AMCHAM JAMAICA
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DEVELOPMENT FINANCIAL STRUCTURING IMPLEMENTATION
ENERGY INFRASTRUCTURE SOLUTIONS CARIBBEAN , CENTRAL AMERICA & MEXICO
C O N
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04 Message from AmCham Jamaica’s
Message from the U.S. Ambassador
President
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N T S
Message from the CEO
Message from the AACCLA Chairman
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AmCham Board of Directors
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Feature of the Jamaica Manufacturers’ Association (JMA)
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AmCham Jamaica-Who we are and what we have to offer
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Migration in Jamaica: How to stop the ‘Brain Drain’
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JAMPRO: Jamaica, your place to do business
AmCham Rewards
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Fostering a competitive edge for trade in Jamaica
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Hospiten: A reference in health
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Capital Sourcing
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GUARDSMAN GROUP: Comprehensive security from a single source
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Opic is open for business in Jamaica
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Workforce Development: The highway to economic growth
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Historic visit by Jamaica’s Prime Minister to the US Chamber of Commerce
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Learning Through Discovery: Where we are and the way forward
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CBI: Providing competitive advantage for Jamaican products entering the US market
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JTB: Laid back to luxury
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Buying property in Jamaica: Things you need to know
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St. Thomas and the creation of Special Economic Zones
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Should BIG Data matter to small business?
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AmCham connects with Haiti: “Business future in the Americas”
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GB Energy: Connecting the dots with AmCham Jamaica
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Clean and affordable energy: More than a Buzzword
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BMR Jamaica
52 A night to remember: The Business and Civic Leadership Awards 2015
72 Networking with AmCham/Promotional events (President’s Breakfasts, Executive Luncheons)
76 Season’s Festivities: AmCham’s Annual Christmas Luncheon
74 AmCham Jamaica and the Pocket Rocket Foundation hosted the Caribbean premiere of the movie “Race”
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AMCHAM JAMAICA
Message From AMCHAM Jamaica’s President It was 30 years ago, in 1986, that AmCham Jamaica came to life and begun to blaze a trail of success. From the promotion of investment and trade between the United States and Jamaica, to community based projects that promote co-operation, peace and unity, AmCham Jamaica has made it a duty to be a promoter, facilitator and enhancer. In this our 30th year, it is an honour to once more bring you greetings as President of AmCham Jamaica. Our team has worked assiduously to ensure that the business environment in which our members operate accommodates growth and development. We will, as usual highlight all our successes throughout the year and I am especially looking forward to continuing to work with everyone to accomplish our mission here at AmCham Jamaica. AmCham PRESIDENT
Despite some economic challenges, Jamaica is poised for increased growth and further development. One just has to glance at the latest World Bank data, which states that, Jamaica’s strong assets included its skilled labour force and strong social and governance indicators. Jamaica was also ranked among the top 10 countries with the most improved economies for 2015. With encouraging information like this and with new global developments taking place, Jamaica is strategically aligned to take advantage of the business opportunities arising for growth and expansion in manufacturing, distribution, e-commerce, import and export activities, international transfers, value-added activities and supporting services. Jamaica has the necessary skills and infrastructure to take full advantage of opportunities in Health Care, Finance, Human Resources, Call Centre Services, KnowledgeProcess Outsourcing, Software-Development testing and Legal Processing Outsourcing. In February 2015, the United States Ambassador to Jamaica, H.E Luis Moreno, met with the AmCham Board and pledged his unwavering support to the Chamber and its initiatives as we move to strengthen the business relations between the United States, Jamaica, the Caribbean and the Americas. We want to thank the Ambassador, who also happens to be our Honorary Chairman, for his open and unwavering support to AmCham Jamaica.
Ronald McKay PRESIDENT,
JAMAICA
As one of 116 AmChams across the globe, AmCham Jamaica stands ready to continue its mandate of promoting, facilitating and enhancing Trade and Investment in Jamaica, the Region and the Americas with the United States. Cheers to our 30th.
AMCHAM JAMAICA
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MESSAGE FROM THE U.S. AMBASSADOR Since my arrival in Jamaica in January 2015, I have been honoured to fortify a strong relationship with the American Chamber of Commerce. In my mind, the US Embassy and AmCham Jamaica should work hand-in-hand. You are our number one ally and go-to partner in supporting US trade and investment priorities and assisting the private sector. After all, we’re working for the same thing – to promote closer US and Jamaican economic and commercial ties. 2015 was an exciting first year for me as ambassador. Two-way trade of goods between Jamaica and the United States topped US$2.5 billion. We welcomed over two million tourists from the United States, who contributed more than two billion dollars to the local economy. We saw a record number of visa issuances for Jamaicans traveling to the United States for business, holiday and to spend time with friends and family. And, of course, we welcomed President Obama as the first president to visit Jamaica in more than 30 years, where he highlighted our mutual interest in promoting security, good governance, full and equal citizenship, and prosperity throughout the region. Promoting Foreign Direct Investment is one of my policy priorities as the best means to stimulate sustainable, inclusive growth. My economic team at the US Embassy and I remain committed to this goal. I’m pleased that Jamaica’s improving business climate is once again attracting notable American investments. We’ve seen investments in tourism, Business Process Outsourcing, agriculture and energy, where the White House’s Caribbean Energy Security Initiative is designed to support private sector-led cleanenergy development. As AmCham members, I encourage you to take advantage of our close partnership. Export duty-free to the US market through the Caribbean Basin Initiative. Participate in US Embassy-supported trade programmes. Contribute to policy discussions with United States Government visitors that help us communicate better about our mutual interests. Engage in business matchmaking between Jamaican and US businesses. And explore the financing options available to expand your own businesses through unique programs, including the US Export-Import Bank, the US Trade and Development Agency (USTDA), and the Overseas Private Investment Corporation (OPIC) -the USG’s development finance institution that has facilitated nearly $1 billion in US investment in Jamaica over the last decade. AmCham membership brings credibility to your businesses within Jamaica and around the world. It means having a voice that will be heard by policymakers, connecting with markets in the US and throughout the region to benefit your businesses, your communities and the country. I’m proud of the close relationship we have developed during my time here, and I look forward to our ongoing partnership that will unlock even more doors as we work together to make Jamaica the premier destination in the Caribbean for business.
Luis Moreno U N I T ED S TAT E S A M B A S S A D O R
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AMCHAM JAMAICA
Message from the CEO I am truly humbled and honoured to be granted the opportunity to serve as the new chief executive officer for the American Chamber of Commerce of Jamaica (AmCham Jamaica). With years of experience in business leadership and service, I am very familiar with the challenges that businesses face in the 21st century. I am also cognisant of the role that the chamber will play in servicing the needs of its members and stakeholders by taking a proactive approach to formulating dynamic business solutions to address daily and future challenges.
For the past thirty years, AmCham Jamaica has been a vital support system to business growth and development in Jamaica I intend to use my expertise to improve stakeholder relationships, and business channels for members by accessing the myriad of linkages and opportunities in the US, the Caribbean and Latin American region and beyond. I strongly believe the growth of businesses can only become effective when they are guaranteed an accommodating environment where networks, partnerships and commercial ties can be strengthened. AmCham Jamaica can provide that. I am also committed to the continued trade facilitation and the expansion of new and existing markets, as we push to improve and increase the services and benefits to our members while ensuring that social responsibility to our fellow citizens remains in the foreground. With the continued support of the board of directors, I can assure you that the chamber will continue to be consistent, responsible and professional in all its lobbying efforts with stakeholders, including the Government. We are committed, both on the local and international level, to create an environment that engenders business growth and development in Jamaica. These include: • A reduction in bureaucracy, • Stronger legislation, bolstering opportunities for international trade; and • Policies to ensure that the cost of doing business in Jamaica is competitive.
Gail Abrahams CEO,
JAMAICA
As we forge ahead into 2016, I encourage you to make use of the services we offer and the opportunities to network. I am excited at the rewarding experience we will have together, professionally and personally, as members of the chamber, for the betterment of all involved. That is our mission.
AMCHAM JAMAICA
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Message from the Association of American Chambers in Latin America (AACCLA) Chairman Amid the uncertainty in the global economy, Latin America and the Caribbean remain beacons of economic growth and dynamism, consolidating their positions as attractive destinations for business and investment. The combination of robust macroeconomic indicators, innovative regional partnerships and renewed engagement from the United States, together signal a potentially strong year for business in the region. However, the only way we can realise that potential is for governments around the hemisphere to embrace the ideals of free trade, free markets and free enterprise. Now celebrating its 30th year, there is no greater example of an institution effectively driving for acceptance of those ideals than at the American Chamber of Commerce of Jamaica (AmCham Jamaica). Thanks to AmCham Jamaica’s long-standing leadership, the US and Jamaica enjoy a healthy trading relationship, which owes much of its success to the Caribbean Basin Initiative (CBI) and other trade measures that have allowed approximately 80 per cent of Jamaica’s exports to the United States to enter duty free.
Tom Kenna
As the premier association for US business in the region, the Association of American Chambers of Commerce in Latin America and the Caribbean AACCLA CHAIRMAN (AACCLA), and its 24 member American Chambers of Commerce (AmChams), can take justifiable pride in programmes like CBI. As thought leaders and policy movers, these AmChams-representing more than 20,000 companies and more than 80 per cent of US investment in the region have been behind many of the policy developments that drive today’s economic boon in the hemisphere. As we look to the future of our region and AACCLA’s 2016 agenda, it is clear we will need great leadership across the Americas to overcome the global challenges we all face. A year ago, many commentators said that the US government was too divided to get much done. Yet, acting in partnership with the US Chamber of Commerce-the world’s largest business federation representing the interests of more than three million businesses of all sizes, sectors, and regions AACCLA’s leadership was able to prove the sceptics wrong and worked with political leaders to advance economic opportunities in the Americas, including: · Securing trade promotion-authority legislation that enabled the conclusion of the Trans-Pacific Partnership negotiations; · Reauthorising the Export-Import Bank; · Extending the Generalised system of preferences and bilateral preferences for Haiti; · Easing of sanctions on Cuba; · Repealing the Country-of-Origin Labelling rule on Canadian and Mexican muscle cuts of meat, which successfully averted certain trade retaliation; and · Securing an allotment of resources by the US Congress to address the migration and security crises in the Northern Triangle. With the right leadership in the United States and across the hemisphere, we can do even more and we can restore the hemispheric commitment to open trade and investment. With the continued leadership of AmCham Jamaica and the launch of AmCham Jamaica’s AmCham Connected, we have no doubt that Jamaican policy makers will be in the best place to advance an international trade and investment agenda that will open markets, protect investments and promote the rule of law.
AMCHAM JAMAICA
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AMCHAM BOARD OF DIRECTORS HON CHAIrMAN
PRESIDENT
H.E. Luis Moreno
Ronald McKay
Honorary Chair US Ambassador to Jamaica
CEO, ADS Global Limited, President, AmCham
VICE PRESIDENTS
Ian Forbes Managing Director, Sherwin Williams (W.I.) Limited
Andrew Pairman
Managing Director, Anbell Trade Exchange Limited
Kelly Tomblin President & CEO, Jamaica Public Service Company Limited
AMCHAM JAMAICA
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DIRECTORS
Barry O’Brien Director of Business Development for Digicel Caribbean and Central America, DIGICEL Group
Novlet Deans
Gordon Foote
Chief Executive Officer, Environmental Health Foundation
General Manager, IBM World Trade Corporation
Heston Hutton
Patrick Hylton
Managing Director, Centralized Strategic Services
Eleanor Jones
Group Managing Director, National Commercial Bank
Managing Director, Environmental Solutions Limited
Allison Peart
Brian Pengelley
Mauricio Pulido
Country Managing Partner, Ernst & Young
Jamaica Country Manager, AMECO Caribbean, Inc.
CEO, Jamaica, GB Energy – Texaco
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AMCHAM JAMAICA
DIRECTORS CONt’d
Michelle Wilson-Reynolds
Michael Subratie
Managing Director/Consultant, GeoMichry Communications & Services Limited
Managing Director, T. Geddes Grant Limited
Ann-Dawn Young-Sang Regional Vice President, Caribbean, IGT
Compton Rodney
Paul Tai
Partner, Nunes, Scholefield, DeLeon & Co.
CURRENT CEO
Gail Abrahams Chief Executive Officer, AmCham
Secretary/Treasurer, c/o AmCham
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Immediate Past President
Derrick Nembhard
Managing Director, Jamaica Flours Mills Limited
PAST PRESIDENTS
Audrey Marks
Robert Levy
President/CEO, Paymaster Jamaica Limited
Chairman, Jamaica Broilers Group Limited
Diana Stewart Managing Director, Stewart’s Auto Sales Limited
Anthony Jenkinson Consultant, Nunes, Scholefield, Deleon & Co.
Peter Moses Citi Country Officer, Citibank, N. A.
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AMCHAM JAMAICA
AMCHAM JAMAICA
WHO WE ARE AND WHAT WE HAVE TO OFFER
AmCham JAMAICA is an organisation directly affiliated to the United States Chamber of Commerce (USCOC) in Washington DC, the largest federated business organisation in the world, with offices in 116 countries, 23 of them in Latin America and the Caribbean, through the Association of American Chambers of Commerce in Latin America (AACCLA) network. AmCham Jamaica works closely with the Jamaican Government, US Embassy and other regional chambers in efforts to promote trade opportunities, policy development and networking opportunities that will aid in promoting awareness and lucrative business relations. ‘’AmCham will champion over 80% of the FDI and trade for Jamaica by 2018 by leveraging the global AmCham brand and its network in order to drive the growth of our members businesses and the nation of Jamaica”
14 MEMBERSHIP BENEFITS YOU NEED TO KNOW
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We will guide and assist you in accessing US visas for Members of your staff who need to enter the US for business-related travel.
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You have the opportunity to feature your company’s business-press stories in Loop Media.
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You have the opportunity to be featured in our AmCham Corner page in the Jamaica Observer.
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Receive rewards with our innovative Loyalty Rewards Programme at amchamrewards.com. The programme is free for AmCham members and offers up to 30-40 per cent discounts on hotel accommodations, car rentals, attractions, retail purchases, etc. The rewards programme also extends to your employees, and families, and a point system, which can be used in the future. And, for a fee of US$150, you can be upgraded to a premium membership where you can enjoy savings up to 70 per cent.
We can connect you, through our exclusive business match-making services in Jamaica, the US, and Central and Latin America. We are connected throughout the Americas.
AMCHAM JAMAICA
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You will receive a copy of the AmCham membership listing containing contacts for 200 US and Jamaican member companies.
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You will have access to negotiated discounted rates for accommodation at select hotels, island-wide, for both business and leisure.
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You will receive ‘free representation’ on our website, which is automatically linked to the websites of the AACCLA and the U. S. Embassy.
You will have access to the US Department of Commerce Trade Lead Program, and the Virtual Commercial Library Website, assistance in finding new US Suppliers for whom you will receive quotations directly.
You will be able to participate in US trade missions with the assistance of the US Embassy.
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Enjoy discounted passes for VIP attractions.
You will automatically be affiliated to the US Chamber of Commerce and AACCLA. The Association of American Chambers of Commerce of Latin America and the Caribbean (AACCLA), These relationships provide you with unparalleled access to a vast network of companies which belong to more than 100 AmChams around the globe; and in excess of 20,000 companies represented by AACCLA in the region.
We will assist you in planning networking and promotional opportunities including AmCham’s Presidents’ Breakfasts, forums, seminars and special luncheons. Let us plan and host your events to get your product/services out there.
Participation in Trade Missions within the Americas
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AMCHAM JAMAICA
$
REWARD
BUSINESS TRAVEL & LIFESTYLE REWARDS
VALUE FOR AMCHAM MEMBERS
• AmCham Members can save up to 70 per cent on all business travel, leisure travel and lifestyle benefits with AmCham Rewards
AmCham members have access to a rewards programme that will give them huge savings on all their business travel and lifestyle rewards
• Access existing members/ communicate through our CRM and social media platforms • Earn revenue from premium memberships
BACKGROUND & HISTORY AmCham Rewards was launched in October 2013 to provide members with access to great vacation, business and lifestyle deals. We have partnered with a growing number of international wholesale travel providers to offer our members benefits and prices typically unavailable to the public. AmCham members can earn points for their business travel and redeem them on their next vacation or business trip. You will find all major resorts, attractions, car hire and accommodation available at all the major websites at a lower cost, with a 110 per cent guarantee.
AMCHAM JAMAICA
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YOURSELF with AMCHAMREWARDS.COM
PARTNERED WITH THE AMERICAN AMCHAMREWARDS.COM is a branded American Chamber of Commerce platform with prices unavailable anywhere else online.
FEATURES FOR THE USER Get more from life with our rewards programme that offers up to 70 per cent savings on: • Business travel and lifestyle • Vacations and nightly stays • Entertainment, dining and shopping • 110 per cent price-match guarantee on all vacations, excursions and travel
BUSINESS & LIFESTYLE REWARDS Our programme is available to all American Chamber members. Ask about it today!
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AMCHAM JAMAICA
FOSTERING A COMPETITIVE EDGE FOR TRADE IN JAMAICA (COMPETITIVE EDGE - AMCHAM AFFILIATION) Governments of Jamaica, since the 1960s, have understood the need for higher levels of investment and have sought to garner foreign capital by limiting foreign borrowing and passing feasible levels of debt servicing as is evident by two debt exchanges. The acceleration of economic growth in developing economies like Jamaica requires increasing investment. The dilemma for developing economies is that the level of investment is constrained by the level of domestic savings resulting from low income levels. This vicious cycle can be broken by inflows of foreign capital in the form of loans, development assistance, and/or private foreigninvestment portfolio. The Jamaican Government’s trade and investment promotion agency, Jamaica Promotions Corporation, is targeting a number of key sectors as it pursues initiatives aimed at strengthening the islands competitive advantage in the global marketplace, as well as enhancing the country’s position for foreign and local investments. “While successive governments have actively encouraged Foreign Direct Investment, this task has become increasingly difficult because of Jamaica’s mix of advantages and disadvantages. The country’s debt situation and its middle-income status leave foreign investment as the source which has no limit,” according to a recent JAMPRO report. As a middle-income developing country, there is a limited and steadily declining amount of development aid available to Jamaica. Therefore, there needs to be engagement of another from where we play out the useful mantra, ‘Better to trade than depend on aid’. Jamaica has distinct advantages including democracy, location, language, preferential trade agreements and a political consensus on a private sector-led, market-driven economic strategy. The disadvantages are a small national market, low labour productivity, crime, violence, relatively high cost of electricity and
latent uncertainty due to the economic travails of the last 30 years. Despite the drawbacks, Jamaica has managed to attract some Foreign Direct Investment in the Business Process Outsourcing sector and tourism. However, the country has had to compete for those investments with numerous other developing countries that have similar advantages without the disadvantages, for example the Dominican Republic, which has a larger national market, low cost of labour, and a high rate of growth. If Jamaica is to attract Foreign Direct Investment, it must overcome its disadvantages. In the meantime, it has to spend far more on investment promotion because, as the old dictum says, ‘You cannot make money unless you spend money’, which is why private businesses spend money on marketing and advertisement. Jamaica needs a stable domestic economy and open access to export markets if it is to realise renewed economic growth. Despite comprehensive structural reforms in the mid-1990s, Jamaica’s economy is highly vulnerable to domestic and external shocks. Rising production costs and an appreciating currency have tended to undercut Jamaica’s competitiveness. Changes in external markets are making it more difficult for Jamaica to export key products. The recent successes under the International Monetary Fund (IMF) programme have meant a more stable and competitive currency, a better macroeconomic environment and a better investor outlook. According to AmCham president, Ronald McKay, Jamaica needs to facilitate investments and trade by fostering creativity and innovation within sectors of greatest competitive advantage for the economic benefit of the country. This thrust, he explained, requires careful and selective approaches incorporating specific sectors, goods and services, with the potential to provide Jamaica with a distinct competitive advantage in the global marketplace. Key sectors, he said, include tourism, agri-business and agroindustry, manufacturing, mining and renewable energy, information
AMCHAM JAMAICA
communication technology, the creative industries, and offshore financial services. “These are the areas that we are actually putting our focus on to help to lift and enable them to become the locomotive for our economic growth and development. We have to think beyond our borders in order to grow our businesses and our economy. In the past we have not taken advantage of access to US markets, regional opportunities and globally,” McKay explained. “We believe that if investments can be absorbed, Jamaicans can get jobs as a result of investments, both foreign and local, and Jamaican businesses can, in a sustained way, supply (the) demands, then we are talking about sustained economic growth and development, a robust one, in fact.” McKay added. According to a recent World Trade Organization report, Jamaica is a relatively open economy which is very dependent on trade, with external transactions in goods and services representing more than 100 per cent of Gross Domestic Product. Tourism, followed by exports of bauxite/alumina and clothing, being the main earners of foreign exchange, amounting to 75 per cent of foreign earnings. Jamaica’s imports of goods, mainly oil, raw materials and capital goods, are twice as large in value as its exports. Jamaica’s export markets are the United States, for manufacturers, and the United Kingdom, for exports, under preferential terms, of sugar and bananas. After average GDP growth of 5 per cent between 1962 to 1973, the Jamaican economy underwent a period of declining output and large internal and external imbalances that lasted until the mid1980s. Although a more outward-looking strategy was initiated somewhat earlier, it was not until 1985 that Jamaica started a
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comprehensive programme of structural reform and liberalisation, aimed particularly at restoring external balance and reducing state intervention in the economy. The process of structural reform, supported by the IMF, and World Bank programmes and debt rescheduling, has continued and strengthened during the 1990s, when price controls were dismantled, several public enterprises privatised, import duties reduced and the role of the private sector in economic activity enhanced. “When I am at conferences and trade events throughout the world, businesses are always asking me about opportunities to trade with Jamaica. I don’t think Jamaicans fully understand how strong ‘Brand Jamaica’ is all around the world,” McKay stated. Jamaica is a founding member of the Caribbean Community and Common Market (CARICOM). CARICOM has been moving towards greater integration since 1991, when the Caribbean Single Market and Economy was endorsed. Jamaica adopted CARICOM’s Common External Tariff (CET) in 1991. In 1993, a four-phase schedule of CET rate reductions was implemented, with the goal of lowering the maximum tariff for most goods other than agricultural products to 20 per cent in 1998. A further step towards integration was taken in 1997 under two protocols amending the treaty establishing the Caribbean Community. These are expected to lead to the free movement of goods, services and capital, while further steps are taken to liberalise the movement of persons. According to McKay, AmCham Jamaica is ready to work with both the public and private sectors, driving access to the world in order to grow its member companies, businesses and the Jamaican economy.
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AMCHAM JAMAICA
CAPITAL SOURCING: Let AmCham help your business grow Capital Sourcing for growth is among the most important of business activities, yet one that most companies do infrequently. Restructuring a company’s capital base is even less familiar territory for most businesses. AmCham will assist with the development of relationships that will help in sourcing long-term capital and tap its network of sources and relationships to begin executing the plan associated with that search. There is every temptation to think in limited terms about capital but modern business persons would do well to be more expansive in thought and embrace the fact that capital is a lot more than finance. While most people think of financial capital, or the money a company uses to fund operations, human capital and social capital are important contributors to a company’s overall financial health. Capital is a type of good that can be consumed now, but if consumption is deferred, an increased supply of consumable goods is likely to be available later. Adam Smith defines capital as, “That part of a man’s stock which he expects to afford him revenue is called his capital.” Classical and neoclassical economics regard capital as one of the factors of production (alongside the other factors/land and labour). All other inputs to production are called intangibles in classical economics. This includes organisation, entrepreneurship, knowledge, goodwill, or management (which some characterise as talent, social capital or instructional capital). In economics, capital goods, real capital, or capital assets are already-produced durable goods or any non-financial asset that is used in production of goods or services. How a capital good is maintained or returned to its pre-production state varies with the type of capital involved. In most cases capital is replaced, after a depreciation period, as newer forms of capital make continued use of current capital non-profitable. It is also possible that advances make an obsolete form of capital practical again. In short, the search for capital is constant, iterative and necessary. That is why membership in AmCham gives a vital window to the world of capital sourcing. It should be evident by now that the ability to source or build financial, human or social capital can be enhanced by being associated with a network that spans 65 countries. AmCham works closely with governments and US entities such as the US government’s Overseas Private Investment Corporation (OPIC) to foster an enabling environment that will facilitate business growth, investment and trade. OPIC is a development finance institution.
AMCHAM JAMAICA
Through long-standing relationships with governments, banks, alternative lenders and joint-venture partners, AmCham is able to facilitate finding capital for projects of all sizes. We are not a financial house but we can put you in touch with the people who matter. In souring financial capital, it will be important to have access to: • Investment-fund structuring • Senior debt financing • Mezzanine-debt financing • Joint-venture capital • Preferred and common equity • Financial analysis and consulting • Syndications Sources of capital investment are manifold and can include equity investors, banks and financial institutions along with venture and angel investors. While capital investment is usually earmarked for capital or long-life assets, a portion may also be used for working-capital purposes. In trying to source capital, modern businesses have to engage
Overseas Private Investment Corporation (OPIC) Chief of Staff, John E. Morton (l) in discussion with Texaco/GB Energy Jamaica CEO Mauricio Pulido and AmCham Jamaica President, Ronald McKay.
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in field sourcing. This is industry slang that refers to the process of identifying and engaging potential investment opportunities. AmCham facilitates this through networking events, technology meet-ups and business conferences. These are all great places where ideas can be exchanged, pitches made and relationships built. Evidence of this can be seen in AmCham’s recent interaction with OPIC where AmCham Jamaica’s president, Ronald McKay, said, “as part of our strategic framework going forward, our vision is to be the champion for trade and FDI, by leveraging the global AmCham network and our effective partnerships, to grow our members’ businesses and Jamaica. OPIC is a key part of that effort.” Speaking on a recent visit to Jamaica, OPIC Chief Of Staff, John E. Morton noted, that Jamaica “is a growth market where investors can find real opportunity. OPIC is ready to partner with these privatesector investors to carry out lasting development in Jamaica. I look forward to the results these partnerships will produce.” The business of sourcing capital is never easy but AmCham can help to foster an atmosphere in which a constant search for capital needed for expansion or growth is only a relationship away.
Overseas Private Investment Corporation (OPIC) Chief of Staff, John E. Morton (l) makes a point as AmCham Jamaica President, Ronald McKay.
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AMCHAM JAMAICA
OPIC Is Open For Business In Jamaica
Workers lay foundation for BMR Jamaica Wind Ltd. turbines in Malvern, Jamaica. Supported by an OPIC loan, BMR’s project will be the largest private sector wind farm in Jamaica and provide 36.3 MW of renewable power throughout the country.
AMCHAM JAMAICA
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In Guatemala, a chain of hardware stores supports economic growth and diversification in poor communities. In Colombia, telecom provider deploying a 4G fiber optic network to improve connectivity for small and medium businesses and government agencies. And here in Jamaica, a solar energy plant that will generate enough electricity to power 20,000 Jamaican homes, while displacing more than three million gallons of fuel each year. What do all of these projects have in common? They are all advancing with the support of the U.S. Overseas Private Investment Corporation (OPIC). As the U.S. Government’s development finance institution, OPIC partners with private businesses to address major world development challenges from food security to a shortage of modern infrastructure. We support projects in more than 100 developing countries and projects in Latin America and the Caribbean represent about a quarter of our total portfolio. In Jamaica, OPIC has committed $952.2 million to 91 projects in sectors from energy to manufacturing to construction to tourism since 1974. OPIC’s approach to development is based on the understanding that the private sector can and must play a critical role. OPIC provides loans, political risk insurance and support for private equity funds to help projects attract additional private sector investment. The projects OPIC support contribute to local economic development in many ways from creating local jobs to procuring local goods and services. For more than 40 years, OPIC has mobilized private sector capital on every scale from the smallest of microfinance lending operations to medium-sized manufacturing and agribusiness to massive infrastructure projects in power and transportation. These projects not only address specific development challenges but strengthen communities by supporting local businesses and job creation. Could your business be a candidate for OPIC financing? Requirements for eligible projects include: • U.S. ownership or strong U.S. involvement. • A strong business plan and successful track record in the industry. • Inability to attract private sector funding. OPIC does not compete with commercial banks but provides loans when private financing is not available. • Compliance with international labor rights and human rights, and environmental standards. Through its work with the U.S. private sector, OPIC works to generate both a positive developmental impact and positive financial returns. For more information on eligibility, visit the Applicant Screener, https://www.opic.gov/ doing-business-us/applicant-screener at www.opic.gov.
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AMCHAM JAMAICA
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AMCHAM JAMAICA
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Historic visit by Jamaica’s Prime Minister to the US Chamber of Commerce, co-hosted by AmCham Jamaica Hot on the heels of the recent U.S Caribbean Central American Energy Summit in Washington, Jamaica’s Prime Minister, the Most Honourable Andrew Holness and his delegation met with business interests and representatives of the US Chamber of Commerce. The Prime Minister met with more than forty (40) investors at a joint meeting of the US Chamber of Commerce and the American Chamber of Commerce of Jamaica (AMCHAM), in Washington, D.C. AmCham Jamaica, represented by its President, Ron McKay and Vice Presidents Kelly Tomblin and Andrew Pairman were pleased to co-host for the first time in history, the Prime Minister of Jamaica at the US Chamber of Commerce in Washington DC. In his remarks, the Prime Minister said the Jamaican government was mindful of delays in Jamaica’s investment process, but the necessary steps are being taken to overhaul the system and reduce unnecessary delays and bottlenecks for investing in Jamaica. He reassured investors that with the establishment of the Ministry of Economic Growth and Job Creation in the Office of the Prime Minister, investments would be fast tracked. The Prime Minister noted that, “all agencies responsible for granting approvals fall under that Ministry, and once all the basic requirements are satisfied, investors seeking permits will deal with that one Ministry.” He added that this was done with the full understanding that nobody is beating a path to Jamaica’s door unless the conditions are right. “Jamaica has passed that critical hurdle of understanding that we are no longer in the era of expecting to get investments by virtue of bilateral favoritism, that we’ll have to earn the investments by ensuring that our institutional frameworks align with the institutional framework of the partners we are trying to attract investment from
President of AMCHAM Jamaica, Ron McKay, VP of the America at the US Chamber, Jodi Hanson Bond, Prime Minister, Andrew Holness and AMCHAM Vice Presidents, Kelly Tomblin and Andrew Pairman are all smiles for the camera at the recent meeting at the US Chamber.
and that is what my government will be doing,” the Prime Minister said. He was supported by Ambassador at Large Dr. Nigel Clarke who highlighted the fact that Jamaica was open for business while pointing to the many opportunities available for doing business in Jamaica. The Ambassador emphasised the Government’s position in encouraging foreign investment and really engage the United States in particular, as Jamaica’s close proximity to the United States represents a tremendous opportunity and market for investment. In her remarks, Vice President for the Americas, at the US Chamber, Jodi Hanson-Bond re-emphasized the American business community’s commitment to enhancing bilateral trade and investment relationship with Jamaica. Mrs. Bond added that the U.S Chamber “is deeply committed to the bilateral US Jamaica trade relationship, and to the growth and development of the CARICOM region.” She noted that in a recent hemispheric summit facilitated by the IDB, there were discussions between the private sector and governments in the region about the steps government business leaders can take to ensure that citizens of the region achieve more secure, reliable and affordable energy solutions. In his remarks, AMCHAM President, Ron McKay endorsed the growth strategies by the Jamaica government and AmCham’s global reach across the Americas to increase foreign direct investment into Jamaica; while Vice President, Kelly Tomblin spoke about the strength and capacity of the labour market and advances being made in the energy sector. This historic visit by the Prime Minister to the US Chamber of Commerce with AmCham Jamaica representatives signals AmCham’s connections with the US Chamber of Commerce. AmCham Jamaica will in July, mark its thirtieth (30th) anniversary.
VP of the Americas for the US Chamber, Jodi Hanson Bond chats with Prime Minister, Andrew Holness at the recent meeting at the Chamber while President of AMCHAM Jamaica, Ron McKay looks on.
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CBI: Providing Competitive Advantage for Jamaican Products Entering the US Market By Andrea M. Ewart, Esq.
Despite the remarkable improvements in US-Cuba relations, Jamaican products entering the United States retain an advantage not available to Cuban companies. Cuba’s trade relations with the United States are still governed by laws enforcing the US embargo. Jamaica’s trade relations with the United States are shaped primarily by the Caribbean Basin Initiative (CBI) legislation, which provides duty-free entry for the majority of Jamaican products entering the US market. CBI was launched in 1983 by the Caribbean Basin Economic Recovery Act (CBERA). A response to the devastation after Hurricane Mitch, its goal was to encourage economic growth and development through increased production and exports of non-traditional products. CBI has since been expanded, most substantially by the 2000 US-Caribbean Basin Trade Partnership Act (CBTPA), which added textile and apparel products. Seventeen Caribbean countries, including Jamaica, are eligible to use CBERA. Eight countries, including Jamaica, can export textiles and apparel to the US using CBTPA.
COMPETITIVE EDGE OF CBI PREFERENTIAL TARIFFS CBI allows many Jamaican products (5,700 tariff lines) to enter the US at more favourable duty rates than those available to many US trade partners. Here is an illustration, using two well-known Jamaican exports:
These different duty rates are incorporated into the eventual price at which products are sold. Jamaican goods are also exempted from the Merchandise Processing Fee (up to $485 for each entry). These savings translate to lower costs that importers of Jamaican products are able to pass on to consumers.
OTHER FEATURES OF CBI Other additional features of CBI make Jamaica an attractive destination for investors wishing to capitalise on its benefits: • The majority of CBI benefits are permanent; • Unlike similar US programmes for other developing/emerging regions, there is no limit on the volume of a given product that can
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be exported using CBI; and • CBI rules allow Jamaican products to incorporate ingredients from specified countries and still qualify for duty-free entry into the US.
CBI RULES OF ORIGIN The rules of origin are used to answer the question -- what is a ‘Jamaican-made’ product that is eligible for the benefits of CBI? Wholly grown, produced or manufactured in Jamaica: Products that have been wholly grown, produced or manufactured in Jamaica meet the CBI rules of origin. Fresh produce and unpackaged spices are examples of products that meet these criteria. Substantial transformation of imported ingredients: Any imported ingredients must be ‘substantially’ transformed, resulting in a new Jamaican-made product, before being incorporated into the finished product. Regional-value content: Ingredients or components may be imported from other CBI beneficiaries, six Central American countries, the Dominican Republic or Puerto Rico, without having to be substantially transformed. Jamaican manufacturers can source their ingredients from across the Caribbean and Central America and still meet the CBI rules of origin. Minimum 35 per cent threshold: At least 35 per cent of the value of the good must meet the rules-of-origin criterion. Up to 15 per cent of this value may be the cost or value of materials produced in the US. Imported packaging materials, for example, may be used toward this threshold.
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CHALLENGES OF USING CBI The rules can be complicated. In addition, the CBI rules do not exempt Jamaican products from other U.S. requirements. Rum products, for example, are subjected to an excise tax (which has led to the rum cover-over issue facing Caribbean rum exporters). Exporters of food, cosmetics and drugs must ensure their products meet the standards enforced by the US Food and Drug Administration (FDA). Alcoholic products are regulated by the Alcohol and Tobacco Tax and Trade Bureau. The Food Safety Modernization Act (FSMA) is overhauling the requirements for importing food products into the United States.
TRADE & INVESTMENT FRAMEWORK AGREEMENT The 2013 US-Caribbean Trade & Investment Framework Agreement (TIFA) provides an important second leg to US-Jamaican trade relations. TIFA created the Trade & Investment Council (TIC) which meets twice each year. The Jamaican business community has the opportunity to ensure that their challenges are aired and to seek solutions using TIC meetings.
HOW WE CAN HELP DevelopTradeLaw, LLC, is a legal and consulting firm which focuses on the trade issues and concerns that affect Caribbean countries. We assist our clients to structure their operations to make the most effective use of CBI rules. Our compliance programmes help clients to meet and stay on the right side of US import rules. For more information, visit us at www.developtradelaw.com
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The JMA
“Serving the Productive Sector with
Excellence” Since 1947
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Feature of the Jamaica Manufacturers’ Association (JMA) The Jamaica Manufacturers’ Association (JMA) is vested in promoting the development of the manufacturing sector in Jamaica. The shared goal of sustained economic growth in Jamaica must be underpinned by the explicit understanding that this cannot be achieved without first supporting the manufacturing sector and its capacity to propel exports forward. The JMA is steadfastly committed to this vision and, since its establishment, has worked ardently to fulfill its mandate. The JMA, at present, represents more than 400 manufacturers from all subsectors of the island’s economy. From its inception, the association has worked with successive Jamaican administrations to promulgate numerous legislative reforms, fundamentally designed to assist Jamaica’s manufacturing industry to not only grow but prosper, while at the same time advancing Jamaica’s economy. The power of representation and advocacy are hallmarks of the association’s reputation and one of the significant benefits of membership. In addition to the lobbying arm, the JMA also provides numerous other direct services to its members. This year marks the 43rd staging of Expo Jamaica, a biennial trade event which provides a platform to showcase the best of Jamaican-made products and services to the rest of the world. The association exposes its members to opportunities for linkages to further integrate into the supply chain and advance their business potential. The JMA also identifies media and marketing opportunities that align with the needs of members, as well as conduct seminars and workshop to enhance the capacity of its members. At the JMA, strategic alliances and partnerships are important to achieving some of the most significant developments in the manufacturing sector. The JMA continues to forge new partnerships and implement partnership agreements to improve quality infrastructure in manufacturing firms and access to financing. The association is one of three Business
Service Intermediaries designated to administer the Development Bank of Jamaica’s Innovation Grant from New Ideas to Entrepreneurship (IGNITE) Project. IGNITE is a grant facility aimed at boosting young entrepreneurs to think innovatively and bring new ideas to the market environment. The JMA is also a member of the Tourism Linkages Council, which focuses on stimulating growth through the linking of the productive sectors. Reinvention is one of the key strategies the association uses to remain current and relevant in a rapidly changing world economy. In August 2015, the JMA, as part of its initiatives to accelerate the presence of the Jamaican brand, launched its Export Division in order to improve export performances and the competitiveness of its members. It is initiatives such as this that have resulted in the association being one of the most recognizable and credible Business Support Organisation in Jamaica and across the world. The JMA is results oriented in its operation and boasts many successes in its efforts. Some of the key achievements are a 50 per cent discount on the Customs Administrations Fee applied to raw and intermediate materials as well as packaging, General Consumption Tax (GCT) deferment on packaging and imported raw materials and the relief of the Common External Tariff on inputs to manufacturing. The association is proud of its accomplishments and is confident about its future. Going forward, the JMA will continue to advocate for manufacturers so that the sector is able to reach its full potential and further contribute to the growth of the Jamaican economy. This will, however, require the collaboration of the requisite stakeholders in addressing challenges which confront the sector. The growth of the sector also requires the implementation of effective sustainable strategies that will empower local operations while simultaneously connecting to the global vision. The JMA encourages all Jamaicans to play their part and ‘Buy Jamaican’ to ‘Build Jamaica.’
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Migration in Jamaica: How To Stop the Brain Drain By: Antoinette Mitchell
Works like that of George Beckford in “Small Garden Bitter Weed” or Professor Rex Nettleford in “Mirror Mirror” or even Perry Henzell in the 1970s cult classic film “The Harder They Come” traced the development and eventual economic and sociological impact of the internal migration phenomenon. The migration question in Jamaica must address issues such as; rural depopulation in areas where the youngest, brightest and most productive drift to urban settings and the attendant aging of the population left behind. The matter of urban blight need not detain us in this discussion. The question of internal migration gains greater significance when ‘outward migration’ is examined. Here, it is all of Jamaica that takes on the characteristics of the rural backwaters evidenced in internal migration. In a similar vein Jamaica is losing its youngest, brightest and most productive people to foreign metropolises. Remittances sent back by the migrants’ amounts to US$2 billion annually and this accounts for 12-14 % of GDP. There is the argument that this is a good thing for Jamaica, but it falls away when we consider the stark reality that such remittances represent a fraction of the productive output of the people sending them. Of even greater significance, is the fact that these productive people are the ones needed to lead the drive for economic development. Therefore, whether it be internal or outward migration the effect is the same in terms of one place benefitting from the productive capacity of the individual to the detriment of the place left behind. Recent studies out of the University of the West Indies indicate that Jamaica is losing as much as 80% of its tertiary graduates to migration. Such a trend is untenable, if not unsustainable since the ‘brain drain’ is inimical to the prospect of replenishing the pool of industry and sectoral leaders along with the academics that will
train the next generation. “Yu affi dance a yaad, before yu dance abroad,” is a popular Jamaican saying. Many interpret it to mean that you ought to become skilful in your own country before you move to another country where such talent would be required. But at a deeper level, we really suggesting that the purpose of attaining certain qualifications is so we may leave our ‘yaad’ with such skill. Clearly the brain drain must be cauterized. Solutions to migration lie in careful planning and the deliberate policy initiatives that will provide an incentive to those looking for an opportunity to prove their worth. The Business Process Outsourcing (BPO) Sector offers enticing prospects. Jamaica bears a comparative advantage regarding geographical location, linguistic association and political stability. The telecommunications infrastructure is well developed and can assist in any push for development. What if by deliberate policy, BPO centres that are being established were to be sited in rural or even deep rural areas? That should not be hard. All that will be needed is the properly outfitted space since telecoms is not a problem. Immediately both the internal and outward migration questions would find at least one solution. Other solutions can be found by incentivising the taking up of job offers by the young and bright. Thought should be given to a twoyear tax break for those just entering the job market. Therefore pay packets that have to deal with outstanding students’ loans would feel that much larger as Jamaica works to retain its brightest and best. Finally we could also look to encourage and incentivize startups among our young graduates. While there has been some effort in this regard in recent times mor can be done to engender a spirit of entrepreneurship and release the bounties productive capacity of those who would otherwise want to migrate.
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JAMAICA
YOUR PLACE TO DO BUSINESS Jamaica’s reputation as one of the premier global destinations for investment continues to rise, as discerning entrepreneurs increasingly seek to capitalise on the exciting business opportunities that abound in the country. Beyond its vibrant culture and natural beauty, Jamaica’s value lies in its business-friendly environment, educated and trained workforce, stable democracy, solid infrastructure and strategic location. Ideally located in the western Caribbean, Jamaica is the largest English-speaking island in the region and the third largest overall. Abundantly endowed with natural resources such as rich mineral deposits of bauxite, high-quality limestone and marble, the country covers a total area of 10,991 sq. km (4,244 sq. miles). The island’s strategic location is further reinforced by the fact that it is within a four-hour flight radius of more than half a billion of the world’s population. Situated at the nexus of the major air and sea routes into the Caribbean Basin, Jamaica provides Transnational Corporations (TNCs) with a solid investment base for their Caribbean operations, which will allow them to seamlessly tap into the US$19-trillion North American Free Trade Agreement (NAFTA) markets as well as the rest of the Western Hemisphere and beyond. In the capital city of Kingston, which is set against the backdrop of the majestic Blue Mountains, investors will discover a cosmopolitan centre of commerce and culture that is globally connected and perfectly primed for business. It is home to the world’s seventh-largest natural harbour – Kingston Harbour - which enjoys significant maritime traffic due to its ease of access to the Panama Canal shipping lanes. Leveraging its port and logistics capacity and proximity to key markets, Jamaica is excellently positioned to become a major multi-modal logistics hub in the region. With its prime location providing excellent investment and trade
opportunities, the Jamaican Government focuses on six key sectors, which have great projects for investments: • Business Process Outsourcing (BPO) - Jamaica leads as the Caribbean’s ideal location for BPO investment. There are currently over 40 companies that offer call-centre and BPO services in the country. Among these firms are global industry players such as Xerox, Teleperformance, Vistaprint, Hinduja Global Solutions and Sutherland Global Services (SGS). • Tourism - Jamaica’s brand as a leading tourist destination provides the perfect setting for investment. The breathtakingly beautiful scenery, world-class accommodations and attractions, rich culture and signature warm hospitality of the people combine to give Jamaica an irresistible appeal. • Logistics - With the expansion of the Panama Canal, Jamaica is poised to benefit from new and innovative commercial ventures as it seeks to position itself to join Rotterdam, Dubai and Singapore as the fourth node in the international logistics chain. The country’s location, in proximity to major east-west shipping lanes and direct connections to all regional ports, means Jamaica’s logistics hub will satisfy the demand for global-standard logistics capacity serving the eastern seaboard of the US. • International Financial Services - Jamaica is ready to take advantage of the opportunities that will emerge from the establishment of an International Financial Services Centre. The country continues to strengthen the legal and regulatory framework and enhance the business environment for financial services and sees the industry as a mode for economic growth, with a ripple effect on several other sectors. • Agriculture - Jamaica is an ideal location for agricultural and/ or agribusiness-related investment. The expansive local market bolstered by more than three million visiting tourists annually. The increasing overseas demand for high-quality Jamaican produce overseas and the country’s proximity to key export markets give
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investors the opportunity to earn high returns on their investment in the country. • Manufacturing - With Jamaica being located at the hub of air and sea routes in the northern Caribbean, the country is ideally placed for export-oriented, niche manufacturing and assembly operations. Under the Jamaica Logistics Hub initiative, there will significant opportunities for business interests to be integrated into the global supply chain. These sectors hold very profitable prospects and, as Jamaica makes strides to improve its ease of doing business and overall competitiveness, it is the perfect time to do business in Jamaica.
Jamaica’s bridge to the world Jamaica Promotions Corporation (JAMPRO), Jamaica’s trade and investment promotion agency, assists clients with finding the best match for their trade and investment interests, assists potential investors with cementing their presence in the Jamaican market and provides support for investors to achieve their Jamaican investment and trade goals. The agency works with clients from all regions in the world, and has a customised approach to each sector. JAMPRO is committed to working closely with local businesses to make them more competitive and export-ready, providing practical support, expert advice and access to technical assistance that will enable companies to expand their operations into new and existing markets. The agency prepares companies to provide the best products and services to export from Jamaica to your home. As Jamaica moves forward, JAMPRO aims to develop its relationships not only in the region, but the world. JAMPRO is ready to partner with you on your business journey. To do business with Jamaica or to connect with JAMPRO, visit http://www.jamaicatradeandinvest.org .
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Hospiten, A Reference In Health Since October 2015 the Hospiten Group opened a new hospital in Jamaica, in the Montego Bay area, with medical services aimed at residents and tourists alike, and which represents a step further in the group’s policy of international growth. It became the 15th hospital Hospiten has around the world. To be able to make the project a reality, the only private hospital in Jamaica with an Intensive Care Unit (ICU) outside the capital, Kingston, the Canary healthcare group has invested 20 million dollars and has created more than 300 jobs. The center has 22 hospitalisation beds, seven emergency cubicles, two operating rooms, a delivery room and eight outpatients consultation rooms. The modern facilities are also equipped with a CT scanner, mammography, X-ray and ultrasound. The hospital will offer specialized services in gynaecology and obstetrics, general medicine, cardiology, internal medicine, general and digestive surgery, anesthesia and recovery, orthopedics and trauma, intensive care, among others. The president of Hospiten, Dr Pedro Luis Cobiella, said “this project was possible thanks to the support, from the outset, of the Prime Minister and the political authorities in Jamaica”. He also pointed to, “the energy and vision of all the Hospiten team which has worked tirelessly to make this new, first-class hospital a reality – a 3-storey hospital with a surface area of 4,529 m2”. Tourism and Hospiten have walked hand in hand for many years and, as Jamaica has grown as a quality tourist destination, the Spanish health-care group has strived to improve the island’s health services. It is noteworthy that the success of Hospiten’s expansion policy largely lies in the group’s capacity for respect, commitment and adaptation to the local culture and idiosyncrasies of the countries where the company settles, providing residents with medical services of the highest national and international standards, benefitting from having access to a hospital providing firstclass professionals and facilities. The design of the new hospital meets the norms and technical and safety requirements of international and Jamaican law and was planned to provide high-quality health-care services. Excellence in service, international regulations in quality, global integral care, attention to detail
and the personal touch are still hallmarks of the new Hospiten Montego Bay. Hospiten has also sponsored and participated in a number of charity initiatives, including the Cornwall Regional Hospital Child Protection Committee, Spanish Jamaica Foundation, The Sandals Foundation, MoBay City Run 2015 and Kiwanis Club Breast Cancer Awareness. With more than 45 years’ experience, the Hospiten Group currently has other private medical-hospital centres in Spain, the Dominican Republic, Mexico and Jamaica, and more than 100 ambulatory health centres, both their own and associated, under the brand name Clinic Assist, and attends a million patients a year from all over the world and employs more than 4,000 people.
FAcIlITIES • In-Patient beds • ICU Beds • Emergency Boxes • Operating Rooms • Outpatient rooms • CT Scanner • Mammography • X-ray • Ultrasound
Most health insurance accepted.
24 Hr. EMErGENcY rOOM MEdIcAl ANd SurGIcAl SPEcIAlTIES
HOSPITEN MONTEGO BAY Rose Hall, St. James Montego Bay. Jamaica T +1 (876) 618 44 55 montegobay@hospiten.com
www.hospiten.com
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“Comprehensive Security from a Single Source” Top-class service, backed by a superior level of excellence and professionalism, is what every client who does business with the Guardsman Group of Companies can expect. Our team of highly skilled and highly trained workforce will always be ready to go beyond the call of duty to satisfy clients. “Firstclass service delivery is what we always strive for,” said chairman of the group, Kenneth Benjamin. “We do not compromise on service.” Companies in the Guardsman Group serve a wide range of customers in Jamaica, the Caribbean and parts of North America. Customers complement the professional manner of service, always delivered with a personalized touch. The range of services include armed and unarmed guards; airport and seaport security; canine; cash logistics; electronic surveillance; polygraph services and executive close protection. We strategically analyse the unique security needs of each client and skilfully provide the solutions. Guardsman offers convenience as its offices are spread across the country, and is always available in key towns such as Jamaica’s capital Kingston; Negril in Westmoreland; Montego Bay, St James; and Ocho Rios, St Ann, among other locations. “We always ensure that we offer options and convenience to all our customers, both those in Jamaica and those outside of Jamaica, who want to do business in the country,” stated Benjamin. “It is because of its excellence in service delivery why companies in the group have survived for so many years,” said Benjamin, who noted that Guardsman is celebrating more than 30 years in the business, Guardsman Armoured is celebrating 50 years while Marksman just finished its 30th anniversary celebrations. The group has also won numerous awards over the years, including one from the American society for Industrial security – Jamaica chapter, in recognition of its contribution to growth and development of industrial security and loss-prevention in Jamaica and in recognition of its efforts and high level of ethics and professionalism displayed. We always ensure that we are on the cutting edge in terms of quality and, as part of this, we enjoy membership with professional groups such as AmCham and the Private Sector Organisation of Jamaica. The Guardsman Group has been in operation for almost 40 years. We are open for business. Contact us today. Guardsman Group Limited 107 Old Hope Road (876) 978-5760-7
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WORKFORCE The Highway to
Similar to many other developing countries, Jamaica has struggled with economic challenges that have led to low productivity and unemployment. For any improvement in the economic outlook of Jamaica to occur, local productivity, ranked at 86 of 140 countries (JAMPRO, 2015), must be improved to reflect the status of the global market place. Since the level of productivity is directly related to the income level of individuals in a country, that is, the level of productivity dictates the level of prosperity, the greater productivity of a more equipped and educated labor force should be harnessed to drive Jamaica’s economic improvement. Continuous modernisation of Jamaica’s post-secondary educational apparatus to reflect changes in global production/economic trends should be woven in the fabric of all educational and economic policies. For sure, improved integration of vocational training, in both secondary and post-secondary institutions, provides a golden opportunity for growth, one that should not be neglected.
AMCHAM’S INITIATIVE In May 2015, the American Chamber of Commerce Jamaica (AmCham Jamaica) created a Workforce Development Committee to support the Chamber in establishing a footprint in the education system of future generations to build in growth and prosperity. This committee has the responsibility of working with the Government and private-sector bodies associated with AmCham in ensuring the participation of important entities, and also providing analysis to the president and AmCham directors on the viability and impact of the initiatives proposed. (AmCham Workforce Development Committee, May 2015).
TRAINING AGENCIES The HEART Trust/NTA provides a wide range of programmes, at very
low costs, and even free in some cases, that cater to Jamaica’s industrial needs. The promotion of these programmes could foster the emergence of increased small businesses (SMEs), thereby expanding the local job market and productivity. The growth of these micro-enterprises into larger organisations provides improved prospects for employment and poverty reduction. Training in areas such as information and communication technology (ICT), agriculture, electronics and hospitality, prepares Jamaican workers for general world-class working conditions. However, though the enrolment and graduation of HEART trainees have improved from its inception in the early 1980s, many Jamaicans remain untrained and hence, unemployable above the basic-worker level. Surely, this presents a major but not insurmountable challenge for Jamaica’s growth needs. The persistent mythical view that vocational training is for those who are unable to handle hardcore ‘book work’ is one of those challenges. The continued existence of this view highlights the need for greater public education and sensitisation regarding the importance of vocational training. Jamaica is, by GDP, 80 per cent a service-driven economy (Planning Institute of Jamaica,2014), a significant amount of which is connected to the tourism industry in the form of 80,500 jobs, that is seven per cent of total local employment (Statistical Institute of Jamaica, 2014). The United Nations World Tourism Organization (UNWTO), as part of the vision 2030 tourism plan, recommends that continued training of the work force in this sector must be maintained. Jamaica’s HEART Trust/NTA has been identified in this plan as the agency responsible for ensuring the realisation of this effort. This highlights the importance of vocational training in the tourism industry. In addition, the increasing incorporation of ICT in the tourism sector, as a logistics and promotional tool,
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DEVELOPMENT Economic Growth
is gaining popularity. This has prompted HEART Trust/NTA, in collaboration with the International Labour Organization(ILO), and the Association of Caribbean States, to develop a forecast on how emerging technologies will impact Jamaica’s tourism industry. In this increased tourism, ICT interaction signals the possibility for growth and, hence, employment opportunities in ICT. In order to take advantage of such opportunities, training is required. Institutions such as the Vocational Training Development Institute, operated by the HEART trust/ NTA, provides easy-to-access opportunities for training in ICT. The University of Technology and the University of the West Indies are also reliable sources of training for this sector. Jamaica, by virtue of its geographic location, is poised to become a global trans-shipment hub in the Americas on completion of the Panama Canal. However, for Jamaica to realise this dream of joining Singapore, Rotterdam and Dubai, by becoming the fourth major node in the global supply chain, there are two major prerequisites/ the availability of a trained labour force and the physical transshipment/ logistics infrastructure. The fact that in a World Bank Logistics Performance Index, 2012, Jamaica was only able to score 2.42 out of a possible five and ranked 124th out of 155 countries, indicates that the people currently involved in logistics services are undertrained and/or underequipped to position Jamaica as a global logistics power. Addressing this problem will require public education and the promotion of logistics-training programmes, some of which are offered by the Caribbean Maritime Institute (CMI). These courses, ranging from diplomas to bachelor’s and master degrees in areas such logistics and supply chain management, international shipping and port management, might require improvement in the level of practical experience offered to candidates. Nonetheless, the presence of such programmes is a significant step in the right
direction. This should play a guiding role in the crafting of policies for the incorporation of the logistics hub into Jamaica’s growth agenda. The HEART Trust/NTA will also need to allow structured evolution of its programmes to facilitate training of the local work force to support this mega-project, encompassing numerous areas such as warehousing and warehouse management, security, drivers, trucking services, customer support, supply chain management services, ICT support, (including programmers), human-resources supply (job-placement agency) and management, assembly of consumer goods, (electronics etc.), intellectual-property monitoring and management services, engineering as well as food preparation and processing. The number of jobs generated from such a project is potentially in the tens of thousands but, again, a highly educated/ trained work force will be required if Jamaica is to take advantage of the resulting opportunities generated. Clearly, improved vocation training is the way forward.
REAL ECONOMIC GROWTH Real growth in the economy happens when relative output increases. This will spur foreign-exchange earnings as exports grow. Competitive local produce, in quality and efficiency, is key to building a strong export sector as well as lowering the cost of imports and the deficit in the short to medium term. Emphasis on vocational training and the facilitation of entrepreneurship is a necessary but not sufficient condition in guaranteeing Jamaica’s economic transformation. The speedy implementation of legislation, infrastructure, reforms, financial inclusion, and other measures to support the training and retooling of our human resource, is of paramount importance if we are to benefit from the possibilities on the horizon.
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LEARNING THROUGH DISCOVERY Where we are and the way forward The early stages of a child’s education rank among the most critical stages of development. Studies have shown that early childhood education not only prepares a child for the next stage of education, but it also determines the child’s productivity there on, leading into adulthood. Much of what is taught in schools today is determined by a board or committee and structured into a curriculum followed and taught by the educator. Abundant interest is placed in this curriculum and what is taught. The question now is, is there equal interest being placed in what is being learnt? Traditional curriculums are standard. They don’t come tailored to fit the needs of each student. This approach lends itself to children being left behind and, in some cases, not being able to apply to real life what they’ve learnt. Are we hindering our children’s creativity and critical thinking abilities though our rote-teaching methods? As the world around us evolves ever so quickly through technology, our children need to develop new ways of thinking in order to master problem-solving techniques. Being able to ‘problem solve’ will ultimately decide a child’s success. They should no longer be concerned with how much information they are storing, but rather how they are able to apply and action that information. They should learn through play and discovery. In Jamaica, the Early Childhood Commission is responsible for the comprehensive development of all children from birth to the age of eight. Early childhood education in Jamaica has made tremendous efforts since the establishment of the Inspection and Regulatory System for Early Childhood Institutions in 2007 by the Early Childhood Commission. The Jamaica early childhood curriculum guide for children, from birth to three, created by the Dudley Grant Memorial Trust in association with the Ministry of Education and the Early Childhood commission, states that, “In 1938 when the first play centre was opened in Jamaica for children from three to seven years, even the younger children at home benefited. The parenting skills learnt were passed on by these parents to their children at home. So strong was the effect of the early interventions in Jamaica that the Bernard van Leer Foundation started its first project for early childhood education in 1966 to benefit children four to six years old. The first model day-care programme for birth to three-year-olds was established at the Regional Preschool Child Development Centre at the University of the West Indies (UWI), Jamaica, in 1974, as a collaborative venture between UNICEF, UWI, and the Ministry of Education. It also stated that, “The centre also provided leadership in research, curriculum development and parent education.”
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LEARNING THROUGH DISCOVERY
LEARNING THROUGH PLAY
THE WAY FORWARD
Through discovery learning, students interact with their surroundings and are encouraged to explore and manipulate objects, determine their subjects of choice, question and argue any point of interest, and perform experiments without standard formulae. The student is taught to pull on life experiences and learn how to apply that information, thus placing tremendous effort on developing their problem-solving skills. The Jamaica early childhood curriculum guide suggests that, at 18-24 months, children should “continue to have strong desire to do things on their own, e.g. drink from a cup, dress/undress”. It also states that at this stage of development practitioners should “provide opportunities for young children to do things for themselves, e.g. feed self using fingers, fork and spoon; avoid doing everything for them, e.g. hold cup to mouth for them to drink, only if necessary.” Children should be active participants in their learning experience, learning through discovery encourages that as the child interacts with something that peaks their interest, it motivates them to ask questions and to do research. This approach allows children to develop individuality and independence while also strengthening the image of themselves.
Through play, children teach themselves how to interact with their environment. Jean Paiget, Swiss clinical psychologist, developed a theory of cognitive development, ‘genetic epistemology’. The goal of genetic epistemology is to link the validity of knowledge to the model of its construction. His theory and that of other early childhood pioneers suggest how knowledge is gained affects how valid it is. Learning through play also suggests that play meets the emotional, intellectual, social and physical needs of children. The theory encourages the belief that children gain and retain more knowledge through activities that are interactive-activities such as arts and craft, theatre and social games. Practitioners should “play interactive activities and games, e.g. Simon says...” states the Jamaica early childhood curriculum guide.
The Government and educators alike should embrace the areas of our curriculum that supports individuality and creativity, and amend the areas of the curriculum that encourages rote, repetitive techniques of learning. Also, the way forward should not be viewed as an initiative for our Government and educators alone, but should also be the primary focus of parents in the home environment. Parents need to take the initiative, do their own research and create a fun-based ‘curriculum’ for the home, designed to awaken and sustain a child’s gene to explore. A child’s curiosity should be encouraged, not shunned. by: Jodi-Ann Moser
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Laid back to
Luxury…
Jamaica offers a diverse range of vacation options. Immerse yourself in Jamaica where a variety of exciting festivals and events are in store for travellers. Welcome to one of the most idyllic vacation destinations, Jamaica. Canopy tours, white-water rafting and music festivals are just a few of the opportunities awaiting visitors to a place some have called heaven on earth, guaranteeing something for everyone to enjoy. Jamaica has cultivated a vibe – an environment in which visitors can relax while enjoying the island’s natural beauty and diverse culture. From coast to coast, mountain top to seaside, the island unfolds a fascinating array of options. Jamaica is the home of ‘all right’. EXPLORE our eclectic island, which boasts a moderate climate (averaging 86 degrees year round) and a landscape ranging from tropical rainforest and soaring mountains to rolling meadowlands and dramatic coastlines. Jamaica is a land of adventure, sophistication and elegance. Go soaring through the tree tops on one of our many zipline attractions in Ocho Rios, Montego Bay or on the south coast, or go spelunking in the caves of the Cockpit Country in Trelawny. Come bask in the Caribbean’s best sun, sand and sea destination and be enthralled by the intriguing history that has created one people out of many and a culture that is unmistakably Jamaican. Kingston, the cultural capital, is a good place to begin this cultural journey. As the centre for the nation’s government and commerce, Kingston is also Jamaica’s cultural heart, with a wide variety of historical and cultural attractions. Jamaica’s vibrant capital is steeped in myth, folklore and adventure. Kingston, the heartbeat of Jamaica, gives you an adrenaline rush, a
feeling no other Caribbean city can deliver. You will find a sophisticated, upbeat nightlife and a mouth-watering range of dining venues, offering a cosmopolitan contrast to the rest of the island’s relaxed and easy pace. EXPERIENCE a destination like no other. There is so much to see and do while in Jamaica. On the island’s north coast, you will find our main resort areas including Montego Bay, the complete resort, where the beaches are edged by flowering trees and palm-dotted hills; Ocho Rios, the centrepiece of Jamaica, defined by fern-clad cliffs and cascading waterfalls; and the capital of casual, Negril, known for its natural beauty and relaxed ambience. Diving off cliffs into the vibrant sunset in Negril is an experience not to be missed. For travellers seeking a stylish vacation with luxury accommodations, intuitive service and delightful pampering, you’ll find a dazzling array of choices in Port Antonio, naturally Jamaica’s heart-and-soul retreat. Here, some of the island’s most elegant villas and charming small hotels are tucked into hillsides overlooking secluded azure coves. Port Antonio is just the place to go deep-sea fishing, or birdwatching. If privacy and solitude offer a certain allure, you’ll find the rustic area off the beaten track, the south coast, intriguing. With a rugged coastline, rambling hills, rivers cutting through jungle wetlands, and a seaport defined by elegant Georgian architecture, you’ll discover perfection in isolated beaches where the only footprints are yours. You’ll also find an eclectic bar in the middle of the ocean, just waiting to quench your thirst.
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Fun For Everyone For sheer excitement, indulge in the numerous tours offered islandwide. Wonderfully varied, they include horseback riding on the beaches of Ocho Rios; ATV tours in the mountains overlooking Montego Bay; rafting on the Rio Grande in Port Antonio; plantation visits; canopy tours; river safaris; swimming with dolphins; catamaran cruises; mountain biking; and much more. Jamaicans are known for hosting a good party, and we find unique ways to celebrate every occasion. Music festivals such as Rebel Salute in January, or Reggae Sumfest in July, are staples on the event calendar. Then there is sports, or food, other reasons for us to have a celebration. Whether you come in winter, spring, summer or autumn, you will find events to inspire and bedazzle. ENJOY an island of extraordinary beauty with a rich cultural wealth, a tremendous range of accommodations, fun and educational attractions, plus a tantalisingly delicious cuisine. Come and be pampered and rejuvenated in our spas. Visitors have left with unforgettable memories. Try Jamaica once. We know you’ll be back. After all, Jamaica is the Home of All Right. Details of upcoming special events, attractions and accommodations in Jamaica are posted on the Jamaica Tourist Board’s website at www.visitjamaica.com.
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Buying property in Jamaica: Things you need to know
Purchasing property in Jamaica can be complex and time consuming, especially if you are not familiar with the process. On the up side, this can be a very meaningful investment. It is recommended that purchasing property in Jamaica is done through a real-estate dealer. Before you actually purchase the property, these are the things you need to know;
BEFORE YOU BEGIN For you to purchase property in Jamaica you must have a Tax Registration Number (TRN). If you do not have one, application forms are available online for downloading at https://www.jamaicatax. gov.jm/web/guest/taxpayer-registration-number. Fill out the form and follow the instructions for submission. You will also need a realestate dealer, a lawyer and a legal representative, to act on your behalf, if you are unavailable to manage the sale in person. After finding the property you want, either on your own or with the help of a real estate dealer you then make an offer. If this offer is accepted, you or your legal representative need to obtain a land survey and title search. This is to properly identity the property you are buying and to ensure there are no other claims or conflicting interests registered against it. If your funds are coming from outside Jamaica, you will also need to apply to the Exchange Control Department of the Bank of Jamaica for a consent which allows foreign-currency remittances to purchase property. This must be done prior to engaging in the purchase agreement.
by: Ryan Forbes
FEES These are some unavoidable and necessary fees associated with the purchase of property in Dra,a: • Registration Fee, about 0.50 per cent, and Stamp Duty 2 per cent of the property’s value. These are payable at the National Land Agency of Jamaica and Tax Administration of Jamaica, respectively. • Attorney’s fee generally ranges from 1.50 per cent to 3 per cent and real estate agent’s fee is generally 3 per cent to 5 per cent, of the purchase price, plus 16.5 per cent GCT payable on both. The real estate agent’s fee is sometimes paid by the seller.
PROPERTY TRANSFER After adhering to these processes and procedures, and paying all the relevant fees, in addition to deposit and purchase price of property, the deed is transferred. This signals the completion of the sale. If the purchase is in cash or bank transfer, the time it takes to complete will depend largely on the participating entities. On the other hand, if a mortgage is involved, the completion can last up to three months, or more, from the date of signing. Buying property in Jamaica can be rewarding if it is done right. Following the correct procedures and adhering to established guidelines can ease the passage in an important undertaking.
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St. Thomas and the Creation of Special Economic Zones According to the Jamaica Survey of Living Conditions, a significant number of individuals living in rural areas make up the overwhelming majority of the nation’s poor. Rural areas are plagued with many challenges, not limited to, geographic isolation of communities, the absence of economic centres, rural-to-urban migration and economic distress. Despite numerous interventions, rural areas are still suffering with these challenges. The time for transformational policy is now. Many countries use Special Economic Zones (SEZs) to boost their economic growth and solve many challenges faced by both rural and urban areas. SEZs are developed by governments, private developers or via public-private partnership. Some examples include Export Processing Zone (EPZ), Free Trade Zone (FTZ), Free Zone (FZ), Industrial Park/Estate (IE), Free Port (FP), Urban Enterprise Zone (UEZ) and Bonded Logistics Park (BLP). SEZs attract foreign investments (both on a macro and micro level), create employment opportunities, facilitate export and manufacturing and ultimately contribute sign ificantly to economic growth and development. For SEZs to function effectively, tax and commerce incentives are usually offered. Labour and financial laws are also relaxed to attract the investment, talent and technology required. In essence, you have to have a pull factor that will attract firms to make an investment, considering that they seek to ensure their investments are worthwhile and the return on investment is attractive.
CHINA In June 2014, a seminar was held on the Construction and Development of Scientific and Technology Parks for the Caribbean and South Pacific Regions in Tianjin, China, facilitated by the TEDA Group and the Ministry of Commerce for the People’s Republic of China. China has certainly mastered the use of special economic zones for its development. In 1978, the Communist Party of China led by Deng Xiaoping began the economic reform programme of the People’s Republic of China, more commonly called the ‘Opening Up’. This has resulted in China’s economy being not only one of the most rapidly expanding but also consistent economic transformations in modern history. In addition, China is now one of the world leaders in global trade. According to the World Bank’s report, there are more than 190 national SEZs in China, generating in excess of 30 million jobs and accounting for more than 20 per cent of the national GDP and almost 50% of foreign direct investment. The successes of the SEZs in China are attributed mainly to the strong commitment and support of the national government to structural economic reforms. Furthermore, the municipal governments also played a critical role in facilitating the marketoriented reforms. Therefore, without the will, political and economic, SEZs, national growth and development will be more of a pipe dream.
ST THOMAS – THE SLEEPING GIANT The eastern parish of St Thomas undoubtedly has the potential to accommodate special economic zones. These SEZs would contribute significantly to the economic growth in the parish and deliver the parish from an overwhelming lack of productivity. The Jamaica Survey of Living Conditions has shown that poverty in St. Thomas has more than doubled, from approximately 14 per cent in 2008 to 32.5 per cent in 2015. According to the Social Development Commission, poverty rates in some districts are as high as 70 per cent. This requires major attention and demands a call to action for all stakeholders, as St. Thomas is now ranked the poorest parish in Jamaica. A parish with untapped natural resources.
AMCHAM JAMAICA
Before St. Thomas can set up economic zones, critical issues that impede the parish’s development – limited economic activity and growth, the high levels of unemployment and illiteracy must be addressed. Government and locally elected representatives must engage agencies, such as the World Bank and the IDB, to assist in addressing the rural infrastructure development that will be required. This must occur, especially, in telecommunications and connectivity (ICT), roads and water management. The road network in St. Thomas continues to be substandard and unattractive to investors. Ironically, although St. Thomas produces millions of gallons of water daily to the Kingston Metropolitan Area (KMA), the parish continues to be plagued by a water supply and management problem. The time for the sleeping giant to be awakened is now - St Thomas needs transformation. The parish has a vast number of lands, which could be used for the creation of special economic zones. The Springfield to Roselle area in Western St Thomas, which includes the Goodyear and Belvedere lands, could be designated a special economic zone for megamixed development use. The Goodyear land space is approximately 23 acres with the Belvedere lands significantly more. This SEZ could include research centres set up by local and international universities, hotels, technology and service centres, financial centres, telecommunications facilities, business incubators, other commercial facilities and residential facilities. The Bowden to Rocky Point area, in St Thomas Eastern, which would include the Pero and Holland Bay lands, could also be designated as a special economic zone (a hybrid export processing zone), for domestic and export purposes. The economic zone would include dry port and seaport services, airport, storage facilities, manufacturing facilities,
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agro-processing facilities, hotels, residential neighbourhoods and commercial outlets.
THE WAY FORWARD In order to build a well-structured economic zone, the Government will have to do several things to show its commitment to the process. First, Jamaica should learn from its own example of the early 1990s, when it had lost most of its FFEs to the United States NAFTA partners, and modernize our existing zones. Consultation with various stakeholders, including elected representatives, financial institutions, local cooperatives, community leadership, Non-government organisations and any other local community support group, will be essential, not just to win local support and buy-in of the process, but also ensuring sustainability of the zones and the investments. The Government will also have to strengthen legislation, such as the Land Acquisition Act of 1947, to unequivocally define the meaning of ‘public purpose’, whenever there is to be acquisition of land by the state, to avoid ambiguity and possibly future litigation, because land acquisition will be a must. One can conclude that Jamaica should act on policies and follow good, effective economic models that will create growth. Jamaica has the potential to create good policies. In order to move forward, Jamaica will have to follow up and implement these policies. St Thomas is a parish that has been waiting patiently, for years to add its ‘two cents’ to the nation’s GDP. With its vast resources, St. Thomas shouldn’t be overlooked, but rather be courted in making its contribution to Jamaica’s development.
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A night to remember: The Business & Civic Leadership Awards 2015 The American Chamber of Commerce (AmCham) held a lavish Business & Civic Leadership Awards & Banquet at The Jamaica Pegasus hotel in New Kingston in October 2015. Hundreds of guests from corporate, social, political and diplomatic circles showed up for the stellar event.
is, “that I am not suppose to be here, (statistics point to that) because where I am from you have to overcome poverty, self esteem issues, you have to overcome so much to actually rise above…”. She went on to state that, “the plans of men are so different from the plans of God,”
AmCham President, Ron McKay, noted that AmCham is directing the way for a change in the way business is done and that the organisation is committed to driving up to 80 per cent of new investments into Jamaica as part of its vision 2018 mandate. He also boasted that the Chamber now has its highest number of members ever.
In continuing her thank you, Fraser-Pryce said, “I am really proud to represent young women who are struggling, who have to deal with so much. It is an honour to be here. The journey we have in life is not just for us, but it is for others who are looking on, to inspire a generation.” She went on to note that, “What keeps me motivated is standing here to accept this award, that girl from Waterhouse, we likkle but we tallawah, we don’t just represent Jamaica for track and field, not only for music but also for the incredible, awesome persons that we are.”
American billionaire investor and NBA Miwaukee Bucks owner Wesley R. Edens, principal, founder and Co-Chairman of the board of directors of Fortress Investment Group LLC, a US$62 billion alternative asset management, was keynote speaker. Edens, whose company is responsible for bringing natural gas to Jamaica, expressed excitement about investing in Jamaica. Meanwhile, Jamaican Olympic sprinter, Shelly-Ann Fraser-Pryce touched the hearts of ritzy dinner guests with a spellbinding impromptu thank you speech after receiving an award for her significant contributions to Brand Jamaica. Following her acceptance of the award from AmCham President, McKay in the company of Digicel CEO, David Butler, the shy Fraser-Pryce thanked AmCham for the award and acknowledged her inner-city Waterhouse roots. She said that what keeps her motivated and grounded
Among other winners of awards at the banquet were: Kiwanis Club of New Kingston, Civic Leadership Award, small company; SOS Children’s Village, Civic Leadership Award, small company; Jamaica Cancer Society, Civic leadership, large company; HEART Institute of Jamaica, Corporate Social Responsibility, small company; National Commercial Bank, Corporate Social Responsibility, large company; Joseph Matalon, Civic Leadership Award, Individual Category; and Father Richard Ryan Holung, Lifetime Achievement Award. The Awards and Banquet was presented in association with GB ENERGY Texaco.
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KIWANIS CLUB OF NEW KGN, CIVIC LEADERSHIP AWARD ,SMALL COMPANY
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Ambassador Shelly-ann Fraser Pryce, Significant Contribution to Brand Jamaica,
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JAMAICA CANCER SOCIETY, CIVIC LEADERSHIP AWARD, LARGE COMPANY
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JOSEPH MATALON, CIVIC LEADERSHIP AWARD, INDIVIDUAL CATEGORY
(R-L) Audrey Brown, President of Kiwanis Club of New Kingston, Dianne Clunie-Wallace, Marketing & Client Services Manager at Barita Investments Limited, Derrick Nembhard, Managing Director, Jamaica Flour Mills (l-r) David Butler, CEO, DIGICEL, Ambassador Shelly-Ann Fraser-Pryce, Ronald McKay, President Of AmCham JAMAICA, CEO for ADS GLOBAL (R-l) Michelle Allen, CEO, GraceKennedy Money Services, Andrew Pairman, CEO, Anbell Group, Yulit Gordon, Executive Director, Jamaica Cancer Society and Shullian Brown, Public Relations Manager of Jamaica Cancer Society Mr. Joseph Matalon, Chairman of ICD Group Limited and Ambassador Audrey Marks, CEO Paymaster
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SOS CHILDREN’S VILLAGE, CIVIC LEADERSHIP AWARD, SMALL COMPANY
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HEART INSTITUTE OF JAMAICA , CORPORATE SOCIAL RESPONSIBILITY , SMALL COMPANY
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NATIONAL COMMERCIAL BANK, CORPORATE SOCIAL RESPONSIBILITY , LARGE COMPANY
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Father Richard Ryan Holung , LIFETIME ACHIEVEMENT AWARD
(R-L) Ian Forbes, Managing Director of Sherwin Williams, Marjory Kennedy- Board Chairperson, Raquane Fearon-Student, Nadine Williams-National Director, Cynthia Strachan-House- Mother , Jamaica Cancer Society, Mr. Bruce Levy, President of BMR Energy Dr Edwin Tulloch Reid, Director of the Heart Institute of Jamaica; Lisa Doyen, CEO, Heart Institute; Adam Siegal, Managing Director of Fortress Investment Group; and Peter Moses, Managing Director of Citibank Jamaica (L-R) Diana Stewart, Managing Director of Stewart Motors, Patrick Hylton, Managing Director for NCB, Nadeen Mathews , Senior Assistant General Manager – Strategy, Marketing & Communications and the CEO of the NCB Foundation. Father Richard Ho Lung; Kelly Tomblin, CEO of the Jamaica Public Service; Adam Siegal, Managing Director of Fortress Investment Group; and Wesley R. Edens, Principal, Founder and Co-Chairman of the Board of Directors of Fortress Investment Group
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Should ^BIG Data Matter to Small Business?
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s a small business, have you ever tried to identify: 1) Who are your most profitable customers? 2) Which products sell well together? or 3) Which products are best suited for specific segments of your customer base? Since you are likely to have access to an enormous set of data (big data) that can answer these questions, what you now need to develop is a Business Intelligence (BI) road map to harness the value from these data assets. The term “big data” refers to “a collection of data sets so large and complex that it becomes difficult to process using typical database management tools or traditional data processing applications”. The five key attributes of big data are volume, velocity, variety, veracity and vastness. Opportunities for businesses to gain a competitive advantage have opened up through the application of Business Intelligence (BI) to big data. BI involves the analysis, presentation, and delivery of critical information to business users, in order to drive operational and strategic decision-making and ultimately creating business value from data assets. Companies that have invested and been successful in BI implementations have seen their investments generate increased revenue and produce cost savings equivalent to 100 per cent return on investment. A global survey conducted in 2015 by Forbes Insights, in association with Teradata, found that 59 per cent of executives consider big data and analytics a top-five issue or the single most important way to achieve competitive advantage. Two thirds of executives reported that big data and analytics initiatives have had a significant, measurable impact on revenue. Despite such gains, many organisations have struggled to implement BI initiatives with a myriad of technology platforms, reporting tools and localised data sources, only to fail to deliver the consistent information required to drive value-added and timely executive decisionmaking. Additionally, the emergence of big data in recent years, fuelled by the dramatically increased volume, variety and velocity of data being generated from sources such as ecommerce, social media, mobile phones and smart devices, has amplified the complexity and demands on BI systems. If large organisations have failed, what of smaller businesses and start-ups? Have the potential operational efficiency improvements, customer intimacy, and competitive benefits associated with BI and big-data analytics become even more inaccessible to small businesses that are limited by resource and expertise constraints? We argue that this is not the case and that it is time for small business to look to their data to gain a competitive advantage. We further argue that big data is a necessity for small businesses if they are to give themselves a fighting chance in the increasingly global and competitive landscape. After all, does Sangster’s Bookstore in Jamaica have any choice but to contend with the Amazons and Googles of the world?
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There are two main factors that have led to the possibilities of big data for small businesses: 1) the more accessible and affordable lowcost technologies and 2) agility. In the past, small businesses were challenged by the complexity and resource requirements of traditional BI solutions. Big data and BI were seen as a privilege of large companies who could afford the technologies and to maintain teams of IT specialists and data scientists. But in the last decade, as technology has developed rapidly, software has become not only more lightweight and powerful but also more accessible. The availability of a rapidly maturing range of open-source technology platforms (e.g. Hadoop, MongoDb) and cloud-computing services (e.g. Cloudera) has made big data analytics accessible and affordable to even the smallest organisation. The second important factor for small businesses is agility, the ability of an organization to rapidly adapt to market and environmental changes in productive and cost-effective ways. “In many ways, big data is suited to small business in ways that it never was for big business – even the most potent insights are valueless if your business is not agile enough to act on them in a timely fashion. Small businesses have the advantage of agility, making them perfectly suited to act on data-derived insights with speed and efficiency.” However, we caution that agility and access to technology are not in themselves sufficient to harness the benefits of big data. Gartner emphasised the need for structured frameworks that will help business and IT leaders to craft “a more complete plan for BI, analytics and Performance Management (PM) that will align people, processes and applications, and ultimately yield better returns.” Thus, small businesses must adopt a systematic yet practical approach that allows them to rapidly assess baseline capabilities and discover valueadding opportunities for charting their own customised road map towards realising the strategic benefits from their data. At The Mona School of Business and Management, we have developed a systematic, agile approach to BI implementation that enables forward-thinking small businesses to evaluate the strategic potential of BI. It consists of four main steps and has as its output one or more high-impact proof-of-concept analytics applications and a strategic BI road map
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AMCHAM CONNECTS WITH HAITI
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“BUSINESS FUTURE IN THE AMERICAS”
Haiti has had its share of social and economic challenges, so it was no mystery why the American Chamber of Commerce in Latin America and the Caribbean (AACCLA), hosted its ‘Business Future in the Americas’ conference in the Haitian capital of Port Au Prince in June 2015. The conference received an audience of business leaders and government officials, representing the 24 Latin American and Caribbean countries within which AACCLA operates. It included forums and discussions which addressed the economic challenges issues and opportunities within the Americas. A topic of discussion was on fostering AmCham’s Haiti relationships with the Haitian government that would ultimately increase tourist arrivals, improve the agricultural sector and methods to be used in linking the industries to foster redevelopment.
L-R, BRANA (Heineken) General Manager Ms. Jose Matthijsse, Minister of Tourism for Haiti, Ms. Stephanie Villedrouin, Ron McKay, President of AmCham JAMAICA.
The Haitian government and representatives in attendance included president of Haiti, Michel Martelly; Prime Minister of Haiti, Evans Paul; Haiti’s Minister of Tourism, Stephanie Villedrouin; US ambassador to Haiti, Pamela White; AmCham Haiti president, Phillip Armand. Representing Jamaica was president of AmCham Jamaica, Ronald McKay and recently appointed chairman of AmCham’s Trade and Invest committee, Digicel Group business development director, Barry O’Brien. McKay brought to the forefront AmCham’s contribution to Jamaica’s business climate, with special emphasis on the launch of the ‘Vison 2018’ initiative. That vision is a major programme of work, which, among other things, seeks to assist in garnering at least 70 per cent of Jamaica’s foreign direct investment flows and promulgating a major vocationaleducation programme across the island. Our vision is to champion FDI and trade by leveraging the global AmCham network and our strategic relationships in order to drive growth for our members’ businesses and Jamaica. The conference was a successful tool in bringing awareness to the challenges faced by the nations of the Americas and, even more important, creating discussions that would ultimately result in solutions and actions for the challenges faced.
L-R, U.S. Ambassador to Haiti Pamela White and Ron McKay, President of AmCham JAMAICA.
AMCHAMs from the region at the Business Future of the Americas Conference in Haiti 2015
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GB ENERGY: CONNECTING THE DOTS WITH AMCHAM JAMAICA An AmCham Jamaica Member Success Story GB Group through its division GB ENERGY, took over the operations of Texaco at the end of 2012. This was previously handled in Jamaica by Chevron. Despite possible bottom line benefits, GB Energy decided not to separate any of the workers from their jobs. The 43 full time employees in the organization had more than 500 years of experience between them. This has proven to be of greater benefit to all. With a motto of Work, Work and Work in mind and a desire to be #1 in the Fuel market in Jamaica, GB Energy started a journey over the last three years. We have combined human skills with 97 years of brand association in Jamaica and delivered the best customer experience possible. We started the journey with 52 branded service stations and now we supply 67 with plans to increase that number. We ranked third in market share, at the moment we are second and very soon we aim to be #1 in this segment. Texaco also supplied aviation fuel to several airlines at both NMIA and MBJ airports but at very low volumes. At the end of 2012, we had only 2% market share. By the end of 2015 we grew to 44% market share moving from 1 million gallons per year sold to 30 million gallons per year. The numbers keep increasing as we write these lines. In the Industrial sector we had few customers and we have increased the base clientele to more than 70 important industries that contribute to the growth of Jamaica running with reliable fuel additized with Techron. Combined sales of the various segments where doubled in March 2015 from what it was when GB Energy took over making us the #1 customer at Petrojam contributing to its development and working hand in hand. GB group purchased the operations with a mix of equity and financing. Over these three years GB energy has been able to reduce its debt by 86%. Additionally, Chevron Texaco has extended the license for using the Texaco Brand for an additional 10 years due to GB Energy’s performance. We all remember “Texaco, Star of the Jamaican Road” and “Thrust your car to the man with the Star” as expressions and marketing slogans
that grew with the past and present generations providing thrust, quality and reliability to the motor fuel consumers. GB Energy Jamaica has become one of the pillars for growth in the Caribbean and the talent of its team in Jamaica is being exported and replicated in other countries. With a happy and enthusiastic Team of employees GB Energy Texaco Jamaica is expanding its footprint and continues adding more members to the family. GB Energy Texaco’s affiliation and active participation in AmCham has allowed the group to fulfill the following mission as well as to expand our customer base significantly. For GB Energy Texaco Jamaica, it is very important to work and give back to the communities that support us in our business and for that reason GB Energy Jamaica has been very active in terms of Social and Corporate responsibility. We are not only leading by example with developments like Biztown or the contribution of furniture to the first autistic school in Jamaica but also in recognizing important leaders of the society that do philanthropic work for the less fortune communities through the main sponsorship of the AmCham Gala for the third consecutive year. GB Energy Jamaica is partnering with its stakeholders such as service stations and industrial customers to support the surrounding communities, especially in the area of education. The beauty of Jamaica is that the more people know GB Energy, that is to say, who they are and how they operate, the more customers switch brands to be powered by GB Energy Texaco. Jamaica has GB Energy Texaco’s commitment to stay for the long run and support its government in achieving Jamaica’s way to prosperity. “Our Passion is to leave positive lasting marks on the things we touch. Our passion is to make a difference” - Gilbert Bigio , Chairman
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Clean & Affordable Energy… More Than a Buzzword Clean and affordable energy is a lot more than a concept that has taken on buzzword status. It is a signal to the modern business person that the fate of their business is inextricably linked with the outcome of the world we live in. If your business is to continue to exist or grow, clean and affordable energy should be words to live by as we press on to a prosperous future. Our World Leaders have determined that clean and affordable energy must form part of the Sustainable Development Goals (SDGs) adopted by the United Nations General Assembly. The SDGs, officially known as, ‘Transforming our world: the 2030 Agenda for Sustainable Development’, are a set of 17 aspiration goals with 169 targets. The goals are part of a United Nations Resolution of September 2015. The Resolution is a broader intergovernmental agreement that, while acting as the Post 2015 Development Agenda (successor to the Millennium Development Goals), builds on the principles agreed upon under Resolution A/RES/66/288, popularly known as The Future We Want. Clean and Affordable Energy is actually goal number seven of the 17 goals identified. We who are connected to AmCham Jamaica have taken note that, between 1990 and 2010, according to the UNDP, the number of people with access to electricity has increased by 1.7 billion, and as the global population continues to rise so will the demand for cheap energy. Your business needs this energy to survive. A global economy reliant on fossil fuels and the increase of greenhouse gas emissions is creating drastic changes to our climate system. This is having a visible impact on every continent and will ultimately affect the viability of our businesses. The prospect of clean and affordable energy, therefore, represents a clear and present danger if it is absent or an opportunity to be pursued. There has been a new drive to encourage alternative energy sources, and in 2011 renewable energy accounted for more than 20 per cent of global power generated. Still, one in five people lack access to electricity and as the demand continues to rise there needs to be a substantial increase in the production of renewable energy across the world. Ensuring universal access to affordable electricity by 2030 means investing in clean energy sources such as solar, wind and thermal. We can also achieve much by diversifying our mix of energy solutions in addition adopting cost-effective standards for a wider range of technologies. This could reduce the global electricity consumption by buildings and industry by 14 per cent. This means doing away with old and inefficient power plants. Expanding infrastructure and upgrading technology to provide clean energy sources in developing countries such as Jamaica is a crucial goal that can encourage growth and help the environment. AmCham Jamaica has among its membership the Jamaica Public Service Company. Through a strategic partnership and the infinite power of AmCham linkages, the prospect of clean
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and affordable energy is no longer a fleeting illusion but a reality. Two ministers in different administrations, aided by one private-sector partnership, had failed in a bid to get cheaper, cleaner Liquefied Natural Gas (LNG) to Jamaica. American company, New Fortress Energy LLC, will invest more than $200 million to construct a LNG terminal in Jamaica. The facility is expected to generate more than 200,000 metric tonnes of LNG annually, which will initially be supplied to the Jamaican market. There are also plans to expand output for delivery to other Caribbean countries, thereby positioning Jamaica as a regional hub for the supply of LNG. American billionaire investor, Wesley R. Edens, principal, founder and co-chairman of the board of directors of Fortress Investment Group LLC, a US$62 billion alternative-asset management, was the keynote speaker at a recent AmCham Jamaica awards function. Edens, whose company is responsible for bringing in natural gas, expressed excitement about investing in Jamaica . Jamaica imports more than 20.5 million barrels of oil at a cost of approximately US$2 billion, representing 11.6 per cent of our GDP. Jamaica’s Energy Policy requires that at least 20 per cent of the country’s energy mix comes from renewable sources, such as solar, by 2030. The policy is intended to facilitate the establishment of a comprehensive programme of efficiency improvement and energy diversification. It also commits Jamaica to a path for providing highquality, affordable, environmentally friendly energy and to reducing Jamaica’s dependence on high-cost imported oil. This, therefore, means that there are other business opportunities waiting to be exploited. It is certainly what attracted WRB Enterprises with the development of a photovoltaic facility at Content Village in south central Jamaica. The 20-megawatt project started in June 2015 with a view to completing and connecting it to the Jamaican national grid by June 2016. Spanning nearly 160 acres of land, the Content Solar Project involves the investment of approximately $US60 million by the developers. President of AmCham Jamaica Ron McKay said he is committed to the development of each member business. Through membership in AmCham, Jamaica businesses have access to the AmCham regional network and other AmCham member organisations worldwide.
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BMR Energy LLC operates throughout the Caribbean, Central America and Mexico and have development projects underway throughout the region.
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BMR Jamaica Wind Limited is a wholly owned subsidiary of BMR Energy LLC. BMR Energy is headquartered in New York, USA, with a team that brings together over half a century of combined international experience in energyinfrastructure development and operations.
There has also been significant benefit to the local and wider community from the construction of the plant, with more than JM $5b of direct spending and employment given to in excess of 750 Jamaicans to date. Over half of the persons employed reside in St. Elizabeth.
The builder, owner and operator of Jamaica’s largest privately funded renewable-energy project, BMR is currently constructing a 36.3 MW wind-generating facility in the hills of St Elizabeth, Jamaica. At a cost of $US 89.9m, the project is the single largest investment in the parish of St Elizabeth since the commissioning of ALPART, more than 40 years ago. The project comprises 11 Vestas Model V112 3.3 MW wind-turbine generators (WTG) and an 18km 69kV transmission line, which links the plant to the national grid. As these wind turbine generators are the largest of the Vestas model ever to be utilised in the Caribbean, BMR also undertook significant upgrade to the local infrastructure to facilitate transportation of the major components from the ports of entry to the site.
BMR is committed to community development. Though we have leased 86 acres of land from the National Land Agency, a significant portion of this land will be restored to its original condition after commissioning of the plant. This will facilitate continuation of farming, which is a significant source of income for residents in Jamaica’s ‘bread basket’, St. Elizabeth (the parish produces more than 20 per cent of the country’s domestic food supply). The company also demonstrates its commitment to community success in other tangible ways. A JM $5M vehicle was donated to the Agro-Enforcement Unit of the Jamaica Constabulary Force to be dedicated to the fight against praedial larceny in the parish. Schools and mentorship programmes for vulnerable youth have also benefitted from our corporate social-responsibility programmes.
The estimated annual output of 120GWH represents approximately four per cent of JPSCo sales. Energy is generated via a sustainable, natural resource with no emissions from the generation process and, thus, will preserve the air quality in and around Malvern, which is reputed to be among the best in the island. Additionally, it will reduce the country’s reliance on fossil fuels by about five million barrels of oil, or US half-of-a-billion dollars (US$500,000,000) over the 20-year life of the plant.
BMR Energy LLC operates throughout the Caribbean, Central America and Mexico and has development projects under way throughout the region. Our goal is to build renewable and other highly efficient power generation throughout the Caribbean and Latin America. When commissioned, the Jamaica Wind plant will supply the lowest-cost clean energy into the Jamaican electricity grid. The plant is on schedule to be commissioned in the first quarter of 2016.
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Ron McKay, President of AmCham Jamaica; Antonio Llama, vice-president of finance and administration, Magna Motors Group; Gail Abrahams, CEO of AmCham Jamaica; Avelino Rodriguez, president and CEO of Magna Group; Terri Karelle-Reid, online brand manager for The Gleaner Company Limited; and Juan Vargas, managing director, Magna Motors Dealership Limited are spotted at Magna Motors President’s Breakfast, hosted by AmCham Jamaica at the Jamaica Pegasus.
Networking with AmCham/Promotional events (President’s Breakfasts, Executive Luncheons, Seminars, Workshops) The common wisdom of international business is that if you are trying to break into a market or otherwise establish yourself, a costeffective way of doing so is to use what is called a beachhead strategy. The beachhead strategy is about focusing resources on one key area, usually a smaller market segment or product category, and winning that market first, even dominating that market, before moving into larger markets. Membership in AmCham is one way of executing the beachhead strategy since it offers an atmosphere where like-minded business people with a common interest can leverage relationships and benefit from earned experience. Our A-Z membership offers many opportunities to connect with those businesses which can help or otherwise matter when it comes to making the right links and successfully executing game-changing strategy. AmCham Jamaica stands ready to assist. Promotional events, whether special purpose or scheduled, are perfect vehicle to kick-start any effort on the part of new or established businesses that have membership in AmCham Jamaica. A President’s Breakfast, for example, can be used to execute a product launch that has all the ingredients for success. The AmCham Jamaica team will partner with you to develop a list
of invitees that will become your targets for networking and even developing or pursuing good business leads. Executive Luncheons are an opportunity for networking or that necessary platform where ideas are advanced or agendas are set. Don’t forget that AmCham Jamaica is in touch with a whole range of people who cover the spectrum of government, businesses, the media and the general public. We have built solid relationships and established a level of credibility that encourages an atmosphere where platform messages are picked up because we have a reach. As a member of AmCham Jamaica, you can benefit from this network and the credibility nurtured and established over years. Success in business calls for careful strategy formulation and efficient execution. You may opt for a beachhead strategy, gradual growth or all-out assault. Whatever the course of action you may choose, you can be sure that networking will be vital to your execution. The President’s Breakfast and Executive Luncheons are good vehicles for creating networking opportunities. When you partner with AmCham Jamaica for promotional events, you will be on your way to success if you turn up for the event with your ‘A’ game, deliver a well-crafted message, work the room and follow through on those contacts.
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Gail Abrahams, Chief Executive Officer, AmCham Jamaica
Ronald McKay, President of AmCham Jamaica and CEO for ADS Global; speaks to journalists from Business Access TV at the AmCham President’s Breakfast for the Launch of MAGNA Motors
Reuben Smith-Vaughan Executive Director, AACCLA, Sasha Sheehy Executive Director American Chamber of Commerce for Barbados and the Eastern Caribbean (AmCham BEC) and Nirad Tewarie, CEO for AmCham Trinidad and Tobago
Peter Bunting, Former Minister of National Security speaks at a Presidents Breakfast for AMBER Connect.
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AmCham Jamaica and Pocket Rocket Foundation hosted Caribbean premiere of the movie “RACE” The American Chamber of Commerce of Jamaica (AMCHAM) hosted the very first viewing of the Jesse Owens biopic, RACE under the distinguished patronage and partnership of home-grown track superstar, Ambassador Shelly - Ann Fraser-Pryce. The event saw celebrities from all walks of life and companies in attendance. Ambassador Fraser-Pryce expressed her excitement about AmCham’s support for her Pocket Rocket Foundation’s mandate to develop Brand Jamaica through education and sports. President of AmCham , Ron McKay spoke about the reasons for the collaboration. He noted following Ambassador Fraser-Pryce’s awe-inspiring acceptance speech at the AmCham Business & Civic Leadership Awards & Banquet last year, in which she highlighted the odds of being that girl from Waterhouse rising to such stardom, the board decided to partner with her on several initiatives to benefit her Pocket Rocket Foundation. CEO of AmCham Gail Abrahams noted that the story of Jesse Owens, the legendary African-American track and field superstar portrays courage and determination. She added that the story is about how someone can overcome the odds and rise up to inspire the world and that is the reason why AmCham was very pleased to have someone like Shelly-Ann Fraser-Pryce partner with them for this movie premier. Mrs Abrahams noted that Shelly has also managed to defy the odds, and become an inspiration to many around the world. President & CEO of Proven Wealth Limited, Chorvelle Johnson noted that it was critical that we continue to work to inspire and develop our youth and by so doing, invest in Jamaica’s development. PROVEN was very happy to partner with AmCham to raise funding for Shelly’s Pocket Rocket Foundation. Proven Wealth Limited was the major sponsor of the event while associate sponsors were Sherwin Williams, Stewarts Automotive Group, The Jamaica Broilers Group and Select Brands. Since the inception of her foundation, Fraser-Pryce, through initiatives such as this one, has been creating a lasting impact in the lives of student athletes and children’s homes who would have also had the odds stacked against them.
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1 U.S Ambassador to Jamaica Luis G Moreno, Ronald McKay, President of AmCham JAMAICA and Managing Director of ADS Global and Ambassador and Track and Field Olympian Shelly-Ann Fraser Pryce. 2 (l-r) Kelly Tomblin, CEO and President of JPS and AmCham Board Director, Ambassador
and Track and Field Olympian Shelly-Ann Fraser Pryce, Mike Drakuvich, Owner of Mystic Mountain, Diana Stewart, Managing Director of Stewarts Automotive Group and AmCham Board Director. 3 (l-r) Ambassador and Track and Field Olympian Shell-Ann Fraser Pryce, Chorvelle Johnson, CEO for Proven Investments Ltd and Gail Abrahams, CEO for AmCham JAMAICA. 4 Donovan Perkins, President of Sagicor Bank and Robert Levy, Managing Director of Jamaica Broilers and AmCham Board Director. 5 (l-r) Jean Watson, Michelle Bovelle, Diana Stewart, Managing Director of Stewarts Automotive Group and Dianne Edwards, President of JAMPRO.
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AmCham’s Annual Christmas Luncheon
There is a veritable rush of activities at the end of the year with corporate entities going all out to spread good cheer, build goodwill and cement relationships. At AmCham Jamaica we are aware that, with so many Christmas events, corporate executives among our membership may be spoilt for choice in deciding attendance. The AmCham Christmas Luncheon is not to be missed. It offers the perfect opportunity to network with colleagues and friends from corporate Jamaica. There is also the opportunity to collectively reflect on the year that was and look at the prospects for the year to come. At the same time, you can be sure that there will be a full package of entertainment guaranteed to make you forget the daily grind and be with people who share your ideals and have common goals. We aim to be different as we gather busy people who are always on the go. However, there is one rule to be observed at the AmCham Christmas Luncheon. Those who come should not take themselves too seriously or expect that the AmCham Jamaica leadership will be all formal and stiff. With that rule observed, you can expect that
there will be a festive Christmas atmosphere with giveaways, prizes and surprises. In keeping with rule, attendees will be encouraged to relax and go with the flow of things and they are sure to be rewarded with a good time and a few pleasant surprises. Those who were in attendance at last year’s Christmas Luncheon cannot forget how the day’s Santa Claus, Ronald McKay, and his handy elf, Kelly Tomblin, acquitted themselves well as they spread the cheer. They will also tell you that Master of Ceremonies, the inimitable Dr. Michael Abrahams, had the gathering in stitches as he skillfully guided the packed programme along. In keeping with all AmCham Jamaica events, we leverage and promote (professional) relationships. There are prizes, including airline tickets, hotel stays, appliances, gift baskets, and in giving these prizes we partner with our extensive membership and work with our affiliates abroad to ensure that those on the receiving end of the goodies will be happy as they see the real meaning of AmCham Jamaica membership at work.
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United States Ambassador to Jamaica, Luis G. Moreno poses with “Santa for the day” Ronald McKay, President of AmCham Jamaica and CEO for ADS Global
Kelly Tomblin, CEO, Jamaica Public Service Company; Ronald McKay, President of AmCham Jamaica and CEO for ADS Global
Mauricio Pulido, CEO of GB Energy; Allison Peart, Country Managing Partner at Ernst and Young Jamaica; Gail Abrahams, Chief Executive Officer, AmCham Jamaica; Kelly Tomblin, CEO, Jamaica Public Service Company.
Tess-Maria Leon, PR Consultant, Heston Hutton, Managing Director, Mobile Connect
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Continued from page 52
Highlights of the Business and Civic Leadership Awards 2015
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