ST. VINCENT AND THE GRENADINES PORT AUTHORITY I PROFILE
St. Vincent and the Grenadines Port Authority was founded by an act of parliament in 1979. Operations began with the manual processing of cargo, before a dedicated terminal was built in the 1990s. The business expanded to include a purpose-built cruise terminal in the capital Kingstown. With another port under construction, CEO Carl James explained more to Hannah Barnett.
ITis expansion time for the St. Vincent and the Grenadines Port Authority.
Employing around 250 staff, the company has enjoyed year-on-year growth in terms of throughput and revenue over the last decade.
In July 2022, the Port launched its threeyear strategic plan – with a vision of becoming a ‘global port that is the hallmark of dynamism, excellence and innovation.’ The company is in the second year of the plan’s implementation and is already reaping benefits.
Infrastructure development
Joining the successful Kingstown Port, which is celebrating 60 years in 2024, and Campden Park Container Port and Kingstown Cruise Terminal, the company is developing a new cargo port at the northern end of the capital.
The new site will be larger than the two existing cargo ports combined.
“This new port will consolidate our activities,” said Carl James, CEO, “increasing our efficiency and safety, making us more climate resilient.
“On July 1st 2024, the country was impacted severely by Hurricane Beryl. Our cargo pier in Kingstown received significant damage, meaning we pivoted to utilize the Campden Park Container Port and the Kingstown Cruise terminal. This maintained our services for customers until repairs were completed. Hence, we welcome the new Port that will be more resilient to extreme weather.”
The company has invested over US$15 million in equipment for the new Port, ensuring it can efficiently deliver on all its operational processes.
“We are bringing value, enhancing productivity, streamlining activities, and helping our stakeholders get maximum benefits,” Mr. James explained. “We
will also significantly enhance our cybersecurity posture.”
The new Port is contracted to open in May 2025, but according to Mr. James, based on current progress, the company is “about a month or two ahead of schedule.”
People power
Every year, the company invests significantly in training, working with prestigious educational bodies like the Caribbean Maritime University and Lloyd’s Maritime Academy. Recently, the Port Authority modified its training policy to make it more accommodating and accessible.
“We are proud of our training initiatives,” said Mr. James. “Our expanded internship program with the technical vocational
schools works alongside IT, engineering, or other departments. Our mentorship program identifies potential future leaders and exposes them to management-type activities, building their capacity to take key positions in the organization in the future.”
This upskilling has led to a more motivated and capable team, crucial for driving the company forward. Apart from training, the company hosts team-building events such as annual fun days and awards, uniting the staff, under the theme ‘one team, one culture, one Port.’
Customer satisfaction
Port Authority delegates often travel to conferences, meeting partners and discussing the industry. The company prizes integrity and communication in its relationships with suppliers.
“We choose suppliers that operate ethically,” said Mr. James. “Once we start with business, we maintain a strong
r elationship by meeting commitments, making payments, and maintaining contracts. We follow the best business practices to ensure that our suppliers and stakeholders can trust us, developing a mutually beneficial relationship.”
The Port Authority favors a symbiotic relationship with customers, working closely with clients to understand their needs and ensure all concerns are addressed.
“Through our consultative approach, we reach out to customers, ensuring that any solution adequately addresses concerns, ” Mr. James explained. “. While we cannot always deliver exactly what is desired, we try to come as close as possible to an ideal solution.
“Our pricing is also lower than the majority of, if not all, of the Caribbean countries, and much of South America. Our tariffs are fairly aged, but through efficiency and an increase in volume we’ve maintained the Port as on ongoing concern.”
Green initiatives
Due to its tropical location, the port is often exposed to hurricanes and other natural disasters, including volcanic activity.
The Port Authority is embarking on various green initiatives, including investing in solar energy and purchasing electrical equipment to significantly reduce emissions and enhance warehouse air quality. According to Mr. James, the company is challenged by carbon intensity indicator (CII) requirements from the IMO.
“In the Caribbean, we focus on short sea shipping,” he said. “A vessel may visit multiple ports to offload cargo and keep its generators running. These factors significantly affect its CII ratings.
“Our small islands have made little or no contribution to the atmospheric pollution causing climate change. We are held to the same standard, being punished for
a situation that was brought upon us, while also dealing with the direct impact of climate change from extreme weather. So, we’re suffering twice.”
Corporate responsibility
The Port’s commitment to corporate social responsibility (CSR) remains unwavering. It supports local arts, youth development, sports, and culture.
“In 2022, we adopted a rural community that was adversely affected by the 2021 volcanic eruptions,” Mr. James said.
“We worked with them on our annual Christmas toy drive for the children in that community. We plan to work with this community through educational programs , infrastructure development, and agricult ural assistance. Our goal is to empower the residents, providing the tools and resources they need to thrive.”
Additionally, the company sponsors multiple summer programs, including steelpan music workshops, maritime development, and heritage initiatives, offering full scholarships to the children of its staff who excelled at the primary exit exams. These programs enrich the lives of participants and promote cultural heritage and youth development.
“Our CSR activities benefit the community and align with our vision for a better, more inclusive society,” Mr. James added.
Impending plans
The company is undertaking an extensive consultation, alongside the government, regarding the use of existing Port facilities once the new Port is completed.
“We’re assessing how to use the lands that will be released,” explained Mr. James. “Is it for additional cruise vessels or a waterfront space for tourism? We want to redevelop this land to bring more business to the city and to enhance the waterfront.”
The company is facing the challenges of digitization, artificial intelligence, and the need to increase cybersecurity.
“We must constantly evolve to keep pace with these digital changes,” said Mr. James. “Our team must have a change mindset and not be too comfortable in one position – to be agile and nimble, remaining relevant to the industry.”
The Port Authority will introduce digital software to significantly enhance efficiency at the waterfront. It has already launched vessel birthing software and is contemplating new terminal operating systems and a fully functioning port community system. The company recently held a second annual symposium with stakeholders, where it discussed these complex issues.
“I like a challenge, and a port is a constant challenge,” Mr. James concluded. “Port changes might seem small, but they have large implications. Moving forward, we must be strategic with our decisions.
“The St. Vincent and the Grenadines Port Authority is on a transformational path. We are optimistic that these various initiatives will maintain us on that trajectory, bringing significantly increased value to stakeholders.” n
