangal pursuing one of his hobbies on the Berbice River enjoying the fresh air and catching Peacock Bass (Lukanani) in 2018.

the oil and gas industry since “we had over 3000 applicants in the first week of advertising the positions we had on the shore base.”

The enthusiasm was even more evident when the TOTALTEC academy was introduced with the goal of recruiting, employing, training, developing and providing career orientation for the oil and gas industry.

“We were so overwhelmed by the enthusiasm and the quality of the recruits we brought into the academy and the performance of those recruits,” said Mangal. This is in spite of the “very tough regime in the academy. The routine is six days a week [Monday to Saturday], eight hours a day and an examination every day and the pass mark is 85 percent,” Mangal disclosed.

He proudly assured, “We have had no failures on the three programs that we have run so far this year.” Based on the modules being taught, a single programme could span eight to nine weeks and, according to Mangal, “we are employing all of the graduates. They don’t need to pay us; they are actually being paid to be trained.”

“So this is a very, very big investment from us,” said Mangal as he recalled, “When I first came to Guyana, I said we would aim to train 100 in the first year of setting up the academy. In fact, I didn’t think we would have been able to do it, but now I can tell you confidently that we will do it. We will train 100 Guyanese within the Edition 34

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first year of launching the academy.”

CHANGING NORMS But not only has the academy been helping to prepare a growing number of young people for the industry, it has also been severing cultural norms to include females in its training batches.

“It has been extremely rewarding for us that we have also been able to attract young women to the oil and gas industry to take up operational positions. Culturally, that is not something that you would expect,” Mangal mused.

He added, “You don’t see young women on construction sites in Guyana. But, now we in fact have four young women on our operational safety programme and they will be graduating in October of this year. And we have another six coming in October on the fourth programme which will graduate in December of this year, giving us more than 100 Guyanese, including 10 young women, in the capacity to be able to participate in operational positions either onshore or offshore in the oil and gas industry with the necessary skills sets and certification to do so.”

The TOTALTEC boss, moreover, added, “We are excited about that; that certainly has been a breakthrough.” Indeed the breakthrough was one that was eagerly encouraged by patron of the academy, Natural Resources Minister,

Raphael Trotman. “I have been very pleased with the results and the remarkable progress that we have been able to make and now we have, I believe, the momentum building to attract more and more young women into the industry and not to be excluded from what was typically considered to be jobs and opportunities that would be male dominated as it culturally is in Guyana,” said Mangal.

LOCAL CONTENT

As he considered the important role that TOTALTEC has been playing, Mangal added, “We see ourselves as almost an incubator and a partner to the oil and gas industry of Guyana.” In so doing, he explained that his company has the wherewithal to incubate ideas and opportunities even as it helps to develop both local and international partnerships to build capacity.

The primary aim, according to Mangal, is not only to contribute in a sustainable way to making sure those businesses are successful, but to also ensure that they add value and bring something back to Guyana that helps to build its participation in the industry and not simply allow skills, technologies, products, equipment, etc. to be imported to support the industry. It is therefore Mangal’s expectation that there will be a strong industry development in Guyana that will be sustainable in the long term.

“For me, it’s only the beginning and we are just getting started in building partnerships, in building businesses to support the industry, and this industry in Guyana will have a very long future ahead of it. If you benchmark other markets and other countries that started in the oil and gas industry 50, 60 and 70 years ago, they are still active, they are still producing,” asserted Mangal.

He, moreover, added, “With the scale of the discoveries that you have here in Guyana, we expect that we are at least looking at 50 to 100 years of strong sustained and hopefully very successful levels of production, of Lars Mangal with daughters, Sole and Soffia, and his mum business and activities for the country, Jonna at the graduation of Soffia from Copenhagen people and the companies involved.”

International School in 2015.

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Guyana Inc. 15

The Financial Sector and an Enabling Environment for Entrepreneurship, Micro & Small Businesses in Guyana: Understanding the Role of Institutions

By Richard Rambarran

Introduction: A brief remark on Entrepreneurship, Business Development & State

T

he interdependent relationship which exists between entrepreneurship, business development and public policy is now overwhelmingly apparent. The notion that a state has the ability to grow an economy independently, devoid of private ownership and a private sector has been tested in several instances and failed abysmally. The obverse, that an economy can grow without a government providing the necessary public infrastructure - physical, legal, institutional, digital and financial – has also been dismissed.

A pragmatic approach which is able to strike the ‘middle ground’ and find a role for both state and private sector is necessary in the contemporary global environment.

This ‘middle ground’ in a pragmatic approach to governance and economic development is best served when the state acts as a facilitator of private sector development. This has been absorbed into common parlance as the ‘creation of an enabling environment’ to doing business. In analyzing an enabling environment, of paramount importance is the parameters within which private entities operate. In the context of this discourse, these parameters are the legal and institutional infrastructure of the financial sector which supports entrepreneurship, micro and small businesses.

Supporting Entrepreneurship, Micro and Small Businesses in Guyana: Institutional Infrastructure In supporting entrepreneurship, micro and small businesses, it has been established in previous writings by myself (see Stabroek News: June 7, 2018) that ‘despite the efforts of the private sector, there needs to be deliberate, concerted and coordinated efforts between public institutions and the private sector to increase the catchment of borrowers by reducing risk and granting supportive mechanisms for entrepreneurial, micro and small business. One of the keys to successfully supporting entrepreneurship, micro and small businesses in an environment of private sector-led growth lies in the government’s ability to reduce the risk of lending to entities.

This approach is best suited since it facilitates private sector development from a two-pronged approach – it allows for the nurturing of young businesses by increasing the amount of capital which can flow to the entity through reduced risk; while banks, as private sector entities, continue to be profitable, which can increase their share of loanable funds.

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It is with this in mind that a series of deliberate programmes and policies can be mapped into our institutional framework to promote private sector development. These are elucidated in the following section.

Institutional Framework - Programmes & Policies to guide entrepreneurship in Guyana In a general sense, the programmes and policies which can promote startups and small business development in Guyana can be grouped into three (3) thematic areas, viz: a.

Risk-Reducing Measures b.

Indirect Injection Measures c.

Network and Relational Measures A. Risk-Reducing Measures 1.

Business Incubators The Business Incubator model gained prominence in the cradle of the developmental state of Singapore during the 1970s and 80s. This model quickly spread throughout the East Asian countries and became an integral component of the private sector development toolkit of the ‘East Asian’ tigers. Through this mechanism, many start-ups flourished and contributed to the economic growth of the country. The private sector developed and grew stronger, to the heights of international competitiveness.

With government continuing to have a major influence on the direction and trajectory of the economy and financial sector in Guyana, a business incubator based on sectoral and sub-sectoral priorities would be critical in catalyzing growth. Such a support scheme can provide technical assistance and greatly reduce the likelihood of failures in the embryonic stage of a business. During this period, the availability of resources, inclusive of skilled human resources with the requisite expertise and technical knowledge, are scarce to small businesses. The provision of these services in the form of a business incubator would ensure that one of the most valuable resources at the most valuable times can be accessed by startups and small businesses.

2.

Business Acceleration Programmes Complimentary to the Business Incubator is that of a Business Acceleration Programme. Whilst the Business Incubator will set the conditions for the startup to get off the ground, the Business Acceleration Programme would ensure that the entity is able to grow in size and strength.

Improving its resilience, improving capacity, becoming certified, quality controls, standards, export market readiness, access to credit amongst many others are some areas which a Business Acceleration Programme could be geared towards. These can be based on an empirical study conducted to investigate the constraints to business growth at each stage or size of business. Some prominent examples are the Harbour Accelerator Programme in the US and the MaRS Accelerator Programme in Canada.

3.

Entrepreneurship Mentoring Programmes The challenges to small businesses are amplified by their lack of resources as is available to large businesses.

A blueprint business and a suitable mentor have been utilized in developing countries recently to a fair degree of success. The Angel Investment Network, similar to that in Jamaica, has been recommended as measures to support entrepreneurship. This is worthy of exploration as entrepreneurs sometimes commit to the first promising opportunity they see and therefore tend to make themselves vulnerable to competitors. This inexperience increases the risk of business failure and can create industry-wide perceptions. Consequently, the cost of lending will increase as banks will compensate for the potential loss of credit.

The rubric, which facilitates their collaboration rather than competition with established players - who can offer resources, guidance, supply chains and help overcome bureaucratic hurdles to enable the start-up to quickly integrate and enter a larger established market – is one which will be growth-inducing and create multiplier and spin-off effects.

B. Indirect Injection Measures 1.

Development Bank with Sectoral Priorities A development bank with national sectoral priorities can be an invaluable instrument in ensuring growth to small businesses. Instead of competing with commercial banks, a development bank (which can involve private equity) can provide financing to commercial banks for specific sectoral developments. This will lower the cost of lending and will act as a strong complement to the risk reducing measures.

C. Networking and Relational Measures 1.

Mandatory Chamber of Commerce or Private Sector Association Membership Economies are embedded in societies and, as such, much of the cultural values are transferred to the ethos of business in a country. In Guyana, the society is one which is characterized by networking and inter-personal relations.

When taken in the context of transactions and business relations, networks and relations are powerful instruments which can be leveraged in small business growth. A strong network will ensure that an entity is integrated into the supply chain easier than an entity without a strong network.

For this reason, mandating membership within a private sector association, such as the Chamber of Commerce, would allow for improved relations among entities and

can provide a critical network for small businesses and startups to leverage in their embryonic phase. It can also ensure that a mechanism is provided for an organized voice representing small business and startups to route concerns.

This can aid in a ‘discovery process’ of the right policy mix.

Many of the Latin American countries have adopted this model, which ensures that entities which are seeking to do business both in and out of the country are legitimate and adhere to a minimum code of ethics.

2.

Entrepreneurship Development Board linked with Academia, Private Sector Associations, Civil Society and Government Entrepreneurship, entrepreneurial abilities and spirit are all transformed into micro and/or small enterprises. The actions associated with entrepreneurship are driven by the individual and the spirit and abilities of the entrepreneur are guided by different segments of society, including academia, the efforts of government, civil society and the influence of the private sector associations. With this in mind, an Entrepreneurship Development Board (EDB), which is responsible for the crafting of policies as it relates to entrepreneurship, is necessary. This EDB can serve as the Board for the institutions which promote entrepreneurship and small business development. This will allow for the spirit and culture of entrepreneurship to be influenced by all segments of society and will foster deeper relations in the context of a stakeholder approach to business development.

Conclusive Remarks The argument for linking financial sector development to economic growth is that a well-developed financial system performs some important functions, such as reduction of transaction costs and financial intermediation, identifying and financing good business opportunities, enabling risk diversification and facilitating the exchange of goods and services. These functions result in a rapid accumulation of capital and foster technological progress, among others, which are vital ingredients for faster economic growth.

Whilst this array of programmes and policies are by no means exhaustive, they establish an inextricable link between entrepreneurship and public policy, which has become increasingly important to private sector development and economic growth. Micro and small business persons must recognize that their success will also heavily rely on their own integrity, resourcefulness, perseverance and commitment; business acumen and savvy; and sacrifice, which are all features of a successful business.

The legal structure of the financial sector remains a critical component of fostering an enabling environment for entrepreneurship and micro and small business development. An examination of this will be critical for understanding the space for entrepreneurship, micro and small business development. This shall be the subject of a next article.

Richard Rambarran is the Executive Director of the Georgetown Chamber of Commerce & Industry and a lecturer in the Department of Economics at the University of Guyana. He holds a Masters’ Degree in Economics and several certificates from the IMF on Macroeconomic Stability, Financial Programming, etc.

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Guyana Inc. 17

What Benefits Will Result From Investing In Your Employees?

By Rae Dawn Brusch

E

mployees should be viewed as investments and not liabilities. Investing in employees will be beneficial company-wide.

Henry Ford, founder of the Ford motor company once said, “The only thing worse than training your employees and having them leave is not training them and having them stay.”

Sometimes, employees are either uninspired or actively disengaged due to pressures at work, lack of support, personal issues or fear that their jobs are in jeopardy. This is why it is important to empower them.

Every workplace wants highly skilled persons on their team but consider professional development to be the employee’s responsibility. On the other hand, the ones that think that hiring employees trained by someone else is less expensive have the wrong mentality.

Here are some important reasons why you need to invest in your employees: - Loyalty An employee trained by a company will be more loyal and will devote to that company. When people feel supported, they will become more creative and thrive. An employee’s support to a business is vital

for success. This loyalty will increase the company’s retention rate, since employees will stay much longer. The time taken to replace an employee can cost a business lots of dollars.

- Motivation Builder A motivated employee is a happy one. When an employee loves their job and can’t wait to arrive in the morning, their enthusiasm will show in their work.

The efficiency will be superb and they will become self-motivated rather than you constantly having to give a reminder or to motivate to get the job done.

This will, in turn, increase morale since they see it as a place where they can grow and achieve, resulting in positive vibes in the workplace.

- Repetition Booster The more you invest in your employees, the more they will love the job. This will boost repetition, resulting in employee growth and contentment. The company will attract the most economical applicants since others will refer skilled colleagues and friends to work.

- Increased Flexibility in the Market Employees are a company’s greatest assets. They need to be able to keep up and adjust in a fast-paced business world. That’s why it is important to train and have developmental programs. Employees who are trained are better suited to deal with pressure and adapt to changes quickly, which will ensure business success and competitiveness.

- Saves Money A good employee is like money in the bank. As they become more efficient and proficient, they will do better work to help you save money and earn more.

Their development will increase sales and output.

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The Parliament Building: The Cradle Of Guyana’s Democracy

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he Public Buildings, commonly referred to as the Parliament Building, is the structure in which the National Assembly of the Parliament of Guyana and its Committees meet.

The Public Buildings is considered to be one of the finest architectural structures in Guyana. Located in the heart of the capital city of Georgetown, close to Stabroek Market and the Demerara River, the two-storied brick building features a low dome, two wings and a portico. It was constructed in 1832, according to the plan of architect Joseph Hadfield, and was formally handed over to the British colonial legislature on August 5th, 1834.

Over the years, the building housed the Parliament Chamber and various public administration offices and ministries.

Today, most offices in the Public Buildings relate to parliamentary matters and are directed by the Clerk of the National Assembly. However, there are still limited facilities for Members of Parliament.

The Parliament Chamber, the room in which debates of the National Assembly take place, is located on the top floor of the eastern wing of the building. The Chamber is arranged according to the Westminster tradition, with government and opposition members facing each other across wooden tables.

Members of the party obtaining the most votes in a general election form the government and sit to the right of the Speaker. Members of the opposition parties sit to the left of the Speaker. Members of Parliament sit in assigned seats which reflect, to some extent, the party’s hierarchy.

There is a public gallery behind a rail, opposite the Speaker’s chair, with a seating capacity for 72 persons.

Seating is also available for the media and for special guests.

Adjacent to the Parliament Chamber is a lobby where Members of Parliament can

By Rae Dawn Brusch

discuss matters privately and make telephone calls. Behind the lobby, there is a Committee Room where Parliamentary Committees meet and where refreshments are served to Members during a suspension of a National Assembly sitting. In the center of the Committee Room is a large table made of the local greenheart wood, a gift from Willems Timber and Trading Company Limited. The table was in the center of the Parliament Chamber when it was used by the British Colonial State Council in 1953 and then by the Senate from 1961 to 1964. It was moved to the Committee Room when Guyana’s Legislature again became unicameral (consisting of a single legislative chamber) in 1964.

One of the most striking features of the Chamber is the ceiling, coffered and painted in 1875 by the Italian artist, Cesar Castellani. The Chamber also features an elaborately carved Speaker’s chair made of teak wood, an Independence (1966) gift from the Government of India; a table and three chairs for the clerks and a Sergeant-atArms’ chair, an Independence gift from

the British House of Commons; two paintings, of Arthur Chung, Guyana’s first ceremonial President (19701980) and of Linden Forbes Sampson Burnham, Guyana’s first executive President (1980-1985); and a gilded clock, depicting the rays of the sun, a gift from the Demerara Company Limited (1954).

The Members of Parliament lounge area, which formerly housed the Registry Department, has been converted to a modernized lobby, kitchenette and offices for Members of Parliament. The renovation commenced in 2004 and was completed in 2005. On the upper floor, four new rooms were constructed for use by Chairpersons of Committees and two large offices for use by the Minister of Parliamentary Affairs and the Leader of the Opposition Party, respectively. On the lower floor, a large lobby was created for a Members of Parliament dining room and a kitchenette for the preparation of meals and snacks during sittings of the National Assembly and Committee meetings.

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Guyana Inc. 19

The Art of Diplomacy

Guyana Now Summoned To Answer The Call To Help Trinidad and Tobago

By Kiana Wilburg

F

or more than 100 years, Guyana’s CARICOM sister, Trinidad and Tobago, nurtured its economy on sweet crude oil. Its booming success with oil led to the creation of a national oil company called Petrotrin, and one of the world’s most lucrative and expertly designed industrial sites for gas, called Port of Point Lisas.

With oil and gas, Trinidad and Tobago was able to help Guyana in times of hardship. In fact, it was Trinidad that stepped up to the plate and ensured that Guyana was able to clear off some $500M in debt a few years ago.

But today, Trinidad’s fortunes have changed. Its oil and gas, both finite resources, are running out. Petrotrin can no longer afford to be left open since it owes the Government over US$100M in taxes and is buried in US$280 in debt.

Oil companies in Trinidad and Tobago, which have depended on the extractive resource, are running scared. They wonder what will become of their workers. What will become of their livelihoods? Who can they turn to?

Four hundred and thirty one miles away from its blue shores could be the answer—Guyana. In 2015, USA oil and gas giant, ExxonMobil, announced that it had discovered oil in Guyana. During that time, it was projected that Guyana could see 100,000 barrels of oil per day. Eight more discoveries later, that figure has jumped up to 750,000 barrels of oil per day.

Even at its best performing days, Trinidad never saw such riches. In fact, the new projections now make Guyana the only country in the world with the highest oil production per 20 Guyana Inc.

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capita. This is an incredible feat; a picture that speaks of astounding wealth. But troubled Trinidad wants in on this success.

WORRY OVER MOU By the time this article would have been published, Guyana and the Prime Minister of Trinidad and Tobago, Dr. Keith Rowley, would have signed a Memorandum of Understanding (MoU) to ensure partnership between the two on oil and gas matters.

While some are encouraging of the agreement between the two states, many private sector actors, like the Georgetown Chamber of Commerce and Industry (GCCI), are worried. Their fears are predicated on the fact that preference would be given to TT firms since they are equipped with the experience and technology to tender for goods and services needed by ExxonMobil and its subcontractors.

In fact, some have said that the government should create a mechanism whereby TT firms can enter into joint ventures with locals so that there can be a transfer of expertise. In the absence of this, several businessmen have expressed that there could be a takeover of Guyana’s oil and gas industry by its sister country, thereby leaving Guyanese businesses out in the cold.

The Guyana Inc. Magazine recently interviewed Foreign Affairs Minister, Carl Greenidge on the matter.

The Vice President said, “Indeed there are concerns about Trinidadian firms coming to

Guyana to invest in the oil and gas industry, but at the end of the day, there is nothing which could be done. We need people who have the capacity to come here and help us and Trinidad has the knowledge that we need. Also, this is a CARICOM sister that has been good to us and we have a long history with them.”

Minister Greenidge said, “It was this very country that was carrying the costs for fuel in the 70s and the 90s when we couldn’t afford to do it. So, we can’t just think of helping our brothers and sisters when everything is going well for them. That is not how you nurture bilateral relations. That is not diplomacy.”

HOW TT AND GUYANA CAN PARTNER Guyana’s oil and gas sector management requires a wide range of skills and services, with deep experience and knowledge to do justice to the people of Guyana, investors and the resource. Because the industry is new to Guyana, it will likely have a large imprint on the economy, and by virtue of the small human resource base, it is no surprise that the governance capacity in Guyana is not currently ready for the task.

While the obvious thing to do would be to engage outside support to help the government and people of Guyana to immediately engage the industry players, that by itself can be an unsustainable or

insufficient model, if the “right” persons are not engaged.

Minister Greenidge, like many others here and abroad, are of the view that Trinidad and Tobago would be ideal to help the government manage day-today decision-making; as well as help in designing, building and supporting start-up operations of Guyana’s own policy and legal and institutional frameworks to manage the industry into the future.

In fact, utilizing expert resources from Trinidad and Tobago would complement Guyana’s internal capacity development goals, if done well. In that regard, the following recommendations on the way forward for managing the industry in its current state and developing the requisite governance systems (policy, legislative and institutional capacity) provides a framework for support from development partners such as Trinidad.

• Given the wide range of skills, competencies and experience that will be required, it is suggested that Trinidad assists the Government of Guyana in engaging a small advisory/consultancy support team (Technical Advisory Team) to help prioritize and facilitate a programme of capacity building, while “holding the hand” of the Government during current ongoing activities.

• The mix should be able to cover the multiple facets of governance required to effectively manage the sector for the inclusion and maximum benefit of the people of Guyana.

• With the need for the outcomes to have a distinctively Guyanese flavour, the team of consultants should ideally include Guyanese from the Diaspora (as available) and work alongside suitable Guyanese counterparts.

• All team members should preferably be evaluated and

hand-picked by the Government of Guyana, with the support of a trusted, in-house programme manager, if need be. The in-house programme manager will support the design of the work programmes, identify the required competencies and assist in selection, oversight and quality control of the work of the Technical Advisory Team and other consultants, advisors and contractors who may be brought on from time to time for specialist support.

• Additionally, it is common practice in the oil and gas industry for companies to, for example, instead of using in-house staff, contract an independent “company man” to supervise major contractors for drilling, engineering, construction, seismic and other specialist technical services, since the supervisory expertise is transitional and extremely specialist.

• A suitable programme manager should have a wide range of skills and competencies which cover strategy and policy development and implementation; upstream operations and institutional development.

• The manager should also have experience working along the entire upstream value chain, in senior technical, managerial and/or leadership positions, within a similar government organization. He should have worked in similar economic, social and cultural contexts as Guyana. Private sector experience will be an advantage.

• With Trinidad at its side, the Government of Guyana could receive assistance in identifying and securing the services of the ideal programme manager and the requisite Technical Advisory Team and the shorter term advisers that will be needed to audit and/or develop systems and procedures for operations by the oil operator/s.

In addition to the aforementioned, Trinidad and Tobago is equipped to support Guyana by: • Sourcing and/or funding

training for non-technical personnel in the various government agencies, including the oversight entities (Parliament, Civil Society, media, etc.), Ministries and government agencies and the private sector.

• Sourcing and/ or funding support to develop Standard Operating Procedures for the Ministries of Natural Resources and Finance and its regulatory agencies. (Well documented standard procedures are a powerful tool in capacity building, as a limited number of individuals are more efficient if the guess work is taken out of their daily activities and the way things are done is consistent and repeatable. This allows for improved proficiency. Further, well documented SOPs, when properly implemented, help with risk mitigation, while providing for transparency and accountability.)

• Provide mentoring support for cost management: Contract negotiations workshops for Guyana’s negotiations teams; audit procedures; and accounting procedures.

• Designing and developing training programmes at technical and vocational levels, with proper certification. These skills are needed in the greatest numbers in the upstream sector and are often transferable to other sectors, such as manufacturing, food processing, construction, automotive and agriculture.

It is now up to Guyana’s authorities to manage this developing relationship with Trinidad and Tobago to ensure that both benefit in the oil and gas sector.

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Guyana Inc. 21

Challenges To The Teaching System…

Are We Failing Our Children?

By Dr. Brian O’Toole Director, School of the Nations

N

ot long ago, the media was full of celebratory messages for those who “succeeded” in the Grade 6 assessment exams. This was the fulfilment of long hours of study for thousands. For many, if not the majority, much of this was at the hands of ‘lessons’ teachers.

Of the 14,000 students throughout Guyana who wrote the Grade 6 Assessment, perhaps a few hundred earned their school of choice. Thousands more were disappointed and effectively told that they “had not succeeded”.

This, readers, is an indication that we need to do more for our children; that there are key challenges to the teaching system which need to be addressed urgently.

As educators, we are faced with very new challenges that are far more complex than in earlier days. At the heart of the reflection are questions that are being asked worldwide about the relevance of the curriculum.

I recently returned from a workshop with 29 teachers in the North West District where I introduced the Cambridge University Certificate in Educational Leadership to them. One of the questions we reflected on was the relevance of parts of the curriculum to the Amerindian students in this

region. I dare to say that present day education worldwide seems to ignore the new demands of education about the environment, health, sexuality and world citizenship.

In addition to this, a new challenge to educators worldwide is Globalization.

This forces a new reality in many countries. In Norway, for example, recent migration has resulted in 8.3% of the school population now coming from immigrant backgrounds. The same is true throughout Europe.

These challenges to education appear not only in ‘developing’ countries. In the USA, many urban schools are suffering from limited resources, out-dated technology and dilapidated buildings.

Teachers all over the world are faced with new challenges. Schools are now obliged to meet a great range of abilities in one class. Constant testing is effectively killing the joy of teaching. Without counsellors in schools, teachers have to play the added role of ‘social worker’.

Teachers are tasked with competing; and very different demands from students, parents and administrators lead to impossible expectations.

A new model of leadership is required to meet these many challenges. There needs to be a move away from Heroic Leadership to Distributed Leadership. We need to develop a collegial culture and mobilise the whole school to be involved and move to overcome teachers’ fear of ‘exposure’ and promote collaboration instead of isolation. Teachers need to become ‘learners’ as we promote and develop an ethos of collective reflection, inquiry and problem solving in our schools.

We need to be tasked with restructuring

the teaching profession.

Teachers, internationally and locally, currently feel like they are without a voice and are often very isolated and end up leaving the profession.

We should explore how to get more quality teachers by developing more rigorous training, promoting ongoing learning and a striving for excellence.

One hopeful sign is that we now know more about the countries with effective education systems.

In Finland, Singapore, South Korea and Canada, there is very little private education.

There are only 2% of children in private education in Norway.

In these countries, there is very little disparity between “good” and “bad” schools with wellequipped schools throughout the country. In Canada, there are good schools everywhere, even in the interior. In Singapore, teachers are honoured to help in poorer schools. Teaching is seen as a very attractive profession in these countries. In Finland, teaching is the second most attractive profession for spouses.

Certainly, we can learn from our international partners and adopt parts of their models which are applicable to our circumstances in Guyana.

The time is now to focus on developing human potential and move away from temporary fixes and overcome a pervasive fear of making mistakes.

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Guyana Inc. 23

GUYANA GEARS TO HOST ITS LARGEST TRADE AND INVESTMENT EXHIBITION

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uyana will be sending a strong signal that it is open for business as international buyers gear to attend the inaugural Guyana Trade and Investment Exhibition, ‘GuyTIE 2018’. This exhibition will be the country’s largest and most important trade fair, targeting exports and investment and focusing on finding markets for local products through collaboration between the private sector and the Government, with the support of the Caribbean Export Development Agency.

Specifically, it will create a platform for local export-ready businesses to engage foreign buyers and other potential partners. GuyTIE will promote investment opportunities for Foreign Direct Investment (FDI) as well as local investors. It will create a platform to prepare and promote export-ready firms to international markets.

GuyTIE 2018 takes place from September 19-22, 2018 at the Guyana Marriott, Georgetown.

It will be the largest B2B event held in Guyana. Some of the major business organizations in Guyana have partnered with GuyTIE and have garnered high level participation. These partners are the Guyana Office for Investment (GO-Invest), the Guyana Tourism Authority (GTA),

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the Private Sector Commission (PSC), Guyana Manufacturing & Services Association (GMSA), Georgetown Chamber of Commerce and Industry (GCCI) and the Small Business Bureau (SBB).

Corporate Guyana has pledged its support to GuyTIE 2018. Exhibitors include large multinational firms to SMEs in both the manufacturing and services sector. This event is modelled to match export and investment opportunities with appropriate businesses and investors to create international linkages and contribute positively to economic growth and job creation. To date, the following sponsors are onboard: Demerara Distillers Limited (DDL), GTT, E-Networks, Caribbean Airlines (CAL), Massy, Banks DIH Ltd, Digicel, BK Group of Companies, GAICO, Comfort Sleep, Sterling Products Limited and Brass Aluminum and Cast Iron Foundry (BACIF).

Buyers from around the globe have registered as everyone is eager to get in on the ground floor of the new business frontier that is Guyana. Buyers and investors from Asia, Europe, North America, Latin America and the Caribbean Region will be at GuyTIE

looking for avenues to interact with the business community in Guyana.

Sixty exhibitors will be on display throughout the entire indoor conference area of the Guyana Marriott Hotel. Exhibitor space has been sold out to businesses representing various business sectors in Guyana.

Agro-processing, Chemicals and Pharmaceuticals, Construction, Food & Beverage, Food Processing, Forestry and Wood Products, Information and Communications, Print and Publishing, Printing & Packaging, Tourism, Arts and Craft and other services will be represented at what is expected to be a biennial business event.

The first two days of the exhibition will have special business sessions held for participants.

The general public will have the opportunity to purchase tickets through a special promotion to view the business exhibition on the final day.

GuyTIE will further position Guyana in the Meetings Incentive Convention and Exhibition (MICE) market segment and strengthen its position as an attractive business destination.

WHAT YOU NEED TO KNOW ABOUT BODY DYSMORPHIC DISORDER

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ody Dysmorphic Disorder is a condition that affects how an individual perceives his/her body image. People who are affected by this disorder have pervasive and sometimes debilitating thoughts about features of their face or body.

Body Dysmorphia can affect a person’s view of any part of their body, for example, someone obsessing over his or her nose shape or eye colour. This view, whether based off of a slight imperfection or an imagined one, is usually skewed in comparison to reality. But the thought process surrounding it has the ability to render the affected individual unable to participate in social situations on a daily basis.

While the causes of this disorder are unclear, they can stem from peer abuse and sexual trauma. The malfunctioning of serotonin in the brain or genetic predisposition can also make an individual prone to experiencing this disorder.

Symptoms Symptoms of this disorder mostly include the affected individual experiencing obsessive thoughts about their appearance that can last for hours or even days.

These obsessions are hard to resist and even harder to control and sometimes make it impossible to focus on anything other than what they may consider their own imperfections.

Due to these thoughts, persons afflicted by this disorder may utilize some kind of compulsive or repetitive behavior to cope. These usually include behavior to hide or improve their flaws by using makeup or certain clothes or seeking cosmetic surgery and excessive grooming, to name a few.

Individuals who suffer from Body Dysmorphic Disorder are often misdiagnosed as other common anxiety disorders, such as Obsessive Compulsive Disorder, as they have similar symptoms.

By Simran Gajraj Treatment Before any treatment options are considered, it is important to be diagnosed by a mental health professional. Treatment options usually fall into one of two categories: talk therapy or medicines.

A combination of the two is usually the best option for both.

A popular treatment is Cognitive Behavioral Therapy where the individual works to replace negative thoughts with positive ones. It is usually better to be evaluated and diagnosed at an early stage as the disorder usually worsens with the changes that age brings to our bodies.

Young persons and teenagers may be more at risk for this disorder as they are, on average, more exposed to the idea of ‘perfection’ floated on social media.

Online, we see men and women living lifestyles we consider ‘goals’. Whether it’s perfect selfies or bikini pictures; these faces and bodies usually reflect what is considered the acceptable standard of beauty.

This standard is usually not friendly to those who don’t have certain features, and as such, many find themselves falling short when they compare themselves to these images. While some of these images may be authentic, some of them are doctored to look a certain way and assisted by poses and specific outfits to present a certain image.

It is important to remember that not everything we see online is exactly how it is in reality, and even more importantly, the presence of another’s beauty does not mean the absence of yours. They can both exist without affecting the way you see yourself.

DISCLAIMER: THE VIEWS AND ADVICE PROFFERED IN THIS ARTICLE ARE NOT FOR MEDICAL DIAGNOSIS OR TREATMENT. IF YOU SUSPECT THAT YOU OR A LOVED ONE IS SUFFERING FROM MENTAL ILLNESS OF ANY KIND, PLEASE CONSULT A MENTAL HEALTH PROFESSIONAL. Edition 34

Guyana Inc. 25

HEALTH

Safeguarding Food Supply And Protecting Travellers’ Health

By Shabana Shaw Ministry of Public Health

S

uperior culinary hygiene demands food safety throughout the supply chain: from production, distribution, storage, preparation and finally consumption. Seven years ago, the Port Health Unit of the Ministry of Public Health adopted a robust campaign to ensure that all meals offered at our main port of entry, the Cheddi Jagan International Airport (CJIA), meet high global standards.

Globally, 80 percent of deaths are blamed on unsafe food and food-borne diseases. While these remain significant public health problems, they also impede socio-economic growth and development by putting a severe strain on health-care systems and harming national economies, tourism and trade along the way.

According to PAHO/WHO statistics, diarrhoea remains the most common disease linked to food in the Region of the Americas, but Noro-virus, Campylobacter, E. coli and non-typhoid salmonella are the most important food-safety concerns in the area.

Guyana has, so far, avoided the curse through the Ministry of Public Health’s free annual, compulsory training and certification of food handlers vending at the popular CJIA. Health officers stationed at our ports of entry act as the country’s strongest line of defence against food-borne diseases, said Ms. Bonita McDonald, Port Health Officer (PHO) at the CJIA. “We perform a vitally important 26 Guyana Inc.

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service to the consuming public, but the results of safety lie with the food handlers and suppliers,” McDonald explained during a recent interview at the Food Handlers Workshop at the CJIA. Maintaining Adequate Personal Hygiene and Tidiness According to McDonald, food safety consciousness is linked to personal hygiene. She said that the human body and clothing can be major carriers of micro-organisms, thus food handlers must, at all times, maintain good hygiene and wear freshly-laundered outfits.

“If we don’t do basic things like brushing our teeth, showering and practising tidiness, we will contaminate the food, then the customer will have a contaminated product. We want to be selling a safe product to the customers, in this case, to our departing and arriving travelers,” she said.

She reminded participants that food handlers must be free from all contagious diseases.

“Food handlers should be free from any rash, boils or infected cuts and free from any unusual discharge from the ear, eye or nose,” the PHO official said.

While wearing hair restrain hats or aprons is vital when preparing and serving food, McDonald also cautioned against the age old practice of leaving the food-preparation site while still wearing the apron.

“Sometimes food handlers leave the preparation area to go empty the bin with their apron still tied to their waists.

This practice can result in contamination of food at its preparation stage,” she cautioned.

She also said that wearing jewellery while handling food “is strictly prohibited” under the United States, Food and Drug Administration (FDA) regulations and that of the International Health Regulations (IHR).

According to the FDA, food handlers must remove all unsecured jewellery and other objects that might fall into foods. They must also remove hand jewellery that cannot be adequately sanitised during periods in which food is being manipulated by hand.

“Jewellery is a carrier of germs.

That is why the law forbids food handlers from wearing any form, especially wedding bands,” McDonald explained.

Under international rules too, food safety guidelines also require handlers to avoid handling money while handling food. Chewing gum, smoking in the food-preparation area, eating and spitting in restricted areas and coughing or sneezing over food is also forbidden while operating in a food establishment.

Appropriate hand hygiene is also important for food preparers.

Regular cleaning and trimming of their fingernails is required, because these can hide dirt and germs and contribute to the spread of some infections, such as pinworms.

“Our finger nails are major carriers of germs (and) we ought to keep these short and clean at all times,” McDonald said.

Hand washing technique Keeping hands clean through improved hand hygiene is one of the most important steps food handlers can take to avoid contamination of food.

“Wet your hands with clean, running water (warm or cold), turn off the tap and apply soap. Lather your hands by rubbing them together with the soap. Be sure to lather the backs of your hands, between your fingers and under your nails. Scrub your hands for at least 20 seconds then rinse and pat dry with paper towel,”

McDonald said while outlining the hand washing technique.

Food handlers are reminded to wash their hands after: using the washroom, touching parts of their bodies, sneezing, coughing or using a tissue, smoking, chewing tobacco or gum. They are also required to wash their hands thoroughly after taking out the garbage, handling dirty dishes and after handling raw foods.

Food safety guidelines also require that food handlers wash their hands before handling ‘ready-to-eat foods’, before and after caring for someone who is sick and similarly for treating a cut or wound.

Gloves can be worn for a maximum of two hours while completing a specific task uninterrupted.

Food and Chemical Hazards According to the WHO, foods are

safe when they do not contain dangerous microbes (bacteria, viruses, parasites or fungi), chemicals (allergens, waste from veterinary drugs, agrochemicals or toxins) or foreign bodies (soil, hair, insects, etc.) that are a danger to our human health. Processed foods can also be contaminated if handlers do not follow correct procedures.

“Chemical contamination in food can result in death. Chemicals must be stored away from food, both raw and cooked,” McDonald noted.

Though keeping in line with food handling requirements does present its challenges, McDonald shared that she enjoys immense job satisfaction since she is able to garner much support from food providers.

“I have never had to initiate enforcement actions because the food handlers have been compliant on the first or second warning,” she said.

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Guyana Inc. 27

Security

Key Tips Every Home and Business Owner Should Consider to Prevent Property Crime

By Mr. Roshan Khan Proprietor, RK Security

H

ome security is an important topic to address because burglaries happen on a regular basis due to neglect from homeowners and renters. To prevent breakins, people have to become familiar with ways to protect their homes. In this guide, we will extensively cover different tips on preventing property crime.

• Your doors and windows are the easiest entrance points for a burglar, so make these as secure as possible. Fit strong locks – ideally deadlocks on doors – and a security chain to make entry more difficult.

These should be closed and locked every time you leave the house, even if you’re just stepping out.

• Sliding glass doors can be secured with a metal bar or wooden dowel placed in the door track, and all ground floor and basement windows should be closed and locked.

If you are replacing old windows, think about UPVC, which are more difficult to smash.

• For valuables kept inside the home, it’s a good idea to use a security pen to mark them with your postcode. This makes it easier to return stolen items back to you if recovered.

You might also want to think about writing an inventory of your belongings and putting important documents and

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valuables in a safe place.

• Lighting up your home, especially when nobody is home, is a good idea as it’s an easy and very cost-effective measure to help prevent burglary. You can even set timer switches which give the impression that a home is occupied even when it’s not.

• Take extra care when going away. For example, don’t leave a note by the table telling your water-guy you’re going on holiday – it’s not just him you’ll be telling. And ensure your letterbox is not overfilled, as this is another giveaway that no one’s home.

• A final way to improve the security inside your home is by investing in a monitored alarm system. This is an effective deterrent as it shows burglars that your property is always being watched and there’s always someone on hand immediately should your alarm go off.

3 Security Measures Every Business Owner Should Consider 1. Strong Digital Security Procedures Some parts of your business may not be able to be secured in a locked room. That’s where strong digital security procedures will keep your data, and that of your customers, safe.

For example, it’s important that your employees use strong passwords. Passwords made of eight or more alphanumeric characters that do not contain any words are likely the most

secure to use. Other procedures that fall into this category include locking work stations when they’re not in use, encrypting data and storing sensitive data on a secured server.

2. Surveillance Knowing who is on and around your premises is key to deterring thieves. The best way to conduct this is through the use of a surveillance system.

Implementing a surveillance system is a smart move because of how cost-efficient and compact some systems can be. Imagine that it extends the functionality of a log book to cover everyone with a record of their face, their clothing and a plethora of other qualities that can be used later for identification purposes and threat assessments.

3. Protect yourself and your staff Make sure necessary security training is available and that everyone knows what to do in the event of a serious threat.

Better to give up goods or cash than get hurt trying to defend it. Also train your people to recognize suspicious behavior by those who enter your premises.

Your people should also know how to report crime to you. Keep as little cash as possible on site and routinely empty tills. Take any excess cash to your bank.

Put up signs warning that certain parts of your premises are only accessible to staff members.

Entertainment

The Theatre Guild: A Phenomenal Instrument In Shaping And Promoting The Development Of The Creative Arts Industry By Kiana Wilburg

F

rom the time it was established in the 1960’s, there was no question that the Theatre Guild (TG) Playhouse was going to be instrumental in shaping and promoting the development of the creative arts industry in the years to come.

In fact, it is argued that this very theatre, in the 60s, was responsible for the development and efficient training of all those who longed to play a role in the local world of drama. This was achieved through workshops, productions, competitions, particularly playwriting competitions, and scholarships.

In 1966, it was actually performances from three prize winning playwrights which cemented TG as, not only being a huge success, but an irreplaceable platform in Guyana’s culture.

Audiences came in the thousands to witness these plays, even if it was or wasn’t patriotic to Guyana’s Independence.

The plays were “Dhanwattie” by John Campbell, a suspenseful recreation of one of Guyana’s most sensational ritual murders; “Fo’ Bettin’ or Worse” by Sheila King, an amusing tale of matrimonial double crossing; and “The Dead Son,” the first prizewinner by Victor Ramraj, a wellconstructed play with some fine characterization. There were two other Guyanese plays during the year - “Guyana Legend” by Ricardo Smith, a full length musical play, and Jan Carew’s “University of Hunger,” a hard-hitting, brittle work about a jail break. The year’s children’s production was “Toad of Toad Hall”, a brilliant fantasy, well-acted and beautifully costumed.

The other two adult productions were Bertolt Brecht’s “Three penny Opera,” and “Send Me No Flowers,” an American comedy. “Three penny Opera” was a fine mixture of international talents.

The opera was written by the satirist, Brecht, and the music by Kurt Weill,

both of whom were Germans. The opera was adopted from the English 18th Century “Beggars Opera.” The Theatre Guild production changed the setting from London’s Soho to Georgetown’s own Tiger Bay district by Frank Pilgrim and Peter Anderson, sharpening Brecht’s satirical barbs for Guyanese audiences.

Along with the actors, it was noted that the Playhouse’s activities included performances by the Woodside Choir, the Theatre Guild Dance Group, the Pelicans Steel Band, the Symphony Orchestrations and crowds of children.

Although the beginning of theatre in the 19th Century Georgetown was European, in the early 20th Century, a new African and Indian Guyanese middle-class theatre emerged. In the 1950s, there was an explosion of an ethnically diverse and socially committed theatre.

Despite an economic depression, there was a struggle to maintain theatre post1980, however, pull through it did.

The Theatre Guild has represented and highlighted the many talents of Guyanese throughout the years, through dance, musical rendition and playwrights. Serious repertory theatre was highlighted here as well.

Not surprisingly, it was once described as the most vital theatre in the Caribbean region. The activities that TG created was a product of annual satirical spectacular (now known as the Link Show).

Over the years, TG has impacted persons that possess creative and entertaining ideas and educational and social benefits. The activities of the Theatre Guild were evident in the scope of skills, knowledge and stagecraft which impacted and were acquired by the thousands of volunteers who participated in the making of legendary theatre in Guyana. Much talent has come to fore through the TG’s program of molding youths with the enthusiasm.

One commentator wrote that the Theatre Guild: “Brought people like Errol Hill from Trinidad and Derek Walcott, a St. Lucian working out of Trinidad. So Theatre Guild was like a

theatre university, because you had people from all over the world. You had people from Canada, from America, from the rest of the Caribbean, from England, from certain parts of Europe.

We had people from India; we had people from Australia even. So, my early groundings and learning was as if I was attending university.”

Though the Theatre Guild had been faced with neglect and decline in the late 20th Century, it was said to have tried at a brief attempt at revival during the years 1994 to 1996. With the aid of the public and private sectors, TG was up and running by 2003. The TG board of officials concluded that the migration of their community of young talents was the reason for its neglect and decline.

The Theatre Guild Inc. also went on to state that, “the active membership and with them the activities sponsored by the TG began to dwindle in spite of the efforts and talent of the small group of people who remained committed to the arts in Guyana. The playhouse building began to fall into disrepair.”

As a means of reviving its function, the Theatre Guild has been making use of its outdoor garden theatre, known as the Eucalyptus Garden Theatre.

The stage of the Eucalyptus Garden Theatre is a perfect circle, the audience is seated around it, coliseum style; and all of this is settled softly in a beautiful therapeutic garden behind the Guild’s Playhouse in Kingston. The Garden Theatre is available to rent for private and corporate gatherings, charity fundraisers, wedding receptions and other special events.

Notwithstanding its agedness, the Theatre Guild has been the recipient of many outstanding awards. It was awarded the Memory of Service Award, the Icon of Arts Award, the Lifetime Award, current Consistent Service to the Guild by a Non-Guild Member and the Consistent Coverage of the Arts in the Media.

The theatre functions today as a stage for local play productions from schools and other sectors.

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Guyana Inc. 29

The New Vehicle Market Sees Notable Changes

By Kiana Wilburg

A

few weeks ago, Guyana welcomed with open arms the Isuzu brand of vehicles by Marics and Company Limited. The event was well attended by several members of the diplomatic community and other stakeholders in the car dealership industry.

Many were in high praises of the presence of another foreign investor on the market. But for Chief Executive Officer of the Guyana Office for Investment (Go-Invest), Owen Verwey, it meant a bit more. It meant that the new vehicle market was not lost under the carpet.

Before elaborating on this, Verwey congratulated Marics and Company Limited on its launch, the addition of Isuzu to their Honda product line and for their show of confidence in the partnership concepts to make the vehicle brand launch a reality.

He said, “As we know, Marics and Company has been in existence since 1966, so there is lots of experience and local knowledge they can bring to any partnership arrangement and new venture in the automotive industry. It is a very good indicator for Guyana to see international companies and international brands choosing to partner and establish viable operations here.”

The Go-Invest CEO added, “It speaks to the business confidence and consumer confidence of its sustainability, and while I do not like to speak about the emergence of oil and gas in Guyana, I am sure that this was just about one of the variables influencing this decision by the investors.”

In addition to this, Verwey said that it is worth noting that the 2016 and 2017 budget entailed 30 Guyana Inc.

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some major changes to the tax regimes, thus making new vehicles (vehicles less than 4 years old) more affordable on the local market.

As part of its 2016 budget, the following changes had a major impact in reduction of import duties and taxes on vehicles less than 4 years old: 1.

Removal of excise tax on motor vehicles under four years old and under 1500cc; thus reducing the effective tax rate from 118.7% to 68.2% of the CIF value; 2.

Reduced excise tax, from 50% to 10% on motor vehicles under four years old, between 1500cc and under 2000cc., thereby reducing the effective tax rate from 152.3% to 85% of the CIF value.; and 3.

Restricted importation of used and/or re-conditioned vehicles of over 8 years.

In 2017, there were additional budget measures in support of newer vehicles and the green state development strategy. The following additional measures were introduced: (i) The lowering of the excise tax on hybrid and electric vehicles; (the 10% excise tax was completely removed. However, vehicles had to be less than 4 years old and not exceeding 2000cc); (ii) Granting of tax exemptions to set up electric vehicle charging stations; (iii) Zero-rating the excise tax on biofuel and specially designed refuse trucks; (iv) Restriction of used tyres importation; and (v) A reduction of taxes on new tyres.

Following these changes in 2016 and 2017,

Verwey said that it is also worth noting some brief statistics on the less than 4 year old vehicle import data since 2015.

• The value of the vehicles imported in 2017 showed a mere 29.2% increase from that of 2015. Therefore, because of the change in taxes, we can assume that more consumers were buying newer vehicles at a minimum difference in cost.

According to the Go-Invest head, these changes are likely to positively impact the economy as newer vehicles often have fewer demands on repairs and maintenance and importation of spare parts.

New Vehicles • In 2015, 6.9% of all vehicles imported were new (less than 4 yrs old) while the 2017 data shows 17.1% of all vehicle imports were new vehicles. This represents a 59.7% increase in the total number of new vehicles imported.

CATEGORY

NO.OF VEHICLES IMPORTED

VALUE (G$000)

2015 New vehicles

678

3,451,921

Total

9,787

16,935,277

2016 New vehicles

993

4,100,074

Total

8,437

14,556,281

2017 New vehicles

1,158

4,870,986

Total

6,764

14,482,858

Like most countries, the Go-Invest head said that a personal vehicle is considered a major purchase and a significant investment. And Guyana is no different. Verwey noted that the introduction of more brands to the market helps consumers in making this investment decision as they are provided with more options, rather than simply the cheapest vehicle that the importer can find.

Verwey expressed that this is a positive development for consumers as they will be able to make decisions that benefit them in the long-term rather than provide short-term gratification.

As Guyana expects to see more and more cars on its roads in the coming years, Verwey said it is expected that with newer cars, these would be safer, more reliable, cleaner, greener and more energy efficient.

He commented that these newer vehicles will also help the country to reduce its carbon emissions and contribute to the global fight against climate change.

In conclusion, Verwey said that the Isuzu name is not new to Guyana. However, its recent launch makes for an easier opportunity for persons, companies, organizations and government to own and benefit from the brand’s advantages.

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Guyana Inc. 31

Economic Focus

High Quality Infrastructural Works Become Highlight Of NDIA’s 2017-2018 Performance

By Kiana Wilburg

T

he National Drainage and Irrigation Authority (NDIA) is a key institution in Guyana.

It is tasked with handling all public matters pertaining to the management, improvement, extension and provision of drainage, irrigation and flood control infrastructure and services in the country.

While providing support and assistance to other public institutions dealing with connected activities, it also works to establish mechanisms for improved water use with financial sustainability, equity and efficiency as the guiding principles.

The year 2017 saw the continuation of significant strides in diverse directions with the ultimate objective of strengthening the drainage and irrigation infrastructure of the country. The National Drainage and Irrigation Authority has not only undertaken several high quality construction projects, but also worked tirelessly to strengthen the Administration, Human Resources, Engineering and Finance sector.

The Authority’s performances for fiscal year 2017 relative to the various project components to date are as follows: • Construction and rehabilitation of drainage and irrigation infrastructure: The major activities undertaken under this sub-component are: Construction of drainage pump stations: at Buxton, Paradise/ Enterprise and Pine Ground, Mahaicony, Rose Hall, Skeldon and Vriendschap, Three Friends 32 Guyana Inc.

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Essequibo and Windsor Forest.

Other major activities include: Construction of Sluice at profit Abary WCB, La Grange WBD, Bagotville WBD, Enterprise East Leguan, Triumph ECD, Little Diamond EBD, Herstelling EBD. Completion of Aurora Land Development Project, Excavation of upstream and downstream at No.43 Outfall, Eversham Outfall and Adventure Outfall. Acquisition of two fuel bowsers for the distribution of fuel and one hauler truck to assist in the transportation of machinery.

Development of Rain Water Harvesting in North Rupununi: In keeping with Guyana’s Agricultural Diversification drive, during the dry season, there is a basic need for water in some indigenous communities of Region No.9 for the purpose of household use, farming and livestock activities. This project will benefit in excess of 500 households.

• Construction of the EDWC Northern Relief Channel at Hope/Dochfour: The construction of the alternative drainage outlet at Hope Dochfour will improve the discharge capacity and flood control performance of the East Demerara Water Conservancy. It will ensure discharge directly to the Atlantic rather than through the Lama and Maduni sluices and this will consequently reduce the risk of flooding along the Mahaica Creek and other vulnerable areas in Region 4.

This project is financed under the Petro Caribe Loan Account and the major activities associated with this project and the statuses of these activities are as follows: • Construction of Channel: Works are 100% completed.

• Construction of Head Regulator: Works are 100% completed.

• Construction of Relief High Level Sluice Outfall Structure: Works are 100% completed.

• Construction of Public Road Bridge: Works are 100% completed.

The major activities undertaken under this sub-component are: • Construction of building to house operators at the EDWC NRC High Level Outfall Sluice • Purchase and installation of solar panel at the EDWC NRC Head Regulator • Upgrade of mechanical system to electrical system for EDWC Northern Channel Head Regulator Gate Lifting Mechanism

East Demerara Water Conservancy: JAPAN GRANT AID The Japanese Grant Aid Agreement will see the rehabilitation of the EDWC at an estimated cost of $1.493 Billion. Rehabilitation of intake structures at Ann’s Grove, Hope, Annandale and Nancy and relief sluices at Maduni and Sarah Johanna (Cunha) has been completed.

Subsidies & Contribution to Local Organization The National Drainage & Irrigation Authority has received and expended $927,775,000 under its recurrent subvention for the first half on fiscal year 2018.

Employment cost for the first half of fiscal year 2018 has accumulated to $83,897,000 and total other charges being $842,878,000. Upon detailed analysis of other charges, expenditure relative to the respective line items, the primary cost drivers are fuel and lubricants, maintenance of drainage and irrigation infrastructures and other operating expenses, other goods and services purchased, equipment maintenance, operation, servicing and monitoring of machinery and equipment and transportation of same. All activities are being executed according to work plan.

SUMMARY OF WORK UNDERTAKEN IN 2018 • Maintenance of approximately 24,350 rods of drainage & irrigation canals within Wakenaam, Leguan and Cane Grove NDC. • Maintenance of 106,177 rods of drainage and irrigation channels and canals within CDCs areas such as Greenfield, Hope, Ann’s Grove, Two Friends, Bellfield, Nabaclis, Golden Grove, Haslington, Triumph, Friendship, Kuru Kuru, Mocha, Barnwell North, Belle West, Friendship, Lusignan to Vryheid’s Lust Area, Canals Polder, etc.

• Maintenance of 129,376 rods of drainage and irrigation channels and canals within WUAs’ areas such as Cane Grove, Golden Grove/Victoria, Blankenburg/ Den Amstel, Vergenoegen/ Naamryck, Lot 52 – 74, Black Bush Polder, Crabwood Creek, Vreed-en-Hoop/ La Jalousie.

• Maintenance and operation, monitoring and securing of 109 excavators, 47 pumps, 1 dragline, 8 pontoons, etc. and provision of fuel and lubricants for operation of same.

• Repairs to sluices, culverts, revetment, bridges, etc.

2018 PROJECTION: NATIONAL DRAINAGE AND IRRIGATION AUTHORITY In Guyana, the drainage and irrigation system was developed by sugar estate owners along the coastlands to draw water from the marshy backlands behind their estates. The operation system today is still much the same as it was when it was originally constructed. Many secondary drains do not drain directly into the sea but into a facade drainage canal running parallel to the coastline, which drains into the sea through a pair of sluice gates. Drainage for the whole area therefore is dependent on the efficient management of this facade canal.

The efficient operation of the system is also dependent on regular maintenance. Canals require weeding and clearing of approximately three to four times a year. If this does not take place, vegetation slows water flow and this causes the canals to silt up more quickly, which further slows the flow.

To ensure continuity of the efficient operation of drainage and irrigation canals, the National Drainage and Irrigation Authority requested, under its local Capital and Recurrent subvention of $19,305,024,000 for the fiscal year 2018, in addition to $548,802,000 under its foreign components. This was granted and works will commence soon.

CONSTRAINTS In spite of the great works in the pipeline, the National Drainage

& Irrigation Authority needs to strengthen its

institutional capacity to better manage, monitor and execute its work programme more effectively. One major step in achieving this is to increase its employment, especially in its mechanical department. This department has seen a marked increase in the maintenance cost of equipment and machinery.

Another major concern is in the feasibility study and design of projects. Many projects executed by the Authority required variation to complete and even the exact beneficiaries of projects are not properly determined and documented.

There needs to also be a proper post completion review of projects to determine if it has achieved its objectives.

Another major difficulty is the movement and repairs to machinery and pumps in severely flooded areas due to the conditions of the dams.

During the El Nino season, even with the functioning of the pumps, there is a shortage of water supply to irrigate farmlands such as rice lands.

The slothfulness of some contractors with the execution of projects has resulted in significant delays and downtime.

The NDIA has been encouraging its contractors to complete works in a timelier manner.

With regard to the timely awarding of contracts, the National Procurement and Tender Administration Board (NPTAB) has not been doing so, resulting in capital and minor works being held back on major projects.

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34 Guyana Inc.

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Guyana Inc. 35

WORLD SUICIDE PREVENTION DAY MESSAGE

BY HONOURABLE VOLDA LAWRENCE PUBLIC HEALTH MINISTER

“Don’t be discouraged, demoralised or disheartened.”

W

orld Suicide Prevention Day was celebrated on September 10, 2018 under the theme, ‘Working Together to Prevent Suicide’.

Upon thorough examination of the theme, at least three derivatives can be identified. First and foremost, that suicide is PREVENTABLE and is therefore an avoidable event. Secondly, the mention of WORK indicates that some amount of effort is necessary. To prevent suicide, there must be a willingness to make some sacrifices through WORK. And finally, that a team mentality is needed, that is, we have to do it TOGETHER. Records released from the National Suicide Prevention Plan show that, four years ago, Guyana had the highest suicide rate per capita in the world, an approximate suicide rate of 44.2/100,000. This meant that for every 100,000 Guyanese, about 45 of that amount died by suicide. This amount dropped to 24.63 out of every 100,000 persons.

A total of 184 suicide deaths were recorded in 2017.

Region Four, the most populated region with a total amount of 311,563 persons, had the highest total number of suicides, but ranked 6th according to the rate per 100,000 population. Region Two, PomeroonSupenaam, had the highest suicide rate of 59.82 per 100,000 of the population and a total of 28 suicides.

Mahaica-Berbice, Region Five, was next with 21 deaths and a suicide rate of 42.15 per 100,000.

Cuyuni-Mazaruni, Region 7, had the 3rd highest suicide rate of 38.10 per 100,000 and a total of 7 suicides. The most deaths occurred in the 20-24 year age group followed by 15-19 years, then the 40-44 year category.

However, the highest rate, according to the

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specific population, occurred in the 60-64 age group.

Due to the fervent and cooperative works of Guyanese, the suicide rate has reduced and future plans have been made to ensure that the rate continues to decrease. Among the measures being implemented are research and the gathering of information regarding what issues actually trigger suicidal thoughts that lead to persons committing suicide.

Doctors, nurses, medics, psychologists and medical social workers are going through intense training to identify important mental health conditions in the early stages so that there will be more timely interventions that can prevent suicides.

This ongoing plan also includes a self-harm surveillance project piloted in three Regions with the highest suicide rates. Very soon, the Mental Health Unit will roll out this surveillance programme in all the public hospitals across our country. As part of this programme, all hospitals which have treated self-harm patients will notify the Mental Health Unit so that they can benefit from specialised care provided by local psychiatrists, social workers and psychologists until they are no longer considered to be at risk.

As a country, we need to continue working together on our public awareness programmes; on important issues such as depression, the misuse of alcohol and the improper use of illegal drugs and other psychotropic substances which are often linked to self-harm and suicide. With the backing of all Guyanese, these and other measures that are to be put in place will surely help the current suicide rate to fall even further.

While the task ahead of us appears very daunting,

we cannot flinch from our collective responsibility. We cannot afford to become discouraged by its weight, demoralised by the journey or disheartened by the sacrifices demanded of each of us to reach this goal.

We are still our brothers’ keeper.

As stewards, we must continue supporting mental health training in all of the suicide-vulnerable Regions of our country. As guardians of each other, we must pay particular attention too, to our male population, who more easily kill themselves, according to our 2017 Suicide Report.

It shows that men comprise 69 per cent of all deaths by suicide for the period under review. Therefore, as a country, we have to continue rallying behind our Men’s Health Department, headed ably by Dr. Denis Bassier, in our quest to lower the nation’s suicide rate.

It is heartening that a section of the report indicates that the Mental Health Unit “will collaborate with the Men’s Health focal point to be part of the ‘Men Tent’ activities in order

to do mental health promotion and prevention”. These activities will be scheduled for March, April, July and December “to keep the men engaged, encouraged and educated during the times (it seems) stressors are present in the communities,” the 2017 Report said. The highest number of suicides occur during these four months in Guyana.

The Suicide Prevention Strategy 2015-2020 reminds us that children and young people must not be ignored in the fight against suicide. They all face bullying, poor body image and lack of self-esteem problems which help trigger suicidal behaviours. The document also outlines measures to help parents keep their children safe while they surf the internet.

Let us practice the many laudable ideas we have documented to fight suicide. These include timely identification and referral of women and children exposed to abuse or violence so that they benefit from appropriate support. We have to improve the mental health of the wider population as a buffer against suicide

and put on the national front burner, suicide risk by occupation.

While we must also continue to explore the links between mental ill-health and social factors such as unemployment, debt, isolation, family breakdown and bereavement, the ability of front-line agencies to identify and support (or signpost to support) people who may be at risk of developing mental health problems is important for suicide prevention.

We also need safe prescribing by physicians and pharmacists to help restrict access to some toxic drugs and the support from planners, developers and those involved in public infrastructure to design structures which severely limit suicide opportunities.

Finally, all the relevant agencies in the public and private sectors need to include post-suicide community-level interventions in their programmes which can help prevent copycat and suicide clusters.

These measures call for individual and collective sacrifices as together we work to help prevent suicide.

Bet On One Big Idea Or Diversify

By Rae Dawn Brusch

W

e’ve all heard before that it’s never a good idea to put all your eggs in one basket. But, in business, should we follow this advice?

Diversification in business comes with risks and rewards. Some would rather not take the chances and remain focused on one perspective. This also has its advantages.

By refusing to diversify, you build the value of your business and create a more referable brand. Your employees will be more efficient since they are trained to execute and will have the capacity to deliver the known product or service as opposed to trying to focus way beyond their level of competence to control the extra stuff you have now diversified to.

Now, let’s focus on diversification. Many companies that started solely as the distributors of one product or service had to diversify in order to keep up with the times and prevent their business from flunking.

Let’s take the Netflix company, for example. They were in the same category as Blockbuster and Video King, who are hardly remembered. These companies were all rental companies, but due to our technologically advanced world, we went digital. Although they tried to claim their worth among the competition, they failed miserably. Netflix, on the other hand, realized the need to diversify to streaming. They are now one of the world’s largest streaming companies of television shows and movies which can be streamed on most devices. Here is where diversification worked!

William Craig, contributor to the Forbes magazine said, “Diversification is about building new products, exploring new markets and taking new risks. But, as risky as it can be, it may also be a great way to maintain a measure of stability.”

Are you ready to diversify?

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Guyana Inc. 37

JUDICIAL

Understanding The Process Of Case Management In Guyana’s Courts

By Kiana Wilburg

C

ase management hearing is the first part of a trial process. It involves setting a schedule for proceedings involved in the matter.

As you might be aware, litigation can have several stages depending on the nature of the case. For example, if you lodge a complaint with the court, the Judge or Magistrate will set a timeframe for you to file your arguments, for the defense to file their response, a deadline for evidence to be submitted or even a timeframe for interrogations. In short, the case has a strict schedule which must be followed so that the case can be completed in an effective manner.

In the Magistrates’ Court, case management may be dealt with at the first hearing without the requirement for a specific case management hearing.

In the High Court, the case management process begins at arraignment and may involve, thereafter, a specific case management hearing, or several after arraignment, to give specific directions for how the trial will follow, especially directions in regard to vulnerable witnesses.

Where applicable, the parties are required to complete and submit the case management forms prior to the date being set for the proceedings. Applications at the case management are then heard in the High Court for directions to be given on the following: a. Attendance of a support person with the complainant at the trial. b. Questioning of the complainant through the use of an intermediary or other communications specialist. c. Arrangements for the complainant or other vulnerable witness to access the court building through a private entrance. d. Restrictions on disclosure. e. Use of video link facilities, if appropriate. f. Directions for restriction on certain lines of questioning, such as previous sexual history. g. Directions for concurrent family proceedings. h. Other special arrangements, such as an interpreter, need for breaks, etc., as may be needed to facilitate the trial process.

The Magistrates’ Court can make directions on the same issues in summary jurisdiction offence cases where application is made by the prosecution.

In addition, both the Magistrates’ Court and the High Court can hear applications by the prosecution for the complainant or another witness to be considered a vulnerable witness.

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In determining whether the complainant or another witness is to be considered a vulnerable witness, the court gives regard to the following: a. The age of the complainant or witness and whether, because of age, he or she may need special assistance or facilities to be able to give evidence in court. In regard to the age of a child, the court may also give directions for a voir dire to determine competence. b. The presence of any disability that may impair the complainant or other witness in giving evidence and what facilities will be needed to ensure that they are able to give the best evidence possible. c. The presence of any adverse or traumatic experience that may cause emotional or psychological distress to the complainant or witness. In the case of sexual offences, there is a likelihood that the sexual violence incident alleged has caused psychological and emotional trauma and that having to re-tell the intimate details of the event in court may cause psychological distress to the complainant that may impair his or her ability to give evidence.

In regards to persons from indigenous communities, the court is mindful that experiences of trauma will not just be based on the impact of the sexual assault on the complainant but on such issues as: loss of identity, where the complainant is blamed or rejected by the community; significant stress from having to come outside the community to interact with police, court officials and other agencies in structures that may oppose male/female interaction established by the indigenous community; and loss of spiritual or social support due to separation from traditional cultural norms during the trial period and the realization that the decision to report the abuse may have altered those norms in the community as well as changed family and community dynamics. These issues require specialist interventions and counseling and Magistrates and Judges are often alerted to their manifestation.

Furthermore, where the Magistrates’ Court or High Court determines that the complainant or other witness is a vulnerable witness, the court considers what special measures will be required to be used to facilitate the complainant or witness giving evidence.

Special measures may include: a. Screens - so that the witness does not have to see the defendant in the courtroom.

b. Live link - allowing a witness to give evidence from a facility outside the courtroom. c. Supporter - there may be a designated supporter for the witness in the live link room or in the court room. d. Video-recorded examination-in-chief - allowing a previously recorded interview with the vulnerable witness being admitted in court as the examination-inchief. e. In-camera proceedings - where this is not automatically provided for, both the Magistrates’ Court and the High Court must consider whether to clear the court of members of the public and other witnesses before the evidence of a vulnerable witness is taken. f. Removal of wigs and gowns by judges and advocates. g. Intermediary - allowing an approved intermediary (a communications specialist) to help a vulnerable adult or child witness to communicate with the police, legal representatives and the court. h. Aids to communication - allowing a witness to use communication aids, such as a symbol book or alphabet boards. i. Use of anatomically correct dolls - consideration must be given as to what specialist assistance will be needed for dolls to be used. j. Use of interpreters - where the complainant or witness has language barriers, an interpreter must be provided.

The court also gives directions in case management on what time of day would be best for particular witnesses to give evidence; how much time the witness will need on the

stand; how an intermediary will be used and what lines of questioning will not be permitted.

Where a sexual assault case is considered high-profile, the court considers whether there is a need to change the venue for the hearing and what arrangements would be needed to effect a change of venue or whether press prohibition orders will be issued.

The court also gives directions for the protection of any witness deemed particularly vulnerable to threats or intimidation, especially where their testimony is likely to be diminished by reason of fear or distress. The factors considered by the court in determining the levels of fear or distress include: a. The nature and circumstances of the offence. b. The age and circumstances of the witness. c. The behaviour of the defendant or their family and associates. d. Any known threats or intimidation tactics used against the witness.

The directions given for protection of the witness may include protection orders, orders prohibiting contact, relocation of the witness or other measures as requested by the prosecutor.

In some instances, the local courts deem it necessary to address safety and protection issues in an ex parte application or in an application in chambers where it is felt that the disclosure of the need for protection may lead to the defendant or persons connected to the defendant interfering with or threatening the witness.

What Should You Consider Before Rehiring Former Employees? By Rae Dawn Brusch

P

eople leave their jobs for many reasons. Some such reasons include to advance their education, start a family, travel, pursue a job offer with better benefits or for other personal reasons.

Sometimes, though, they find their way back to that first job, once bridges haven’t been burned. They may have realized that the grass isn’t, in fact, greener on the other side, they may have gained knowledge that would be best applied to their old job or there may arise an opening for a more preferred position in the same company. The possibilities are endless. These employees are also known as boomerang employees.

But should they be rehired?

There are many things to consider when rehiring a defector. Consider the reasons why the employee left initially.

Remember how you felt when you received notice of their resignation and after it would have come into effect. Discuss their reasons for wanting to come back and why they’ve had a change of heart. Evaluate whether they are well-fitted for the job you are rehiring them for. Consider their work performance while they were there and whether you were satisfied or not.

Consideration should also be given to whether they intend to stay with the company for the long term. Are they on board for growing with the company or would they pick up and leave upon the slightest change in circumstances?

Do not rehire if you are trying to initiate a quick fix due to the long process of hiring someone new. Before considering

them, review internal candidates who might be just as qualified that you may be overlooking.

Deep evaluation should be done since this may affect your policy of “promoting within.” Consider whether they can be a benefit to the company through new ideas and perspectives or are they continuing with the same level of work or performance. If there is a change of system, will they be able to fit it and cooperate with other employees who are seasoned to the new change?

Sometimes their values will not align with the new culture and it will eventually have an impact on current employees.

Spend time talking with them to find out whether it can work.

After all of your considerations, you can now dwell on the advantages of rehiring them. Rehiring costs less, in terms of both time and money. In the case that your company’s system has not been altered, they will fit right in, resulting in cutting down on the recruiting and interviewing process.

Boomerangs are easier to assimilate into your organization and you can skip the orientation. They can provide fresh, innovative ideas for your company and propel it to a higher level. Rehiring former employees strengthens company loyalty and streamlines re-entry into workplace culture.

To make things less complicated, it would be best to develop a rehiring policy stipulating important things like: under what grounds an employee can be rehired, how long after leaving can an employee return and the maximum time to be away. This will ensure a definite success factor.

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Guyana Inc. 39

Business Tip

Mining Sector Licenses: Understanding Acquisition and Inherent Challenges

By Kiana Wilburg

T

he Land Management Division (LMD) within the Guyana Geology and Mines Commission (GGMC) is responsible for the administration of mineral properties as outlined in Guyana’s Mining Act 1989. The Mineral properties overseen are categorized in size as large and medium scales, and from an operational view: prospecting, mining and reconnaissance.

These are sub-divided as follows; Prospecting (PL) and Mining/Quarry Licences (ML/QL) as large scale tenure, and Prospecting Permits Medium Scale (PPMS), Mining Permits (MP) and Special Mining Permits (SMP) being medium scale tenure.

The majority of the Division’s work, due to the amount of properties, is centred on the medium scale category, while the large scale tends to be more complicated and requires input from stakeholders outside of the division.

Reconnaissance or Permission for Geological and Geophysical Surveys (PGGS) is a sub-category of large prospecting properties that extend over huge areas, but due to the nature of mostly aerial investigations, the footprint on the ground is minimal.

Administration of small scale mining properties (Claim Licence) is the responsibility of the Mines Division, with the LMD playing a major role in verifying the status of the area applied for when granting such Licences.

The LMD is ISO Certified for its property management systems. In January 2015, the Commission would have undergone its fourth annual audit for recertification. The ISO 2008:9001 Management Standard is customer centric and based on four quality objectives; high customer satisfaction, timely processing, zero errors and continual improvement.

Certification is premised on these quality objectives being satisfied.

Unfortunately, the inaccessibility of Edition 34 40 Guyana Inc.

files during the investigation period made it impossible to evaluate causative factors when unprecedented delays were occasioned.

Processing new applications can be broken down into two main areas; clerical and verification. Clerical refers to administrative matters relating to granting, while verification is related to the determination of the availability of the area for granting. Should the area be available, the application is recommended, while a refund is recommended if it isn’t. The entire process is premised on various levels approvals, from the Cartographic Supervisor to the final approval of the Commissioner, Chairman representing the Commission and Minister as dictated by the Mining Act. Except for the PGGS, granting of permits and licences are premised on a public approval by way of publishing notices in the Official Gazette. This requires the LMD to prepare various notices of; Intention to Grant, Transfer, Amendments, Rescissions and Cancellation of all transactions related to Properties. The effective preparation, checking and validating the accuracy of such publications, especially the cartographic description, is extremely time consuming. In addition, the preparation, filing before and after publication and updating the plethora of batches requires a coordinated and well managed effort. The majority of these processes are expected to be automated in the ongoing computerization Property Management System project.

Processing large scale applications require multiple approvals from the various divisions within GGMC. PLs are only granted by the Commission only after the Geoservices Division has approved the Work Program and Exploration Budget. Renewals of PL are also subject to the scrutiny before they can be approved by the Commission.

Mining and Quarry Licences, due

to their nature, require in addition to work programs and budgets, technical mine or quarry plans along with estimated production figures.

The Environment Protection Agency (EPA) is also engaged by the applicant to provide an Environmental Permit prior to the granting of the Licence.

The submitted documents are routed to the Mines Division for review and approval.

The approval of the Commission is sought once the engineers are satisfied that the plans are in manner and therefore discussion relating to the licence occurs at various levels in government that are outside the domain of the Commission. Decisions taken at these levels are communicated through the Commission’s office and effected by the LMD, where applicable.

Processing of requests for Tax Remissions is coordinated through the LMD. Often, such remissions are based on Investment Development Agreements (IDA) or Mineral Agreements for large scale property holders. However, medium-scale property holders may qualify for remission provided that they meet stipulated requirements as set out

by GRA and MNRE. In cases where remissions are requested on the basis of an IDA, the request is compared to the items approved for that IDA. The IDA itself is endorsed by the GeoServices Division on an annual basis and is directly related to the applicant’s work program. Once all conditions are met, the Commissioner recommends the waiver of Tax for endorsement by the MNRE. The division provides a variety of customer desk services for miners, property holders and the general public. These services include tenure information in the form of maps, stock sheets and descriptions. Customers may approach the LMD and are able to receive individual attention if their query is not readily addressed by

the standard map services. The latter situation forms the majority of the cases, and customers often require some form of attention to address queries and complaints.

Specific officers are then assigned to deal with different matters.

As a standard, all applications must be accompanied by payment after applications have been submitted to the LMD. Payments are made within the Finance Division and files with corresponding updates in the form of stamp and payment details are routed to the Division via the central registry.

The Commissioner’s Office and Legal Division would, from time to time, request different files for information and evidence of transactions. The Commissioner’s Office, however, would regularly receive a plethora of files, correspondences and notices for approval and signatures.

Large Scale Prospecting and PGGS - The Land Management Division would coordinate all applications and renewals with the Geoservices Division, whose input with respect to. work programs, budgets, financial and technical capacity form a key part of the approval and granting of PLs. Mining Licence – The Mines Division plays a central part in the approval of the Mine Plan. However, the Commissioner may request different managers for input/review for the granting and approval of such licences.

Equipment and items identified for the remission of taxes are vetted and endorsed by the GeoServices Division.

Quarry Licences – The Mines Division plays a central role in the approval process for Quarry Licences.

However, the Commissioner may request input from relevant officers with expertise specific to the said application. However, similar to the Large Scale, equipment and items requested for duty free are endorsed by the GeoServices Division.

Mining Permits – The Mines Division would be requested by the LMD to verify that a property is in good standing in cases where Environmental Bonds refunds are requested.

Claim Licence – Files need to be routed back and forth between Mines and LMD for the Recommendation of Claim Verification Report.

All processes within the LMD are transacted from an IT basis. The IT infrastructure is a critical component of the Division’s performance. IT would be involved in the maintenance of the network of computer hardware.

CHALLENGES A significant challenge of the Division, and Commission in general, is the perception of corruption and applications being treated in an unfair manner. This lack of trust in processing procedures can be attributed to several factors, some of which are discussed below. However, it is important to note that the current system of “First come, First served” has stood the test of scrutiny. The dual approach, independent payment and administration of files, provide a solid basis for a deterrent against malpractice and allow breaches, if they do occur, to be easily identified.

1. Unclear policy decisions with respect to Prospecting Licences.

These relate specifically to expired PLs for which the licensees seek to have a renewal, consistent with the terms of their PLs, but in contravention of the regulations which would render the lands subject to the expired PL as state lands and open for location by anyone. This regulation dictates that all PL’s revert to state lands after expiration. Companies, for justifiable reasons, request further time on these PLs. Such requests, if submitted, are the subject of much back and forth, while the areas are deemed legally vacant. Note that the PL document appears to be in conflict with the regulations as it suggests that the Minister may allow an extension beyond the mandatory 5 year limit. There is a further complication in relation to Art. 35.2 of the Mining Act, which would maintain the life of the licence even after its mandatory expiry in the circumstances of appeals to the GGMC. The licence remains in full force and effect until a formal decision is made by the GGMC. Some of these decisions have taken years to be delivered, thus forcing the licence

well beyond its mandatory limit, but with great uncertainty! As a consequence, the areas have been applied for and granted, in some cases, to Medium Scale applicants.

This situation has resulted in a lack of confidence in GGMC’s procedures by the said PL holders and allegations of data breaches by the commission staff. To ensure a transparent and level playing field, no areas should be allowed to revert to State Land without a public notice. They should enjoy a closed status until officially declared open in a transparent way by publication in the Official Gazette. There are several options available to ensure that those serious about doing work acquire the area. If there is strong interest in the said area and the minerals can be optimally worked outside of a unitized framework, the Commission should split the area and make same available only via auction and lottery.

2. Little or no prime areas available for mining.

Given the high interest in the mining sector, there are very little prime areas available for prospective applicants. In addition, the majority of properties are held by a few persons who hold prospective miners at ransom. The current laws do not allow a cap on ownership but does allow properties to be challenged. However, challenging a property is onerous and time consuming, and may not be worth the effort. In any case, this is not the modus operandi of the current community.

3. There are currently no provisions in the law to transform Small Scale or Medium Scale permits to a larger scale permit class. Many local actors have said that this should be encouraged to ensure better management of adjacent permits. Note that, in some cases, changes of class have been made by simultaneously dropping and applying for areas.

4. There is no cap on individual ownership of a specific title type, as such, “landlordism” has taken over the mining industry.

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Global Outlook

Guyana & The Wider Caribbean Faces Crucial Constraints To Global Competitiveness … The Caribbean Development Bank says it offers assistance

By Kiana Wilburg

G

uyana is one of the smallest countries in South America. It shares borders with Suriname and Venezuela, which are members of the Caribbean Development Bank (CDB), and with Brazil, which is expected to join shortly.

Recently, this continent has been attracting considerable global investor attention. Guyana, a founding member of the CDB, is not being left behind in the continent’s economic awakening. On that premise, it is ideal that we examine constraints to the competitiveness in Guyana and other Borrowing Member Countries (BMCs) of the CDB.

LACK OF COMPETITIVENESS High rates of economic growth have eluded the majority of CDB’s BMCs for a long time. In fact, the region’s economic expansion of 2 percent (%) per annum over the past decade has been consistently below the global rate of 3.8%; lower than the 4% average for other Small Islands Developing States (SIDS); and way below the average of 6% for emerging and developing countries.

The anemic growth performance is further manifested in widening fiscal imbalances; high debt ratios; and declining levels of foreign exchange reserves.

According to two reputable surveys - The World Bank’s “Doing Business” Survey and the World Economic Forum’s Global Competitiveness Index – the Caribbean’s ranking does not compare well with other countries in the area of competitiveness. For example, out of 189 countries surveyed for the Doing Business index, the average ranking for the Caribbean is 100. The rankings confirm that BMCs will have difficulty maintaining existing markets and penetrating new ones unless there is radical transformation in the way we do business.

Importantly, the two surveys highlight several areas which need to be addressed. These include inadequate transportation, telecommunication

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and logistics infrastructure; insufficient access to affordable credit; bureaucratic red-tape; low productivity; and high energy costs.

So, the inability to compete stands out as a major challenge for Guyana and the region at large.

HIGH ENERGY PRICES AND RELIANCE Economists, both here and abroad, have said time and again that we cannot transform the Caribbean’s competitiveness landscape without a frontal attack on energy costs and the generally poor state of our electricity infrastructure.

Most will agree that electricity costs in Guyana, and in the Caribbean region as a whole, are very high. In general, households pay between US$0.30 cents and US$0.40 cents per kilowatt hour (kWh).

In addition to this, an enterprise survey conducted by the World Bank in 2017 found that at least 30 (%) of Caribbean firms identified electricity costs as a major constraint to doing business.

So, we are forced to ask why electricity prices in the Caribbean are so high.

First, the CDB notes that the combination of high diesel and heavy fuel oil costs and the inherent inefficiency of diesel technology, which accounts for the majority of the generation in BMCs, are the principal contributors to these high electricity prices. Further, these fuel prices are subject to the volatility of international oil markets, which are highly responsive to shifts in geo-politics.

Second, small market size and the absence of economies of scale in the generation of electricity compound the problem.

Third, most generation facilities in the Caribbean are approaching the end of their useful life, many being more than 20 years old. These facilities, therefore, do not benefit from the efficiencies inherent in the new technologies built

into generators of more recent vintage.

The macro-economic impact of the high cost of imported fuel and the consequential high electricity price are reflected in deteriorating performance indicators in most BMCs. High levels of debt to GDP and depletion of foreign reserves are directly related to this dependence on imported oil. High electricity prices erode the competitiveness of the regional economies and, therefore, their ability to earn the required foreign exchange to pay for imports, including oil. Unless we can reduce our dependency on imported fossil fuels, and unless we can substantially reduce energy costs, we will not succeed in improving our competitiveness and reducing our vulnerability to external shocks.

THE CARIBBEAN IS NOT ENERGY POOR According to the CDB, BMCs are definitely not energy poor. The Bank notes that Guyana alone has enough renewable energy potential, mainly in the form of hydro-power to meet all of its electricity requirements for the foreseeable future; supply all of the needs of immediate neighbours, Grenada and Trinidad and Tobago; and still have enough left over to sell to neighbouring Brazil. The situation is similar for Suriname.

Additionally, Dominica, Grenada, Montserrat, St. Kitts and Nevis, St. Lucia and St. Vincent and the Grenadines have great potential to generate their entire base-load electricity requirements from geo-thermal sources.

Although their domestic markets are quite small, technological advances in the development of undersea transmission cables would allow these countries to exploit their relatively large geo-thermal reserves for export to neighbouring countries.

Evolving renewable energy technology and recent price reductions can potentially bring about a transformation in the energy landscape to the extent that all BMCs can now

harness their available resources.

For example, Jamaica can meet up to 30% of its electricity needs from renewable sources, such as wind, solar, mini-hydro and waste-to-energy.

According to a study by the Worldwatch Institute in the USA, Jamaica’s annual average solar insolation ranges from 5 to 8 kilowatt hours per square meter per day. In comparison, Germany, the global leader in solar photovoltaic (PV), has only a few locations with a capacity in excess of 3 kilowatt hours per square meter per day.

Jamaica’s situation is not unique.

All BMCs boast similarly strong solar potential.

All of these renewable options have the potential to lower electricity costs and increase foreign exchange reserves from reduced energy imports.

With such considerable potential to enhance regional energy security, save foreign exchange, improve the competitiveness of Caribbean economies; and with falling prices of renewables, including solar energy technologies, what prevents us from taking advantage of the opportunity to create a Shakespearian-type “seachange” in the Caribbean’s energy landscape?

It is the view of the Bank that the legislative and regulatory environment is a major hindrance to the pursuit of a new energy paradigm for our Region.

It notes, however, that there are two priority areas for urgent government action.

One, the Bank says that we need to change the legislative framework, at the national level, in order to facilitate access for renewables by altering the monopoly on generation where this exists in BMCs. Revisions in the framework should ensure equitable pricing for supply from independent power providers or small distributed renewable generators of electricity.

It is noteworthy that CARICOM’s Energy Ministers have already adopted “net-billing” as a feasible mechanism for “ensuring equitable pricing”.

As a matter of urgency then, the Bank has insisted that all BMCs should follow the lead set by Barbados and Jamaica, which have already enacted the supporting legislation.

Two, the Bank said that an appropriate regulatory framework needs to be established for each BMC to ensure that equitable tariffs and rules for optimal performance are in place and to make certain that the interests of consumers, investors and governments are balanced. Given the constraints of market size and the availability and cost

of specialised skills necessary for the effective administration of the regulatory function, it makes sense for a collective approach to be adopted.

It is for this reason that CDB recently welcomed the Eastern Caribbean Energy Regulatory Authority initiative; applauded those OECS countries that have already committed; and looks forward to the full participation by other member countries.

A successful energy efficiency programme, incorporating appropriate tax incentives, would reduce household expenditure on electricity and other forms of energy, thereby increasing disposable incomes. Businesses, especially the critically important micro, small and medium-sized enterprises (MSMEs), would also see improvements in their efficiency and their competitiveness.

The fight against high energy prices could, potentially, also open the door for the emergence and growth of new non-traditional businesses that promote the use of energy efficiency technologies and services to reduce energy consumption.

The growth of industries producing and/or installing solar water heating systems are the most familiar of the new industries that have emerged in our region as a response to high energy prices.

In the new energy paradigm, we should expect an expansion in new industries around a range of energy services and the manufacture and installation of PV and other renewable energy systems and energy saving devices.

objective. With its extensive hinterland, its dispersed population and the consequential challenge of electricity supply, Guyana is ideal for the continued roll-out of renewable energy solutions.

Over the last three years, the BNTF Project in Guyana has been including PV components, where relevant, in social infrastructure sub-projects. PV systems are often the solution of choice in remote areas where diesel is moved by river transport at relatively high cost.

Under BNTF 6, ten sub-projects, which included PV systems, have been completed, for a total installed capacity of 7.3 kilowatts. It is estimated that these 10 sub-projects have changed the lives of nearly 5,000 citizens.

Through the BNTF, therefore, CDB has been creatively using renewable energy solutions to improve the quality of life of the poor. In the private sector, the Bank has also been working with MSMEs, mainly in the OECS countries, to improve their efficiency and their competitiveness.

Additionally, CDB has financed electricity generation, transmission and distribution facilities in its BMCs virtually since the Bank’s inception.

It is estimated that as much as US$10 Billion investment in new generation capacity could be required within the medium term if the region’s electric utilities are to benefit from efficiencies associated with the new technologies and for them to maintain adequate reliability. To radically transform the energy generation landscape, the investment requirements could exceed US$20 Billion.

ROLE OF CDB The inevitable question which you must be asking at this stage is, “What role does CDB play in helping the Region to address the competitiveness challenge and to make the transition to the new energy paradigm?”

Promoting poverty reduction through inclusive and environmentally sustainable growth and building resilience to external shocks and natural hazard events underpin all of CDB’s development financing and technical assistance to its BMCs. Within that broad framework, the Bank has been intensifying its focus on renewable energy and energy efficiency.

Its flagship programme, the Basic Needs Trust Fund (BNTF), has been a useful mechanism for encouraging the use of renewable energy at the community level.

In Guyana, the largest beneficiary of this programme, CDB has used BNTF successfully to achieve this

CONCLUSION The majority of BMCs are caught in a vortex of low growth and stagnant or declining living standards. In contrast, many of the SIDS are out-performing us; and the newly emerging countries of Africa, Asia and South America are either catching us or rapidly leaving us behind.

The energy challenge is not a new one! We have known about it for at least 40 years, since the first oil shock in 1973. What is clearer today is that we do not need to continue as helpless victims of the vagaries of the international oil markets. Nor do we have to remain uncompetitive because electricity prices are like an albatross around our necks.

Our leaders of the 1930s -1960s fought tirelessly for our political independence. It is time for today’s leaders to move towards securing all aspects of our nationhood; and one critical area is energy security.

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Guyana Inc. 43

Oil and Gas Investor’s Guide

Understanding Production Sharing Agreements In Guyana

By Kiana Wilburg

T

he Government of Guyana has commendably begun making Production Sharing Agreements (PSA) publicly available. This is a big step forward to improve fiscal transparency. However, there is a need to complement this effort with a concerted effort by the government to explain how the production sharing fiscal framework is applied and functions. This will be important to avoid misconceptions about the framework, which may undermine public confidence.

In this article, the International Monetary Fund (IMF) engages in a short Question and Answer segment that could be used by investors seeking to understand the PSA framework of the country and what is in it for them.

Guyana Inc. Magazine (GIM): What is a Production Sharing Agreement (PSA)?

International Monetary Fund (IMF): It is an agreement between a host government like Guyana and one or more oil companies to carry out petroleum operations and share petroleum production from a specific area. PSAs have been used successfully by many oil producing countries (over seventy) for more than five decades. Many countries in the region use this system, including Trinidad and Tobago, Brazil, and Mexico.

GIM: What are the risks associated with a PSA? IMF: In a PSA, an oil company agrees to cover all the costs required to explore for and produce oil in return for a share of production. In the event that the exploration work does not lead to the exploitation of a commercial discovery, the oil company has no right to be reimbursed for the costs it had incurred. For this reason, the oil company bears all of the exploration risks associated with an oil project.

GIM: What happens if oil is discovered?

IMF: If the company finds oil in commercial quantities, meaning that the project is economically viable, and decides to exploit it, the contractor will recover the costs it incurred to develop the project from a portion of the total value of production. This amount of production used to recover costs is called cost oil. The remaining oil is termed “profit oil”.

GIM: How is cost oil and profit oil calculated in the Stabroek PSA? IMF: The main fiscal benefit for the government of Guyana will come from its share of profit oil. The Stabroek PSA places a ceiling of 75 percent on the value of production to be used as cost oil in each month. This means that every month, the profit oil to be shared between the government and the contractor amounts to at least 25 percent of the total value of oil production. Once profit oil is determined for a month, the government and the contractor are each entitled to 50 percent of profit oil.

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GIM: Is there also a royalty?

IMF: Yes. In addition to profit oil, the government will also receive a royalty equal to 2 percent of the value of production. This royalty is paid by the contractor out of its share of profit oil.

GIM: So, what is the “government take” in the Stabroek PSA that is under the control of USA oil giant, ExxonMobil?

IMF: In the Stabroek PSA, the combination of profit oil and the royalty ensures that there is always a minimum payment to the government equivalent to 14.5 percent of the total value of oil production. This is composed of two factors: the 2 percent royalty, and 50 percent of profit oil, which at a minimum is equal to 25 percent of total production when the cost oil limit applies. In other words, the government will always collect the equivalent of 14.5 percent of the total value of production regardless of the costs incurred by the oil company.

GIM: What happens when a company recovers the initial investment in the project?

IMF: After the exploration and development costs are recovered, the required cost oil allocation typically becomes less than 75 percent cost oil ceiling of the value of production.

As a result, the profit oil available to be shared between the government and the company will increase. The government share in the production will usually increase sharply once the initial investment has been recovered.

GIM: What about income tax? How does this work out for the investor?

IMF: Guyana’s PSAs also provide for the payment of income tax by the oil company, as well as other specified taxes applicable to sub-contractors and personnel. However, the oil company’s income tax liability is included in the government share of profit oil, a system known as posttax profit oil sharing or ‘paid-on-behalf’. In other words, the profit oil received by the government will include a portion equivalent to the company’s tax liability. To illustrate this, each year the government will publish the breakdown of the government revenue from the petroleum sector including royalty, income tax, government share of profit oil and other charges (such as rental fees and subcontractors’ taxes).

GIM: Is post-tax sharing unique to Guyana and are there any advantages?

IMF: No, this system is used in many producing countries such as Trinidad and Tobago, Azerbaijan and Qatar, just to name a few. Some advantages of the pay-on-behalf system is that it provides more certainty on the expected government revenue from oil projects and mitigates tax planning, while offering fiscal stability for both the government and the contractor against changes in corporate tax rates.

Christianburg Wismar Secondary School Begins Offering CAPE For The New School Year

By The Ministry of Education

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hristianburg Wismar Secondary School (CWSS) in Region 10 has now joined Mackenzie High as the only institutions in that region offering Caribbean Advanced Proficiency Examination (CAPE) this year.

The Ministry of Education (MoE), in another step towards closing the gap in education delivery across Guyana, has now added CWSS to aid with the CAPE programme in Region 10. This intervention comes at a time when Guyana is expected to experience a ‘purple patch’ with the emerging Oil and Gas sector.

Region 10 has a secondary school population of four thousand one hundred and thirty-eight (4138). While its seven secondary schools are offering the Caribbean Secondary Education Certificate (CSEC); only one secondary school, the Mackenzie High school, was offering CAPE. The CWSS has one of the strongest technical vocational education programmes in Region 10. This is evident in the CSEC

results in the technical subjects. The school is equipped with four (4) large workshops and two Information Technology laboratories to offer a multi-lateral programme.

The school is a grade [B] institution, with a matriculation rate that ranks high among the other listed [A] grade schools in Guyana.

Matriculation is defined by CXC as a pass of at least five (5) CSEC subjects, at one sitting, with Grades I to III, including English A and Mathematics.

Over the past five (5) years, the school recorded a consistent improvement in student matriculation. In 2013, only twenty-nine percent (29%) of the CSEC candidates matriculated. By 2017, forty-eight percent (48%) matriculated. Over the past three (3) years, a total of two hundred thirtythree (233) students matriculated from this school.

Thirty-one percent (31%) or seventy-two (72) of the students, who matriculated from the school over the past three (3) years, were

from the Industrial Technology Department. In 2015 and 2016, eighty-three percent (83%) of the candidates passed and, in 2017, all the candidates (100%) passed.

The MoE recognized that the educational thrust of Guyana is along the Science, Technology, Engineering, Arts and Mathematics (STEAM) path. Therefore, it is important that the schools’ curricula respond to the needs of the society.

The subjects that will be taught for the September 2018 CAPE programme at CWSS are Geometrical & Mechanical Engineering Drawing, Electrical & Electronic Technology and Computer Science and Pure Mathematics. This ultimately would lead to an Associate’s Degree in Technical Studies from the Caribbean Examinations Council (CXC). Additionally, such pursuits will allow for the exemption from courses at the University of Guyana, should the students go on to that tertiary institution.

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TALENT

Akeem Adams – A young violinist who tugs at the heart with his music

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usic has the uncanny ability to make us feel emotions that we sometimes don’t even know we have. It can make us smile, cry or even shake to its rhythmic beats. Essentially, without music, the world might as well be a bland atmosphere in which we merely exist.

An individual who understands the depth of music, more than what the average listener hears, is a young man by the name of Akeem Anthony Adams.

Although he is barely 21-years-old, he has been able to learn the divine art of making music with a violin and could easily fool anyone into believing that it is a simple process.

But what many may not believe is that Akeem was able to master this art, although he says he still has a long way to go, within the space of three years.

For the record, making music on any instrument, the kind that touches the heart, soul and probably every fibre of your being, is no walk in the park. Making music is hard work, especially if you were not born with the natural talent to do so.

Akeem insists that he is no musical prodigy. In fact,

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during a recent interview, he recalled how he even dreaded taking mandatory music classes as a student at the New Silver City Secondary School in Linden. Born to Victor Adams and Lisa French [deceased], Akeem is the eldest of his three siblings.

He first got caught up in music classes merely because he was convinced that he had a fairly good singing voice.

“Growing up, I never had an interest in music, but I could sing. So, I was kind of excited about music class because I thought, ‘Oh, it’s just singing’. But then the reality hit me when I saw there was a board, and there was like an actual theory; there was even music history,” Akeem shared. Essentially, Akeem failed all of his music exams.

He, however, disclosed that it wasn’t until he changed schools that he saw music from an entirely different perspective.

Because of family circumstances, Akeem had to move to the East Coast of Demerara where he started to attend the Golden Grove Secondary School. There, he would meet a music teacher – Ms. Bridgette Nelson – who helped to

forever change the way Akeem felt about music.

But, of course, Akeem didn’t see this coming. Again, he was merely vying for a place in the school’s choir when he asked Ms. Nelson to assist him with the theoretical aspect of his music class. It was astounding how Ms. Nelson’s simplified explanation helped to open Akeem’s eyes to music. “The way she put it over, I just had like an epiphany and understood it. It became like second nature to me,” recounted a smiling Akeem.

While the theory became clear, Akeem still had a problem comprehending how it could be transformed into glorious sounds of music by way of an instrument. His first attempt to make the unthinkable happen was via a recorder, which Akeem described as “a dreaded instrument” since “people don’t really like it. It’s like an annoying flute thing.”

But, with Ms. Nelson’s help, Akeem had a desire to learn and, indeed, not only his understanding, but his ability to make music improved considerably. In fact, Ms. Nelson became even more, a mother to Akeem than just a music teacher.

With a desire to learn even more, Akeem decided to seek entrance at the National School of Music. Although he did get admission to the school, Akeem recalled that it was not easy.

At first, he had his mind set on learning to play the piano or the guitar, but he was persuaded by his adopted sister, Ernesta Nelson, to embrace the idea of learning to play the violin.

“She wanted to do violin too, so she told me, “Come on, join the violin class because I’m gonna be lonely.” So I decided to go with her, even though I didn’t want to do it because I never fancied the violin,” Akeem related.

The first day of violin class would be the very day Akeem’s view of the instrument changed. Soon after he entered the classroom, he was captivated by the sounds coming from a violin played by the then volunteer class teacher, Ms. Julian Oak. “When I heard her play, I don’t know what happened, but I became excited to join the class,” Akeem confessed.

“When I went into the room, the place was quiet and she started playing... The amount of emotions that little wooden box created, it had me in awe.”

Learning to play the violin came with unbridled dedication and commitment that Akeem was willing to give. In the process of learning, he had to move past many sessions, which saw him producing sounds which were more likened to the screeches of a dying cat.

“The first six months were difficult... Looking back now, when I thought I was awesome, I realised I really wasn’t. I have made a lot of progress coming along so far,” Akeem shared.

With each passing day of devoted work, Akeem has improved to the point that he was able to write the Grade Two Associated Board of the Royal School of Music [ABRSM] exam through the National School of Music and gain a distinction, even after his teacher had left.

“She had equipped me enough, so I decided to challenge myself,” said Akeem, who has also written Grade Four of the ABRSM exam, which is taken by music students

across the world, and was again able to secure a distinction.

Although he shies away from making himself a ‘big deal’, many people have been able to experience Akeem’s outstanding talent. In fact, with the departure of his violin teacher, Akeem was capable enough to become a volunteer violin teacher at the National School of Music. It was, in fact, while undertaking this task that he was first noticed by his now manager, Kristia Ramlagan, who had brought her daughter, Gabrielle, to be taught to play the violin.

Kristia shared how she was impressed by the way Akeem helped her daughter to learn the violin. “By the end of three classes, I was amazed by what she was able to accomplish... Akeem is my daughter’s inspiration,” related Kristia.

Recognising the marketability of his talent, Kristia, earlier this year, offered to manage Akeem on a pro bono basis until he is able to officially launch his career and has since been able to land him quite a few gigs. “Since I started to manage him, he has been doing corporate events and mostly weddings. He has quite a few weddings booked for this year,” Kristia shared.

One of his most requested selections is John Legend’s ‘All of me’, which Akeem has played so many times that it has become almost effortless to deliver to an audience.

He, however, never shies away from playing a new song.

“When I know the song, I can play it by ear, but if it is new, I have to study the song and figure out the keys,” he shared.

A day doesn’t pass without this young musician wearing his headphones to listen to music he intends to make his own. “Since I started doing music three years ago, it has become my life,” said Akeem, who is known to give even more focus to his music when prepping for an event.

In much the way he inspired Kristia’s daughter, Akeem’s life has been inspiring to others. His advice to young people is to “dig within yourself and find that dream; find what you like and put every effort into making it a reality.”

Akeem intends to live by his own advice too. In the future, he sees himself becoming a solo violinist who is able to produce albums that are not only good enough for locals but even the international scene. He revealed, “I would love to tour and represent my country doing something that is not quite the norm here.”

But even as his reality continues to unfold, Akeem continues to be his biggest critic. He intends to one day master the piano, guitar, recorder, flute and the cello, even as he improves his singing. “People say I sound good, but I always think I can do better,” said Akeem.

Working to be an all-rounder comes even as he prepares to launch himself as an artiste. “We are working towards Akeem launching his career locally and he is working really, really hard to improve,” said Kristia, as she also spoke glowingly of Akeem’s passion to consistently improve his performance.

In his quest to improve, Akeem is hoping to one day land a scholarship overseas to further his music education.

In the meantime, though, he is optimistic that swift moves will be made to put in place a copyright legislation since, according to him, “musicians need to make money too; all art forms should be respected and protected.”

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Tourism Authority Moves Swiftly To Expand Guyana’s Reach And Attractiveness In Key Markets

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ecent trends demonstrate that traveling the world is the number one priority for an increasing number of individuals who are prioritizing spending their savings on life experiences over buying more stuff.

According to research from SunTrust Bank, 45% of Americans put their savings towards travel. This amount surpasses monies saved for retirement, buying a house and buying a car. Studies have also shown that people get more enjoyment and satisfaction from experiential purchases than material purchases. The experiences travel brings is seen as an added benefit to one’s lifestyle.

With this in mind, the Guyana Tourism Authority (GTA) is looking to raise the profile, reach and access of Destination Guyana to travelers worldwide who are actively seeking out authentic adventure, nature-based and cultural experiences. On this premise, GTA has appointed market representation firms to promote Destination Guyana in the North American and German travel markets to increase visitation. Emerging Destinations in partnership with Green Team Global will be representing Guyana in the United States and Canada, and Fastforward Marketing, a subsidiary of Travel Marketing Romberg, will be representing Guyana in Germany.

The United States, Canada and United Kingdom are Guyana’s core markets, and Germany is an investment market for the GTA. Its market representatives will be working year-round to raise awareness of Destination Guyana and further establish Guyana’s presence in these markets, increase demand and strengthen the direct connections between international tour operators, travel agents, travelers and the Guyanese travel trade. The two firms will also foster cooperative marketing opportunities between the Guyana Tourism Authority and key players in the Tourism Industry.

“Formally entering these markets is a critical component of Guyana’s overall tourism strategy,” explained Brian Mullis, Director of Guyana Tourism Authority. “We are confident that our newly formed strategic alliances with Emerging Destinations, Green Team Global and Fast Edition 34 48 Guyana Inc.

Forward Marketing will effectively bring Destination Guyana into the global tourism marketplace and meet the growing demand for the increasing number of travelers that are looking for the wealth of natural and cultural heritage that we have in abundance”.

With daily non-stop flights available from New York, Miami, Toronto, Panama City and a number of Caribbean Islands, which have direct access to the UK and Germany, Guyana is well positioned to becoming the next mustsee destination for adventurous travelers. An irresistible combination of vibrant indigenous cultures, exotic foods, pristine primary rainforest, world-class waterfalls and amazing diversity of wildlife will satisfy any visitor’s appetite for new experiences.

The appointment of North American and German market representation firms comes during an exciting time for the tourism industry in Guyana. With the recent launch of the new Destination Guyana website, the expansion of the Cheddi Jagan International Airport, increased airlift to Guyana from international carriers such as American Airlines, and the GTA working to secure market representation in the UK market before October, the tourism sector is well poised for growth and positive impact.

About the Guyana Tourism Authority The Guyana Tourism Authority (GTA) is a semiautonomous governmental organisation responsible for developing and promoting sustainable tourism in Guyana through collaboration with sister agencies and the tourism private sector in order to maximise local socio-economic and conservation outcomes and improve visitors’ experience. The GTA is focused on Guyana becoming recognised locally and internationally as a premier destination for protecting its natural and cultural heritage, providing authentic experiences and maximizing local economic benefits. For more information, visit www.guyana-tourism.com.

Listening isn’t just hearing… … It requires the willingness to entertain other viewpoints, especially opposing ones.

By Rae Dawn Brusch

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t is a known fact that the first type of communication we engage in is listening. That is how we learn and acquire language. Although it is our first learnt ability, it is sadly our most underdeveloped communication skill.

There is a patent difference between hearing and listening, but the will to focus on either is lacking.

Hearing is easy, it’s our lifeline; how we wake in the morning, our way of escaping danger and how we pass on our genes. Hearing is the reception of sound waves, perception of sound to the brain and the acoustic link.

But listening is an art! An art we are slowly losing in a world of so many digital distractions and the overload of information.

Our hearing is faster than any other sense; and our brains are tuned to our surroundings through listening.

Listening is an open mind, something more important than an open ear. It is the willingness to entertain the notion that we may be wrong or that we may only be partially right.

The famous Aristotle once said, “It is the mark of an educated mind to be able to entertain a thought without accepting it.”

Listening skills are proven to be connected with intelligence.

Intelligent people know that knowledge is power and the most important way of gaining this knowledge is to listen. This is how they find deeper meaning; they know it is a psychological act.

Listening for meaning implicates hearing more than just words. Ideas are heard, as well as concepts. The level of engagement it requires leaves the person with no choice but to be drawn in and focused.

The International Listening

A proficient listener uses appropriate eye contact, remains attentive and alert, does not interrupt, is responsive, uses verbal and non-verbal terminologies and lastly asks questions in a nonthreatening manner.

Association defines listening as, “The process of receiving, constructing meaning from, and responding to spoken and /or non-verbal messages.

The differences between a proficient and an ineffective listener are extensive.

A proficient listener uses appropriate eye contact, remains attentive and alert, does not interrupt, is responsive, uses verbal and non-

verbal terminologies and lastly asks questions in a non-threatening manner. An ineffective listener is impatient, does not make and keep eye contact, easily distracted, interrupts the speaker, gives little to no feedback, talks too much, gives unwanted advice, changes the subject and is close-minded. No one likes an ineffective listener.

Those who practice great communication skills know that listening requires you to stop talking long enough to let the sound you hear travel through your brain so that it can be processed for connotation. It is important to note that the levels of hearing ability have little to do with listening skills. This is why people with hearing loss have been found to be better listeners than people with normal listening skills. We often tune out any noise that causes us boredom or discomfort, which results in no longer listening but simply hearing.

Listening should be seen as a means to gain wisdom. It goes deeper than merely hearing. It is our connection to the non-visual parts of our world and it feeds into every aspect of our life.

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Local Talk Show Seeks to Better Lives

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local talk show aimed at transforming the lives of households has been taking the airways by storm. The Lady Wendy Show, as it is being called, was first aired on February 5, 2018 on the National Communications Network (NCN) Channel 11.

The idea for such a broadcast came after its hostess, Wendy, overheard a conversation at an internet café. While there, Wendy heard a young woman complaining to her overseas relative about the hardships in Guyana and the fact that no one seems interested in helping youths. A curious Wendy, who hails from the Soesdyke/Linden Highway, but migrated to Canada at a very young age, thought to herself: ‘Why does it have to be this way? Maybe if I shift their mindset, they can see things the way I do. Maybe I can help.’

Soon after, the Lady Wendy Show was birthed.

The first show titled, “Youths on the Move,” featured two progressive entrepreneurs—Anjie Lambert and Dennon Lewis. The duo have formed their own successful clothing business.

Many shows followed, covering topics like Generational Wealth, Self Love, Diabetes and High Blood Pressure Prevention, Betrayal and Forgiveness, and Seniors on the Move. There

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has also been particular emphasis on Domestic Violence.

Very soon, Wendy will be starting a nongovernmental organization which seeks to empower Guyanese by helping them to have healthier relationships. According to the talk show hostess, the NGO will also have a special focus on jobs.

As with any business venture, the road to success is never smooth. It is in this vein that Wendy divulged that the show’s biggest challenge is acquiring enough sponsorship. She said, “We wished government representatives would have partnered with us to help make a positive impact in Guyana.”

In the meantime, the show welcomes assistance from any individual or organisation that is concerned with bringing social changes in Guyana to the forefront.

Season Two of the talk show is currently airing and it promises to be more informative. It is being aired on NCN Channel 11 every Monday at 4:30PM and every Wednesday at 7:30PM. You can get all updates on the show by visiting its Facebook page - Lady Wendy Show.

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