Issue No. 53
Bottled & Brewed in St. Lucia
Water - The Precious Commodity
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FEATURES Cover Story
EXTRAS Business Spotlioght
04. The Production Line
33. Bottled & Brewed In St. Lucia: Business Tech An Inside Look At The Liquid 06. Manufacturing In The Age Of Based Manufacturing Sector Technology Money Matters
08. Complete For Life 10. Creating Greater Bonds 12. CAIB Gears Up 14. Mobile Banking In Barbados 16. LIME’s US$600 Million Investment
In The Know
18. Hewanorra International Airport Redevelopment 20. WINAIR Now Flying to St. Lucia 21. British Airways’ New Private Jet Service 22. Jamaica To Play Host To CMEX 2010 23. Cost Effective Security 26. Volvo Comes To St. Lucia
28. LUBECO: The Key To Comfort 30. CARICOM’s Furniture Trade
69. Value Your Customers
70. 30 Years of Classical Ballet In St. Lucia
72. A Great Finish And A Big Start 74. St. Lucia Captures Acclaimed Accolades 75. A New Investment Partner For Jalousie 76. Jade Mountain: # 1 For Service 77. Excelling In Excel 78. Malcolm Burns Moves On
80. Events 2010/11 82. Major Moves 86. New Company Registrations
BUSINESSFOCUS Business Focus magazine is published every two months by Advertising & Marketing Services Limited (AMS), Saint Lucia. Publisher / Managing Editor Lokesh Singh Editor: Christy Recaii Graphic Designer: Donald Brower Advertising Sales: Cennette Flavien Kevin Haywood Webmaster: Advertising & Marketing Services
The Production Line When you gulp down a cold beer after a long week, spray on insect repellant to keep mosquitoes away, or drown chicken wings in hot sauce, do you ever stop to consider where the products came from, what processes were involved or how much labour went into them before they were concealed in the bottles being turned upside down to reveal their contents? This is the idea behind our Bottled & Brewed focus– the stories behind local products before they get to you – the consumer. St. Lucia’s manufacturing sector has been described as the most diverse in the Eastern Caribbean, ranging from apparel to plastic products, but for this installment of BF, we zoom in on liquid or water based manufacturing. Liquid based manufacturing has a long history in the Caribbean dating back to the 1600s, as rum production played (and still plays) an important part in the culture of most West Indian islands. When the concept of this issue was coined, it was immediately obvious that the research process would have to involve a very hands on approach, with varying scales of production; whether on a grand scale that necessitates over 100 members of staff with regional distribution or a smaller operation run as a home business. The journey started with research. Basic, but effective, a trip through the aisles of the supermarket for the specific purpose of investigating what locally-produced goods are available to consumers. Armed with the data collected, the next step was a tour of St. Lucia’s premiere plants and production houses providing an inside look at the manufacturing process. The cornerstone of manufacturing is the production line. By definition, a production line is a set of sequential operations in a factory where materials are put through a refiningprocess to produce goods suitable for consumption or components are assembled to make a finished article. In liquid based manufacturing the natural resource, water, is the lifeline of the progression, and its role varies, whether used in sterilisation, irrigation as part of the farming process, included as part of the finished product, or as the final product. Regardless of the specific function it serves in the manufacturing process, the quantity and quality of water used must be managed thoroughly to ensure the final product is produced to a high standard without wasting resources. The journey from raw materials to supermarket shelf is not, however, limited to the production line. There are other elements of manufacturing that hold equal weight and contribute to the finished product but are not part of the assembly line. These include agencies that exist specifically to assist the plants in their production process, organisations that manage resources, safety, sterilisation and sanitation, technology and quality standards that must be maintained. Liquid-based manufacturing continues to play a vital role in the economies of the Caribbean islands, as manufacturers discover new production techniques and experiment with alternative raw materials, and the laws of supply and demand ensure that both quality and cost remain key factors in driving competition forward.
Enjoy the issue! Business Focus
Christy Recaii firstname.lastname@example.org
Photography: Video Ventures | Advertising & Marketing Services Stan Bishop | Lefteris Pitarakis | CAIB | LIME | SLASPA Cover Set: Options Inc. Contributors: Stan Bishop | Fabian Glace | Christy Recaii Desmond Simon | Brian Ramsey | Paula Calderon Deidre Woollard | The Monrose Group | Lincoln Price Shermaine Clauzel | Pilaiye Cenac |Toni Nicholas St. Lucia Distillers Group of Companies | Pricellas Stanislas Sunsmart Beverages Inc. | Bevan Springer | Lorraine Sidonie ECFH | FCIB | CAIB | LIME | SLASPA WASCO | CEHI | OECS-EDU | WLBL
Editorial, Advertising, Design & Production: Advertising & Marketing Services P.O. Box 2003, Castries, Saint Lucia Tel: (758) 453-1149; Fax: (758) 453-1290 email: email@example.com www.amsstlucia.com, www.stluciafocus.com Business Focus welcomes contributions from professionals or writers in specialized fields or areas of interest. Reproduction of any material contained herein without written approval, constitutes a violation of copyright. Business Focus reserves the right to determine the content of the publication.
Manufacturing In the Age of Technology
he world of manufacturing has reached a turning point because of the influence and impact of Information Technology (IT). Manufacturers must compete in the global market to be successful today and this trend is only going to continue. Manufacturing executives view their role more broadly in recent times as creators of value and wealth. When assembly line manufacturing was prevalent, goods were produced as they headed down the assembly line, as in automobile production where workers were generally unskilled and performed repetitive tasks. In contrast the new manufacturing environment consists of combining technological advances with strategic management insight to reach a companyâ€™s goals and potential. One must review the fundamental changes in the workforce. Technology is leading management to a decentralized organisational structure, which facilitates the reduction of middle management and Business Focus
workers have been empowered to resolve issues themselves. This is the era of the Integrated Product Team (IPT) or people working in groups with a project leader that may become a team member of another in the future. Workers in a manufacturing plant manage the production process and decide the most efficient way to get the job done. Suppliers are part of the manufacturing process. Employees, managers, suppliers, and customers work as a team which form strong alliances. People are more skilled today than in the past. Nearly two-thirds of the workplace jobs that will be created in the coming years will require education beyond secondary school and be tied to the use of Information Technology (IT). Management is aware that reducing costs is a benefit of IT. Companies have to move quickly to compete because with Information Technology it takes only days to gain or lose a competitive advantage. Information systems today support 6
the production/operation functions of companies. Production/operation functions include the activities concerned with planning and control of the processes used in producing goods and services. Computers are at the root of these processes as computer based manufacturing information systems use several major techniques to support Computer-Integrated Manufacturing (CIM). Computer-Integrated Manufacturing is an overall process that stresses the goals of computer use for factory automation. With the introduction of the Internet and the World Wide Web, companies have access to a global market place. The Telecommunications industry is providing a way to access this technology. The manufacturing industry will now use IT to enhance their competitive edge and more effectively compete in the global market. BF Fabian Glace Glace Web www.glaceweb.com
Hewanorra International Airport
style Facilities & Amenities
• Fully stocked bar & complementary snacks • Tastefully outﬁtted with comfortable furnishings • Located within the Departure Lounge after security checks • Wireless Internet • Fax service • Card Swipe Telephone • Cable Television • Flight Information Display Monitor • Duty-free Shopping • Local and international magazines • Smokers’ Gallery • Personalized Customer Service by professionally trained staff • Iyanola Executive Lounge, Hewanorra International Airport, P.O. Box 373, Vieux Fort, Saint Lucia, W. I. • Tel: (758) 454 - 8556, Fax: (758) 454 – 5581 • Email: firstname.lastname@example.org
COMPLETE For Life
Bank of Saint Lucia’s Unique Financial Solutions Package
ost of us have some key life goals in common: owning our own home; having a solid retirement plan to take care of our later years; and paying for our children’s higher education. We often think of realising these goals with separate and distinct financial plans but Bank of Saint Lucia takes a different view. Why not bring all these life goals together under one financial umbrella? That’s the idea behind Bank of Saint Lucia’s innovative Complete for Life mortgage plan which caters for much more than the dream of owning your own home. Complete for Life is a mortgage plan that not only offers competitive interest rates to new and existing customers, but it also encompasses other Bank of Saint Lucia products that meet some major life Business Focus
goals. We all have to think about how we will provide for our retirement years so Complete for Life offers customers the option to save for their retirement by channeling funds saved from a reduced interest rate to the Registered Retirement Investment Account (RRIA). RRIA is a Bank of Saint Lucia product that has an attractive interest rate in addition to good tax benefits for the account-holder. Higher education is becoming a real need in recent times as the job market becomes more competitive and demanding. Complete for Life gives people the opportunity to either qualify themselves or their children since customers can use the value of their homes as security for educational loans at a competitive rate. Additionally, Complete for Life customers
have access to competitive insurance rates from EC Global, Bank of Saint Lucia’s sister subsidiary. They can also benefit from special discounts on household items such as furniture as well as home improvement products from some of the bank’s corporate partners. As the name of the product states, Complete for Life is the mortgage plan that goes beyond home ownership, it provides for the core aspects of life—education, retirement and securing that property. It’s a comprehensive and convenient financial package that makes life’s essential goals accessible and well worth pursuing. BF ECFH Marketing & Corporate Communication Services For further info: www.ecglobalinsurance.com
Attendees of the Event
Creating Greater Bonds
aribbean Money Market Brokers (CMMB) recently held an evening cocktail reception geared at rewarding excellence and building even stronger bonds with its client base. The reception, held at CMMB’s Brazil and Bourbon Streets office was, according to CMMB Country Manager Carole Eleuthere-Jn. Marie, “a momentous occasion.” The main purpose of the reception was to recognise two reputable institutions that CMMB was instrumental in raising capital for through two recent separate bond issues. Through the two bond issues, CMMB was able to raise EC$51,335 million in fixed rate bonds. Of that amount, EC$31,335 million was raised for the Government Business Focus
of St. Lucia, while the remaining EC$20 million was for the Eastern Caribbean Home Mortgage Bank. Larry Howai, CEO of First Citizens Group – parent company of CMMB – recognised the local CMMB team for its excellent performance in being able to raise venture capital for its many clients. He also pointed to CMMB’s ability in successfully raising over $300 million dollars for the government of St. Lucia over the past few years. This, Howai said, is testimony to the commitment First Citizens Group has toward aiding St. Lucia in its economic development. “This underlines the strength and confidence that the investing community has in the government of St. Lucia,”
Howai told the small, intimate gathering that included among its guests, local business magnate Michael Chastanet. “At First Citizens, we see St. Lucia as a jewel in the crown, really, in the Eastern Caribbean. It is one of the better-run and better-managed economies in the Eastern Caribbean. In fact, it was the first economy that First Citizens chose to set up one of its first outside ventures from Trinidad and Tobago.” St. Lucia’s Prime Minister Stephenson King thanked CMMB for helping the Government of St. Lucia raise EC$271.2 million thus far in debt issued on the Regional Government Securities Market (RGSM). Of that amount, King said, EC$229.9 million was underwritten by CMMB.
“Despite this difficult economic environment, the Government of St. Lucia has been able to raise a total of EC$144.2 million in the last financial year, of which EC$31.3 million was raised in March 2010,” the Prime Minister said. Other speakers at the cocktail reception included CEO of ECHMB, Duleep Cheddie, and CMMB General Manager, Jason Julien. A number of crystal plaques were also presented to some of the participants of the two recent bond issues. BF Stan Bishop
From L to R: St. Lucian entrepreneur, Michael Chastanet, St. Lucia’s PM Hon. Stephenson King and CMMB’s Carole Eleuthere-Jn Marie
CAIB Gears Up
AGM to be Hosted In Saint Lucia
CAIB Conference opening ceremony in progress
he Caribbean Association of Indigenous Banks Inc. more commonly referred to as the CAIB, alongside its Local Organising Committee (LOC) Members, is once again, engaged in enthusiastic preparations for a premier event of commercial bankers and executives of indigenous financial services institutions in the CARICOM region. The event is expected to boast an impressive gathering of regional and international bankers and other financial experts and stakeholders, which will get together in Saint Lucia, over the 09-12 November 2010, at the Sandals Grande, St. Lucian Beach Resort & Spa. The primary aim is to discuss and take important follow-up action on a number of issues affecting the banking and financial landscape in the Caribbean. Delegates are expected to deliberate on various issues and share their experiences in the aftermath of surviving what has been described by lead practitioners as the worst economic crisis since the 1930s, fueled by a major housing and banking crisis out of the United States. The CAIB was formed in 1974, following a decision by the Eighth Meeting of Business Focus
Heads of Government Conference of the Caribbean Community Inaugural Meeting of the Standing Committee of Ministers of Finance, with a mandate for members to deliberate on issues that are relevant and topical to their success. The initial secretariat was located in Georgetown, Guyana and was subsequently relocated to Saint Lucia in 1997 where it was incorporated as a company named the Caribbean Association of Indigenous Banks Inc. under the Companies Act of Saint Lucia (Company No 103 of 1997). At the 37th AGM participants are expected to benefit from two full days of presentations and subsequent discussions, which will accord them an opportunity to benefit from focused discussions in core banking and financial areas including, but not limited to: - Implications of Basel III Capital Accord - Corporate Governance Issues - Fraud and Risk Management Issues - Adoption of Modern Technology in Delivering Services - Redefining the Role of the Board - Ethical and Integrity and Compliance Issues
- Emerging Financial Regulatory Landscape in the CARICOM Sub-region and presentations on the economic well-being of CARICOM Member States as they continue to implement counter cyclical short to medium term polices, aimed at placing the regionâ€™s economies on a sustainable trajectory of economic recovery. The Association of Indigenous Banksâ€™ premier event will see representation from its 42 member banks and financial institutions representing 15 countries, with assets in excess of US$18 bn, along with honorary member institutions such as the Caribbean Development Bank (CDB), The Caribbean Community Secretariat (CARICOM), the Caribbean Centre for Money and Finance (CCMF), as it celebrates its 37th Anniversary. The LOC comprise a blend of experienced and emerging industry professionals who together have well over 60 years industry experienced and have in the pasts, worked together to host other successful Conferences and AGMs, both within and out of Saint Lucia. They are Mrs. Carole Eleuthere, the Country Manager of CMMB
CAIB Conference Exhibitors interact with attendees
Saint Lucia /OECS, Ms. Joanna Charles Assistant General Manager of Bank of Saint Lucia Ltd, Mr. Robert Fevrier - Manager of Projects and Services, Compliance, Marketing at the 1st National Bank St. Lucia Ltd., Mr. Victor Eudoxie, Chairman East Caribbean Financial Holding Company Limited and Dr. Charmaine Gardner Chairperson/President - 1st National Bank St. Lucia Ltd. Their services will be complemented by the CEO of the CAIB and the rest of his hard working staff. The aforementioned figureheads and their support staff are functioning under four sub-committees, which have been assigned specific roles, namely; Finance, Public Relations & Marketing, Events and Speakers & Programmes. The LOC remains very cognizant about spreading the associated benefits from what it anticipates to be one of the largest gatherings of banking and financial industry stakeholders. Meanwhile, the LOC continues to engage local touring agents, small craft vendors, entertainers and various cultural icons as part of the general package that would be offered to delegates during the lighter moments on
the agenda. As is typical of such events, sponsors would be presented with a priceless opportunity to join with the CAIB Secretariat to host this important event on the regional banking and financial calendar, through participation under five different sponsorship packages. They include: Premier Platinum, Platinum, Gold, Silver and Bronze. Of major concern to regional and global bankers are the recommendations coming from the Basel Committee, which comprised Central bankers and other regulators emanating from 27 countries, tasked with the responsibility for laying down the global rules for bank governance. The latest Basle III recommendations for example, call for banks to hold an increase in their capital adequacy ratios and a redefinition of what is deemed Tier One Capital. This will definitely have some serious implications for banks future profit levels. Renewed emphasis will also be placed on the use of technology in the delivery of banking and other financial services, as well as the utilization of first-rate best practice methods used for detecting, inter alia, Fraud and other Anti Business Focus
Money Laundering Activities in the subregion. It is hoped that participants would benefit from the presentations offered by worldclass industry experts, which would provide the meeting with the most recent industry developments and best practices that must be implemented by all banks. Moreover, the conference would provide delegates with an excellent opportunity to network and build important working relationships. The host country Saint Lucia will also benefit by hosting this major event, which is expected to bring up to 250 regional and international delegates from Jamaica, Cayman, North America, Suriname and Guyana, particularly during what is perceived as the down-time of the tourist season. In addition, delegates will be encouraged to stay in a number of approved hotels, while enjoying the Saint Lucian hospitality through a numbers of recreational activities that are being planned. It is our hope that this could lead to a favorable situation of repeat visitors to Saint Lucia. BF
Launches Mobile Banking in Neighbouring Barbados
nyone with a mobile phone can now bank on the go, thanks to FirstCaribbean International Bank’s Mobile Banking service. Customers of FirstCaribbean can do their banking via SMS text messaging and immediately receive their account information via return SMS text. After a successful pilot of the new service with our staff in Barbados, FirstCaribbean is making this service available to our customers starting today. With FirstCaribbean Mobile Banking customers can: • Request their account balance request the last 5 transactions that occurred during the past 30 days. • Transfer funds between their accounts • Set up weekly account balance alerts • Set up threshold alerts. For example, they can set an alert to come to them if their account balance falls below a certain amount or if it goes above a certain amount. FirstCaribbean’s Chief Marketing Officer, Peter Steenveld, noted that the new service means the bank’s customers Business Focus
September / October
can now do their banking anywhere and at any time and on the go. “What’s so exciting about our service is that you can access it on any type of mobile phone. You don’t need to have one of the latest models of smart phones to be able to use our mobile banking service. Any phone that can send or receive text messages will put your latest account information right in the palm of your hand. Our service is safe, convenient, and it’s fast, so there’s no waiting for web pages to download.” Customers signing up for FirstCaribbean Mobile Banking can access up to 6 of their Checking or Savings accounts, and it is available to customers of any mobile phone service provider. SMS charges will be the same as what any customer would pay for their cellular service provider for text messages. Apart from being convenient and easy to use, FirstCaribbean’s Mobile Banking service is safe. Stringent security measures are in place to protect customers’ financial information and details. Text messages will only be sent to the mobile phone number that is registered with the bank by the 14
customer, who must verify his/her identity at the time of registration. Account details or any financial information will not be sent to any third party. Account numbers are never sent to the mobile phone. Managing Director for Retail Banking, Rolf Philips added: “Our staff participating in the pilot of this new service, loved it. We received many positive comments about the speed and convenience of the service. One feature that was particularly well received was the balance threshold alerts. People testing the service were pleased to be able to get an alert when they received a deposit – for example when their salaries were deposited to their accounts - or if their balances went below a certain limit, and then to be able to transfer from one account to the other – all without setting foot in the bank!” Mobile Banking is a free service offered by FirstCaribbean. BF For further info www.firstcaribbeanbank.com
Distributed by Brydens & Partners Ltd.
’s $600 Million
Investment In The Caribbean
Chris Dehring LIME’s Chief Marketing Officer
LIME, the Caribbean’s leading full service telecoms provider, has announced that it will invest a massive US$600 million in its business across the Caribbean region over the next five years. The hefty allocation will underwrite the delivery of innovative new services and the wide-scale upgrading of existing infrastructure to enhance the quality of the company’s current offerings. At a media briefing, held recently in Kingston, Jamaica, LIME’s Chief Marketing Officer, Chris Dehring said: “Over the next five years we intend to invest more than US$600 million in our 13 business units across the region to improve the services that we offer and to roll out the kind of new technologies and innovative services that will help us to retain our present customers and attract new ones.”
Among several other initiatives, Mr. Dehring said that, the company will be launching its TV service, initially in Jamaica and Barbados, by the end of 2010. In addition, LIME will be: significantly upgrading its Internet capacity to deliver speeds of 8mb or higher; improving its mobile coverage with innovative value added wireless services; and rolling out next generation fixed and mobile networks. Mr. Dehring also said that LIME will be accelerating the roll out of retail stores to make it easier for customers to access the company’s products and services, and will also be upgrading its Contact Centre to provide an improved Customer Service experience across the region. “LIME is investing aggressively in the growth and expansion of our business to give the people of the region services that are on par with those offered in places
like North America and Europe which will ensure that we remain the provider of choice both now and in the future,” he said. “Throughout most of the Caribbean, LIME is the dominant player in the telecoms market and we have no intention of conceding this position.” He concluded: “LIME is not just about providing telecommunications services to the people of the Caribbean. The company has been an integral part of the region for 140 years and will continue to remain so by ensuring that it contributes to improving the life of Caribbean people in everything they do.” BF For further info: www.time4lime.com
Unlimited mileage Special weekly rates Off season specials
GFL Charles Airport Tel: 758 -458-2031
After Hrs: (758) 459-7220 www. coolbreezecarrental.com email: email@example.com
Airport (Vieux Fort) Tel: 758-454-7898
J.Qâ€™s Rodney Bay Mall Tel: 758-458-0824 Soufriere Tel: 758-459-7729 Fax: 758-459-5309
IN THE KNOW
Hewanorra Redevelopment Full Steam Ahead SLASPA Unveils Proposed Designs for the International Airport Proposed Hewanorra International Airport Redevelopment Project
he Saint Lucia Air and Sea Ports Authority (SLASPA) met with the local media at the Sandals La Toc, Golf Resort and Spa to present the plans and designs for the proposed Hewanorra International Airport Redevelopment Project. Present at the briefing session was Sean Matthew, SLASPA General Manager/ CEO, and some of SLASPA’s senior managers. This presentation to the media followed a series of stakeholders’ forums that SLASPA completed recently with local organisations, including the St. Lucia Tourist Board, St. Lucia Hotel and Tourism Association, Chamber of Commerce, Business Focus
Red Caps Association, Southern Tourism Association, National Taxi Union, Airline Operator’s Committee, Customs and Excise Department, Immigration Department, Fire and Emergency Services Department, Association of Destination Management Companies and the Travel Agents Association. SLASPA is encouraged by the feedback from these forums and the Authority believes the time is right to share this information with the wider public. The current Hewanorra International Airport facility was redesigned 17 years ago with a total footprint of 84,000 sq. ft. and five parking positions, doubling
its capacity at that time. However, due to the changing dynamics of the aviation and travel industries, this facility has become inadequate to meet the current or future demands of the market. On the busiest days, SLASPA handles 13 flights bringing over 3,000 passengers and people providing services such as meet and greet services and ground transportation in less than three hours. One of the main objectives of the proposed terminal expansion/ redevelopment project is to meet current and future market demands. The overall result, therefore, will be a facility that will meet the needs of the industry starting
Sean Matthew, SLASPA General Manager makes presentation
SLASPAâ€™s Senior Management Team at presentation
with an improved check-in area with increased Counters and CUTE (Common User Terminal Equipment) systems to facilitate faster check-in. The proposed new departure lounge will feature a six-lane passenger security check point; increased Emigration positions; a gate hold room with increased seating capacity; High-end Executive Clubs and VIP Lounges; and a food court with a wider variety of eating options. The arrival hall will consist of increased Immigration agent positions; an improved Customs Inspection area; and an improved baggage claim retrieval area. The heating, ventilation, airconditioning and refrigeration systems will
be redesigned to create an energy efficient facility. A modern control tower will be built featuring a full array of equipment for both approach and aerodrome control thus allowing for more efficient management of air space and parking positions. Also, there will be an increase in aircraft apron parking positions from 5 to 8 in Phase 1, with one (1) apron position capable of accommodating the airbus A380. All of the parking positions will be connected to the ultra-modern terminal via jet bridges. The proposed airport facility, though primarily functional, is also uniquely designed to capture the natural aspects of St. Lucia, particularly the islandâ€™s lush rain Business Focus
forest and its majestic Pitons. The airport will not only be visually appealing but will also be constructed in a manner that will optimize land use while decreasing operational costs. Most importantly the facility will place St. Lucia at the forefront of the aviation industry in the Caribbean region and enable sustained growth of its vital Tourism Industry. BF For further info; www.slaspa.com
IN THE KNOW
Now Flying to Saint Lucia
hree new routes have been added by the regional airline WINAIR, which has been the main carrier into Montserrat since the opening of the new airport in 2005. Starting June 28th the airline has been offering flights into Saint Lucia, Dominica and Tortola. WINAIR’s Managing Director, Edwin Hodge said after extensive and significant talks, the airline was able to secure the new routes, noting it will help to boost the company’s operations. “We are very excited to launch these new routes as it helps us to provide better and more enhanced services to the people of the region,” Hodge added. “The new flights will complement our existing service and provide our customers with more travel options when using WINAIR.”
WINAIR hopes the additional routes will be attractive to those travelling for business, diplomatic service, to visit family and friends, and the tourism industry. Hodge, who once flew for the airline, said the company’s continued growth will be based on their experience and commitment to service. He added this new investment perfectly reflects that. A Jetstream 32 aircraft has been acquired to service the new routes. Vice President of Marketing, Claudio Buncamper said that the relevant stakeholders are happy. “Our primary aim is to not only offer our passengers excellent connections and service but we want to ensure they are safe and secure.” Buncamper pointed out that WINAIR continues to set standards
in travel and there is much untapped potential in the region. “I am of the firm view that with the addition of these three routes it promises to serve the unmet needs of discerning corporate and leisure flyers,” the VP of Marketing said. Buncamper declared that WINAIR’s goal is to emerge as the market leader within the Caribbean and they are on course to do just that. WINAIR is presently loading its online flight schedule for the new destinations which will connect to all of WINAIR destinations. The airline is also hopeful that even more routes will be added in the coming months. BF
Partners On New U.S. Private Jet Service
ritish Airways is launching a private jet service within North America and the Caribbean. The partnership with CitationAir, the private jet charter subsidiary of Cessna Aircraft, allows BA to skirt around its foreign carrier status. The service dubbed Private Connect promises â€œno-frillsâ€? private jet service that allows passengers to book online and pay with a credit card. The cost ranges from $6,000 to $10,000 per plane per hour depending on the type of aircraft and will be available to anyone who has flown with the carrier in the past 12 months or is a member of the BA executive club programme as well as organisations that have a corporate account with British Airways. BA already flies to 19 destinations in America and has an arrangement with American Airlines for domestic flights in the U.S. As part of the arrangement, CitationAir customers will receive complimentary chauffeured transportation from the FBO to the British Airways terminal when flying internationally on BA. BF
IN THE KNOW
JAMAICA’S CAPITAL CITY TO HOST CMEx CONFERENCE Tourism and Linkages to Other Sectors to be Explored at Four-Day Media Confab
ith tourism a mainstay of Jamaica’s economy, contributing significantly to the island’s GDP, the capital city, Kingston, is readying itself to host the 19th staging of the Caribbean Media Exchange (CMEx) on Sustainable Tourism. The conference, which takes place from September 30 to October 4, 2010, will explore a variety of issues including the extent to which tourism stimulates other sectors of the economy. Organisers of this popular regional media and tourism gathering noted that CMEx will target journalists, editors and young leaders from the Caribbean, North America and Europe as well as development specialists and representatives of the hospitality, civil society and government sectors. Most of the sessions will be at the Jamaica Pegasus Hotel, the official conference venue. The theme “Tourism: Linkages for Growth” will give delegates an opportunity
to examine how tourism impacts and contributes to economic development, and to assess the relationship with other sectors like manufacturing, agriculture and micro enterprises. The important role of the region’s preeminent academic institutions will also be highlighted. “We recognise the value of strong media partnership in the marketing and promotion of a brand and Jamaica is once again honored to welcome CMEx to our shores,” said John Lynch, Director of Tourism and Chairman of the Jamaica Tourist Board. “We look forward to an engaging dialogue and to exploring ideas on the best way forward with our media and trade partners at home and across the region.” “The sustainability of tourism in the region is reliant on ensuring vigilance in the media and excellence among young journalists, and on actively engaging the Caribbean community abroad,” said Bevan Springer, President of
the Caribbean Media Exchange. Springer said the upcoming CMEx, the fifth hosted in Jamaica, will again have a strong focus on the Caribbean Diaspora and faith-based tourism as key contributors to Caribbean sustainable development. Since 2001, the Caribbean Media Exchange (CMEx) has produced 18 conferences and symposia throughout the Caribbean and North America to underscore the value of the region’s largest industry, tourism, in improving the health, education, culture, environment and wealth of Caribbean communities, at home and abroad, in a sustainable fashion. BF For further info: www.caribbeanmediaexchange.com
IN THE KNOW
Cost Effective Security
henever there is an economic downturn, companies look at the subject of lowering cost. Inevitably security costs are one of the areas that companies examine in an effort to reduce their overall cost of operation. One of the factors however to be borne in mind is that in an economic downturn, more people are out of work and so there are more people who are likely to commit robberies or burglaries. In addition as people are laid off, some individuals may seek to retaliate by damaging company property or removing confidential information/trade secrets. This would indicate that, in a downturn, companies should be looking at improving their security infrastructure. At the same time however, in a downturn, companies need to reduce expenses to conserve cash.
These two apparently opposing objectives appear to place managers in a dilemma. The key to resolving this dilemma is to determine if the company has cost effective security. Cost effective security does not mean the lowest priced security provider or lowest cost security technology. Instead it means the security system that provides the greatest protection of company assets at the most reasonable price. So how does one go about determining if they have cost effective security or implement a cost effective security system? It begins by understanding that no protection system can be made completely
secure. Whenever the value of the protected assets exceeds the degree of perceived risk, there will be takers. To put this in Caribbean parlance, “if people think it is worth their time they will take a chance”. It also requires understanding that any protection system that is conceived can be defeated once the attacker has sufficient time. The key element here is the phrase “sufficient time” and later in this article we will return to this phrase. Protection systems can be designed to eliminate most risks, however no single measure whether physical barriers, alarm systems, guard forces etc. can individually achieve maximum security. To achieve the ultimate aim (maximum security), the parts have to be combined in the right proportions. The system must be designed with enough protection to delay the threat September/October 2010
IN THE KNOW
is most likely to occur will be number one and will be the most important threat to deal with. Next, the manager should identify the protective measures that can be used to meet each threat. It should be borne in mind that there may be more than one protective measure that can be used for each threat and all protective measures should be identified. After identifying the various protective measures, a cost benefit analysis should be performed on each protective measure. It is at this point that the earlier third question becomes important, do the costs of protecting the asset outweigh its value? The cost benefit analysis will help to answer this question and help to determine which measures should be retained for further consideration.
until additional protection resources can be brought into play and so thwart the attempt. Planning for Protection In planning any protection system there are three basic questions: 1. What is being protected? 2. How important is it? These first two questions help determine where the protection emphasis should be and how extensive the protection should be. The third question which should only be asked at a later stage, when Business Focus
the prospective security measures are identified, is; 3. Do the costs of protecting it outweigh the value? Protective Measures Identification After one has identified that something is important and needs protecting, one then faces the task of determining how to protect it. To handle this task one should first list the threats that the facility must contend with. In listing those threats the manager should list them in descending order of credibility, so that the threat that
Selecting the Protective Measure(s) In practice one often finds that several protective measures will meet the threat and also pass the cost/benefit hurdle. It is at this point that the definition of cost effective security becomes particularly relevant, where a cost effective security system is one that provides the greatest protection of company assets at the most reasonable price. In assessing benefits one would also look at whether this particular protective measure meets or helps meet any other threats. Where a particular protective measure helps to deal with multiple threats it would rank higher in the selection process. As a further means of selecting, one should look at what benefit other than protecting against this specific threat, does this measure give me. As an example, an access control system in a security application will prevent unauthorized individuals from entering specific areas, in addition an access control system can also be used to provide time and attendance information for payroll purposes and will also provide information on persons in a facility in the event of emergency evacuation. At the same time one must remember the earlier premise that any protection system that is conceived can be defeated once the attacker has sufficient time. All protection systems therefore should be layered to provide diversity and redundancy. Layering means that there is a first line of defense and then a second line
of defense and possibly even a third line of defense. Redundancy means that if one protective measure fails there is a back up protective measure in place. It is through layering and redundancy that the attacker is denied the time to defeat the protection measures. While the term layering may make the approach sound complicated and expensive, layering is not necessarily so. To provide a simple example, a facility may have guards at the entrance as the first layer of protection, an access control system on internal doors as the second layer. It may even have CCTV cameras in certain areas with a monitor in another area and these cameras would constitute a third layer but also provide the redundancy in the system. The ability of the security officers to respond to a problem in a particular area because of something seen on the camera monitor would be the bringing in of the protection resource to thwart the threat referred to in the early part of this article. Some Benefits of Protective Measures To assist readers we end this article by identifying some of the benefits of various protective measures. Key Benefits of Barriers are: • Defines the physical outline of the facility • Deters illegal/unauthorized entry • Delays intrusion • Economizes on the use of security guards • Controls & directs the flow of traffic • Among the benefits derived from Alarm Systems are; • Permit a more economical & efficient use of guard manpower • Provide additional control • Can be designed so that tampering is not easily done • Through the use of monitoring, provide a means of alerting others • Provide long term reliable protection for a fixed investment & small recurring costs • Can provide protection for more than fire, burglary & holdup CCTV benefits include: • Complements the security program by supplementing the guard force • Recording of images provides evidence of thieves and/or the attack
• Design can cater for varying light levels • When used in conjunction with alerting devices, helps pinpoint the nature of the problem Access Control has the benefit of: • Allowing you to have areas that are secured but still permit a reasonable traffic flow • Allowing you to have various levels of access • Providing a record of entry & exit •Enabling you to restrict access at certain times or days?
along with an M.B.A. in Finance and has over 25 years experience in the Caribbean security field. He is the Regional Development Director for Amalgamated Security Services Limited which is the parent company of Alternative Security Services St. Lucia Limited.
Protective Lighting has the benefit of: • Enabling guards to observe without disclosing their presence • Being used in conjunction with other protective measures • Eliminating shadows •Being directed into the eyes of the potential intruder. BF Brian Ramsey Brian Ramsey has a B.A. in Accounting & Management, Business Focus
IN THE KNOW
Comes to St. Lucia I
n the world of cars, every manufacturer has a feature that it uses to separate itself from the crowd, a marketable characteristic that will draw in potential buyers. Over the years, Volvo has rightfully promoted itself as a pioneer in automotive safety. There was a time when Volvos’ safety could be described in one way: boxy. The 240 sedan, for example, was built like a tank, with equal visual appeal. Thankfully, today’s line of Volvo cars and SUVs provides the protection the brand is known for, as well as what are arguably some of the most attractive models on the market. Those include the small Volvo S40 sedan and its wagon counterpart, the Volvo V50; the P1800-esque Volvo C30 hatch and sexy Volvo C70 hardtop convertible; the more substantial Volvo S60 (replacement for the Volvo S60) and Volvo S80 sedans; the Volvo V70 wagon; and a trio of utility vehicles Business Focus
comprised of the Volvo XC60, Volvo XC70 and Volvo XC90. “We are very pleased that the Volvo cars have performed in line with our expectations”, says Shervon Monrose, Sales & Marketing Manger at CM&S Motors. “Tests only show a sliver of what happens in real life. However, this is one of several results that confirm Volvo has the right approach to help reduce neck injuries in rear impacts.” Instead of putting more airbags into a concept, Volvo focused on using technology to help with driver vision both within the vehicle and externally. Technology does not mean more features that can distract a driver’s attention. Volvo believes technology should be used to improve incoming information: to help make decisions quicker and easier for the driver.
Key new features: • Redesigned A and B pillar • Inflatable Curtains Standard • Automatically adjustable driver controls • Seat belt reconfiguration • Fiber optic headlamp system • Personal security A Resigned A and B-pillars help reduce, and almost eliminate, dangerous blind spots. The ‘see through’ A-pillar framework creates an open space that, in the past, would have been impossible to engineer. With today’s engineering expertise and metallurgy, the dynamic
Testimony load characteristics are as strong as a solid A-pillar. Thanks to re-curving the B-pillar to match the front seat back profile, side rear visibility has also been greatly improved without reducing structural integrity. Volvo introduced the world’s first 3-point seat belt into production cars in 1959 - the single most important car safety feature in use today. With the SCC, seat belt design is being pushed to new limits. Integrated into the seat frame are two new design concepts: the CrissCross Belt (X4) and the Center Buckle (V4). Superior nighttime vision is another critical aid for driver awareness. The SCC uses light generated not by traditional headlamp bulbs but by fiber optics, transmission of digitized messages or
information by light pulses along hair-thin glass fibers. Each fiber is surrounded by a cladding having a high index of refractance so that the light is internally reflected and travels the length of the fiber. Marrying advanced computer intelligence with fiber optic light system means that Volvo can tailor light distribution to match varying road speeds. At low speed, the light becomes short and wide, conversely at higher speeds the light beam narrows and becomes longer. Volvo is the benchmark for style, performance, comfort and moreover, SAFETY. It will complete the St. Lucian driving experience from its first to its last vehicle. BF Business Focus
My first Volvo experience occurred 5 years ago and I have never looked back since. I observed then, an elderly cruise ship passenger and her family refusing to get into “Japanese tin-can taxis” and happily boarding an ageing green 240 series sedan which puttered off into the distance. Other stories of a comfortable ride orthopedic seats, economy and efficiency abound, as well as adoring stares, smiles and hand-waving by all and sundry, especially taxi drivers and international visitors. Volvo’s best selling point is also well known to St Lucians and the world at large - safety. And if the classic Volvos have so many positives attributed to them, I can’t wait for the new ones! I would know - I own 12 classic Volvos!! Russel Lake September/October 2010
The Key to Comfort L
ubeco 1991 Limited was formed when we purchased a foreign owned company which manufactured only one bed line; “Rest-o-pedic”. Our company has since expanded its operations and is now a leading manufacturer of spring-filled sleep products and soft furnishings, within the Caribbean. Located in St Lucia, we are at the heart of the Eastern Caribbean, a position well equipped to supply and service this vital emerging market. Our products are available at major retail stores throughout the English speaking Caribbean and hotels in the region. With a growing reputation for consistently high quality, we manufacture nine Lubeco brand bed lines including the international brand “King Koil” under license. As a Caribbean licensee for the internationally known name brand, “King Koil” we have the flexibility to manufacture virtually any bed type including custom made beds. Business Focus
We employ 28 full time employees and operate three factory shells producing mattresses, foundations and soft furnishings. Our quality beds are orthopedic designed and tested by leading therapists in the United States and comply with the American Sleep Products Association standards. They are made with the same fine components, under license of Leggett & Platt as those used by major United States bed manufacturers. The beds contain coil springs with interlinked helical coils which adjust to the body contours and eliminate sleeper roll together. Each bed has edge clips to prevent border sag around the mattress edge and our quilted covers are fire retardant treated to comply with United States regulations “TB603”. We offer memory foam, Latex rubber and pocket coil toppers in our premium bed lines. Lubeco beds carry a 10 year warranty on the workmanship on the
inner spring system. We started the manufacture of soft furnishings in 1998 and includes; sheet sets, double sided comforters with matching pillow shams, bed skirts and curtains, duvets and duet covers (with snaps & pocket style), toss cushions, latex rubber and polyester fiber-filled pillows. We manufacture solid colour flat, fitted and pillowcases for the hospitality industry. Our soft furnishings are manufactured from percale fabric; poly/ cotton 40/60 at 230 thread count and 100% cotton, 300 thread count and above. As an environmentally conscience company we are slowly diversifying into more environmentally sustainable products such as cotton, bamboo and latex rubber. Our mission is to supply our market with the highest quality manufactured goods which are durable, stylish and promote ultimate comfort and good health. BF
We offer our Customers the option of contracting us, by using one of the following methods: Design & Build This method affords the client the advantage of single point responsibility, in that he/she has to deal with one company
Traditional Contracting The client engages architect to prepare his design and we asked to submit a bid on the project or a price is agreed through neogtiation with the client’s representative.
CON S COM TRUC TIO PAN Y LT N D
We engaged as a construction manager to select specialist contractors and to organise and manage the construction operations.
Cedars Road, Castries, St.Lucia, West Indies Tel: (758) 452-1681 Fax: (758) 452-6518 E-mail: firstname.lastname@example.org
for all your aggregate needs
producers and suppliers of Hot Mix Asphaltic and aggregates of all sizes
We'll Supply You With Crusher Run: Guardsman St. Lucia Limited – ‘Comprehensive Security from a Single Source’ Guardsman St. Lucia Limited started operations in November 2004 and is a subsidiary of the Guardsman Group of Companies, which was founded in 1977 in Jamaica. The Group has been providing a full array of security services for more than 30 years .The Group presently operates in Jamaica, Barbados, St. Vincent and St. Lucia with plans to expand to other Caribbean territories . Guardsman St. Lucia Ltd delivers the highest standard of service island-wide, with the largest fleet of armoured trucks in St. Lucia. We are committed to continuous improvement of equipment and services. Clients enjoy the added peace of mind in knowing that all cash shipments and company assets are insured through Lloyds of London. Our employees are fully covered under our Life Insurance Plan and Accidental Death and Dismemberment Plan with Sagicor Capital Life.
Scalpings 3/4” Aggregates Quarry-Waste 1/2” Aggregates Hardcore 1/2” - 3/4“ Aggregates Blended Ready Mix 3/8” Aggregates #1 Stones, Asphalt 1/4” Dust: Crusher Run All At Competitive Prices
A member of C.O. Williams Group of Companies Business Hours: Mon to Fri 7:30 am - 4:00 pm Union, Box 916 Castries St. Lucia, W.I.
Tel: 450-2776/2461/4670 Fax: 450-2860 Email: email@example.com firstname.lastname@example.org
A Look At
GLOBAL WOODEN FURNITURE TRADE OVERVIEW
The furniture trade is a large and growing international business opportunity. The global sector includes trade in wooden office furniture, wooden bedroom furniture, wooden kitchen furniture, office furniture (wooden and metal), plastic furniture and furniture of other materials (including cane, osier, bamboo and similar materials). This sector is an important business area for CARICOM partly because it is a forward linkage with the forestry sector, and provides a linkage opportunity Business Focus
with mega clusters including tourism and residential housing. In 2008, US$73bn was spent on worldwide imports of furniture. This outturn represented a reasonably strong growth trend in import expenditure for furniture with average increase in global spending of 12% since 2001 (see figure 1). Compared to total global import spending increase (of 14% annually between 2001 and 2008) this shows that the relative importance of furniture in the global basket of imports declined between 2001 and 2008.
In 2008, the top 10 markets for spending on imported furniture were: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.
USA (US$17.9bn) France (US$5.1bn) United Kingdom (US$5bn) Germany (US$4.8bn) Canada (US$2.7bn) Japan (US$2.5bn) Belgium (US$2.1bn) Switzerland (US$2bn) Netherlands (US$2bn) Spain (US$1.9bn)
The markets that exhibited the greatest dynamism in import expenditure on furniture between 2004 and 2008 included Benin, Brazil, Ukraine, Colombia, Bulgaria, Qatar, India, Iran, Argentina, Oman, St. Lucia, Angola, Venezuela, the Russian Federation, China, Turkey, the UAE, Panama, South Africa and the Dominican Republic.
In 2008, other wooden furniture (i.e. except bedroom, office and kitchen) was the largest furniture sub-group traded globally with 33% of global import sales. Other wooden furniture was followed by furniture parts, metal furniture, wooden bedroom furniture, wooden office furniture, metal office furniture, plastic furniture and then furniture of cane, osier, bamboo and rattan (and similar materials). Between 2001 and 2008 the fastest growing furniture groups were furniture parts and wooden kitchen furniture with average annual sales growth of 14.4% and 13.4% respectively. These sub groups were the only ones that kept pace with global merchandise import sales growth between 2001 and 2008. This showed the increasingly transnational nature of furniture production (in that furniture parts are being growingly shipped for final production in another market) as well as the growth in self-assembly furniture, as well as the strong growth of wooden kitchen furniture. Up to the third quarter (Q3) of 2009, most markets were down on their Q3 2008 outturn, signifying the severe impact of the global recession on furniture import spending. The only market which showed improvement in Q3 import spending for furniture was Bolivia, with a stunning 81% increase from US$2.1mn in Q3 2008 to US$3.9mn in Q3 2009. As further proof of the soft furniture market, only other
markets showing some improvement in import spending between Q2 and Q3 of 2009 were: 1. 2. 3. 4. 5.
Spain (74% growth) Australia (27%) Sweden (3.2%) Poland (7.2%) Portugal (21.5%)
6. 7. 8. 9. 10. 11.
Romania (18%) Hungary (17.6%) Chinese Taipei (22%) Lithuania (20%) Estonia (24%) Bolivia (68%)
CARICOM FURNITURE TRADE
The furniture industry in the CARICOM has tremendous opportunity based on the high levels of, and dynamism in, import expenditure observed between 2001 and 2008. In 2008, CARICOM furniture exporters generated US$9.1mn in international sales, whilst CARICOM economies spent US$216mn to import furniture. CARICOM member states’ expenditure on furniture expanded by more than double the growth in furniture exports sales between 2001 and 2008. This implied that the region lost international competitiveness, which was reflected in an expansion of the furniture trade deficit
(see figure 2 below). Between 2001 and 2008, CARICOM’s furniture export sales grew by 4% annually, which was a much slower growth rate than the global rate of furniture import spending growth between 2001 and 2008. This shows that the region lost global market share as well as regional trade share in the furniture industry. In other words, relatively less CARICOM furniture is being sold on the world market, and also in the regional market, even though furniture sales are expanding. The Bahamas was the top CARICOM importer of furniture in 2008, recording some US$50mn in import spending. Other CARICOM member states with significant furniture imports in 2008 were Jamaica (US$49mn), Trinidad and Tobago (US$47mn), Barbados (US$25mn) and Suriname (US$7.5m). The most dynamic CARICOM importers of furniture between 2001 and 2008 were Dominica (16% annual growth rate in import expenditure), Trinidad & Tobago (18%), Suriname (22%) and Jamaica (15%). Trinidad & Tobago was the top furniture exporting member state in 2008 with firms generating 64% of the regional total furniture export revenue. Other top exporters were Guyana, Barbados, Jamaica, the Bahamas and St. Vincent & the Grenadines who jointly accounted for the rest of regional furniture export sales. Barbados was the most dynamic exporter of furniture between 2001 and 2008, growing export sales by 19% annually. Guyana was the second most dynamic CARICOM exporter between 2001 and 2008. In 2008 CARICOM mainly exported other wooden furniture (i.e. except bedroom, kitchen, and office). This category of furniture generated 34% of the region’s export sales. Other dominant furniture
sub groups exported in 2008 included wooden bedroom furniture and metal office furniture. It is interesting that the major sub-group imported in 2008 was also other wooden furniture, which could signify some amount of re-export activity occurring. This sub group accounted for almost one-third of total import spending in 2008, with wooden furniture and metal furniture accounting for another one third of
accounting for almost half of regional imports in 2008. Other top import sources in 2008 were China (10%), Italy (4.9%), Malaysia (4.6%), Brazil (4.5%), Canada (4%), the UK (3.7%), Trinidad & Tobago (3.3%) and Mexico (2.6%) (See figure 4 above). Between 2001 and 2008, the most dynamic import markets for furniture included China (with annual average growth rates in import spending of 33%), Italy (19%), Malaysia (22%), Brazil (18%),
total furniture import spending. The CARICOM furniture suppliers found international markets for their products in 42 countries in 2008. Interestingly, Nigeria became the top export market for regional furniture suppliers with generating circa two thirds of total regional export sales in 2008. Barbados, the United Kingdom, St. Vincent & the Grenadines, Trinidad & Tobago, Dominica, Guyana, the USA, Jamaica, Costa Rica and Venezuela jointly generated the remaining one third of export sales (see figure 3 below). In 2008, the USA was the main source of imports for furniture in the CARICOM,
Mexico (22%), India (52%), Switzerland (29%), Indonesia (26%), Barbados (25%), El Salvador (42%) and Sweden (58%). The furniture market in the CARICOM is internationalizing in that it services a number of export markets, with many of those markets extra-regional in nature. Another point of proof of the CARICOM furniture market going global is that regional furniture distributors are meeting the large demand for furniture by importing from a large number of global markets. Regional furniture suppliers have proven capable of supplying some segments of the global market (other wooden furniture). Of the top 10 markets in 2008, Japan was the only market which does not
provide some duty preferences to CARICOM furniture suppliers through a trade agreement. Therefore, furniture suppliers from CARICOM face one less barrier to trade competitiveness in most of their export markets and tariffs. However, these suppliers seem to face challenges in forming linkages to the large regional import market opportunities that were observed between 2001 and 2008 (see figure 2). BF
Produced by the OTN Information Unit, 2009 DIRECT ALL COMMENTS OR QUERIES Mr. lincoln price Private Sector Liason email@example.com
Bottled & Brewed In St. Lucia
Bottled & Brewed In St. Lucia The SMA Supports Liquid Based Manufacturing
he manufacturing sector in St. Lucia consists of several companies that produce water based products which include bottled water, beer, liquor, aerated beverages, juices, condiments, jams and jellies, spirits, fragrances and lotions all of which have to comply with increasingly stringent international production standards, the cost of which in most cases, to say the least, can be considered exorbitant. It is undeniable that these companies have serious problems to contend with. However, under these circumstances of continuing escalating cost of raw materials, secondary water treatment, fluctuating utility costs, and high production costs our St. Lucian companies continue to thrive. These companies of varying scales in production prosper so much so, the finished product causes the reaction from other St. Lucians “This was made in St. Lucia?”. Several of the companies are governed by ISO Certifications, which sets the precedence for the production value. The labels and packaging are impressive and are on par with that of their counterparts not only regionally but also on the wider international market. The actual products are of first-class standards and equal to any well-known international brands. Some companies are contracted by these international brands under contract packaging and when the consumer purchases the international product, the actual contents inside the bottle is that of our St. Lucian manufacturers. In regard to the diverse manufacturing outlook, it is admirable that the liquid based sector continues to grow despite afore mentioned difficult conditions and circumstances. It speaks of St. Lucia’s resilience and endurance of our people. When you take a moment to consider how the precious raw material, water, was transformed during the manufacturing process into remarkable results of necessity and enjoyment, indeed the SMA is behind the St. Lucian liquid based manufacturing sector. Paula Calderon President St. Lucia Manufacturers’ Association
Do you Supply & Service Computing Products?
Vide Bouteille P.O. Box 102, Castries, Saint Lucia Tel: (758 456-6500 * Fax: (758) 456-6508 Website: www.jebergasse.com * Email: firstname.lastname@example.org Business Focus
Bottled & Brewed In St. Lucia
St. Lucia’s John Compton Dam.
WATER - A Precious Commodity
The Lifeline Of Production “An Overview by WASCO” THE ENVIRONMENT
The predominant feature of Saint Lucia’s topography is a central mountainous ridge; only in the northern and southern ends of the island are there appreciable areas of low relief. The climate of the region is determined by the behavior of the Intertropical Convergence Zone, which gives rise to a year-round tropical climate, with alternating rainy and dry seasons. The dry season lasts from December to May; the wet season occurs over the other six months of the year, punctuated by a hurricane season from June to November. Saint Lucia receives more annual rainfall (up to 2.5 meters) than many of its
neighbours. Much of its natural vegetation is subtropical wet forest. In the wet season the quantity of rainfall is influenced primarily by the frequency and intensity of tropical waves, depressions, storms and hurricanes. Rainfall is not evenly distributed annually and varies from 1,450 mm at the coast (Hewanorra) to 3,450 mm in the central region (Edmund Forest). There is a close relationship between elevation and rainfall, which results in the extreme northern and southern areas receiving the least rainfall, most of which is cyclonic. The interior receives the most rainfall. Business Focus
Saint Lucia water resources results predominantly from surface sources in rivers, wetlands, streams and springs and is exploited for municipal and agricultural purposes. Based on the drainage networks of the island, the landscape has been divided into 37 watershed basins. Surface water catchments (sub-watershed areas that are water supply areas for potable water) are relatively small in area and characterized by steep terrain over which run-off occurs fairly rapidly resulting in limited ground percolation. September/October 2010
Bottled & Brewed In St. Lucia
Surface water yields for potable water purposes vary due to increased abstraction and in some cases there is soil and chemical contamination. These catchment areas are referred to as water control areas according to the Water and Sewerage Act. Over the last few months in Saint Lucia the water resource has come into sharp focus with the ongoing drought conditions being experienced since September 2009. The situation became so critical that in addition to normal dry season conservation measures, the water related emergency provision in the Water and Sewerage Act had to be activated. In a normal dry season, average yields can decline as much as 55%. The Water and Sewerage Company (WASCO) Inc. is faced with the challenge of abstracting raw water from the watersheds, collecting for treatment and then redistributing to customers. Human activity threatens both
the quantity and quality of the raw water. The quantity is predominantly affected by deforestation whilst the quality is affected by human activities brought about, most often subsequent to deforestation, for farming and habitation. Since the enactment of the Water and Sewerage Act of 2005, the National Water Resource Management Agency (NWRMA), operating out of the Ministry of Agriculture, Forest and Fisheries, has been assigned the responsibility as custodians of the nationâ€™s water resource. The NWRMA now has a brief that includes the protection of watersheds and water courses, the collection of data and the maintenance of information that will allow for the efficient use of the resource and the control of abstraction from and disposal into water sheds. The NWRMA is now poised to influence the long term future of our water resource and they will need tremendous support and collaboration of all to discharge this very crucial mandate.
THE DEMAND The statement that water is life is a much used clichĂŠ around the world, but
the statement goes beyond clichĂŠ. Apart from its role in sustaining life, water is an integral part of the economy. It plays a significant role in business, whether it is in food processing, soft drink manufacture or other food based processing. The recent drought also highlighted the fact that water can disrupt business processes across the entire spectrum of the economy, as the productivity of the workforce is severely hampered when access to water for daily hygiene and sanitation is disrupted. It also becomes obvious that there will always be competition for access to water from various users, namely, residential, commercial, and industrial as well as entertainment. The satisfaction of this demand ensures the health and safety of the population as well as contributes to economic growth. Water however is a finite resource and the challenges of climate change have further exacerbated that reality. The increasing need to produce more food and maintain economic growth has resulted in continuing encroachment into previously pristine watersheds, resulting in loss of yield as well as reduction in quality of raw water available for abstraction for human consumption. In response to this development, increasing levels of investment is poured into finding new and
more reliable sources of water usually at higher cost, as in desalination. Defining and protecting the optimal watershed area in a constantly expanding environment, coupled with finding new and reliable sources of water that can be made available at affordable prices are set to be a major occupation for mankind in the foreseeable future. In areas of the world where precipitation is suboptimal and where competing demand is unresolved, we have inevitable conflict; so called water wars. Consumers need to recognise that water is a valuable resource and a fair price needs to be set for all concerned to benefit from its exploitation.
MEETING THE DEMAND It is the function of the operator, the Water and Sewerage Company Inc. (WASCO) to satisfy the demand of the various users for potable water. WASCO is the third reincarnation of the water operator in Saint Lucia. The fully owned government company was formed in November 1999 replacing its previous incarnations, the Central Water Authority and the Water and Sewerage Authority, both former statutory bodies. It is fair to state that while most persons have access to pipe borne water; the provision
of service by the water operator has not been satisfactory. In recognition of this fact, since the year 2000, there had been a policy initiative to engage the private sector in a public private partnership, aimed at attracting the requisite resources to transform the operations of WASCO. This policy initiative was abandoned at the end of 2009 and a decision was announced that WASCO would remain 100% government owned. In the interim, WASCO continues to provide a service while remaining insolvent, with infrastructure and other systems that are long past their useful lives and with inadequate human resource capacity. It is imperative that a clear policy directive on the way forward be established as a matter of urgency, to guide decision making on revenue streams and investment funding that will in turn facilitate efficient long term planning in the sector. This clarity will allow the operator to play its part in partnering with the NWRMA in protecting the resource and also to be responsive to the variety of demands coming from present and future consumers. BF Water and Sewerage Company Inc. (WASCO)
Bottled & Brewed In St. Lucia
CEHI management Team from L to R: Christopher Roberts - Finance & Admin Director, Patricia Aquing - Executive Director, Dr. Christopher Cox - Programme Director
Caribbean Environmental Health Institute The Gate Keepers of the Resource
he name Caribbean Environmental Health Institute (CEHI) does not adequately describe the scope of impact of this CARICOM institution. For 21 years, since it was established as a legal entity, CEHI has provided its 16 Member States with support in environmental health and broader environmental management issues. These Member States include: Anguilla, Antigua and Barbuda, the Bahamas, Barbados, Belize, the British Virgin Islands, the Commonwealth of Dominica, Guyana, Grenada, Jamaica, Montserrat, St. Kitts and Nevis, St. Lucia, St. Vincent and the Grenadines, Trinidad and Tobago and the Turks and Caicos Islands. CEHI acts as an advisory body, technical Business Focus
support and focal point for networking and information sharing among its Member States. The latter is highlighted in the bienniel Caribbean Environmental Forum and Exhibition (CEF) which has been rolled out since 2002. This event has become a gathering ground for technocrats in the public and private sectors, academics, researchers, students, policy makers and persons with an interest in environmental and sustainable development issues. St. Lucia played host to the first CEF in 2002, which has since rotated to Trinidad and Tobago (2004), Antigua and Barbuda (2006), Grenada (2008) and Jamaica this year, 2010. At this yearâ€™s event, Prime Minister Stephenson King, participated in
a panel discussion as the CARICOM Head responsible for Sustainable Development and Environment. CEHI provides support in several broad areas including solid, liquid and hazardous waste management, water resources management (for recreational and drinking water), indoor air quality, sustainable land management, pollution control and prevention, cleaner production, chemicals management, environmental impact assessments and sustainable energy. While some of these services are delivered with the support received from Member State subventions, others are supported through the development and approval of financing proposals developed specifically to meet
CEHI’s Conference in session
the needs of Member States. The Institute also has an environmental laboratory accredited to ISO/IEC 17025 by the Canadian Association for Environmental Analytical Laboratories (CAEAL) for specific tests. In this regard the Institute provides water quality and other environmental parameter analytical services to both public and private sector entities in the Caribbean. Significant support is provided to the hospitality sector in terms of testing of the quality of recreational waters, and bottled water processors in assessment of compliance to quality standards. CEHI Programme outcomes include: 1. Promotion of integrated land, water and coastal areas management concepts and practices at the regional and national levels 2. Promotion of concepts and practices of Cleaner Production and Energy Efficiency in the region 3. Promotion of waste management concepts and practices at the regional and national levels 4. Promotion of proper (agro-)
chemical management practices in the region 5. Mitigation of environmental health impacts of disasters 6.Improvement in workers health conditions in the Caribbean 7. Improvement in the capacity and capability for environmental health management 8. Improvement in the capacity and capability for delivering environmental health analytical services (including laboratory services) 9. Promotion of the linkages between environmental health and economic activities among policy and decision makers Partnerships CEHI’s programmes have been undertaken in collaboration with other agencies and institutions whose goals and objectives in addressing Environmental Management and Health issues are consonant with those of the Institute. Some of these agencies include the Pan American Health Organisation (PAHO), the
United Nations Environment Programme (UNEP), the US Centers for Disease Control and Prevention (US CDC), the World Bank, the Caribbean Development Bank (CDB), USAID, the Caribbean Epidemiology Centre (CAREC) the German Technical Assistance Agency (GTZ), the Government of Japan, the Organisation of American States (OAS), and the United Nations Development Programme, to name a few. In addition CEHI has been identified as the regional agency to provide technical assistance and advice to Member States in Sustainable Land Management/Land Degradation by the United Nations Convention to Combat Desertification (UNCCD) and the Secretariat to the Strategic Approach to International Chemicals Management (SAICM). On the Issue of Water Resource Management – Support to St. Lucia Water resources management is one of CEHI’s main focus areas. Recognising that simply reacting to issues related to water shortages and pollution was shortsighted and costly, CEHI approached water management holistically and from a multisectoral perspective. The ultimate September/October 2010
Bottled & Brewed In St. Lucia
St. Lucia Prime Minister Hon. Stephenson King gives an address at a CEHI collaborated conference
manifestation of this approach was the implementation of the Global Environment Facility funded, Integrating Watershed and Coastal Area Management (GEF-IWCAM) Project. This five-year, US$14 million project that included all independent island states of the Caribbean, from Cuba in the north to Trinidad and Tobago in the south, had as a major component, the implementation of demonstration projects in nine countries. In St. Lucia, the Fond Dâ€™Or watershed (which encompasses the Mabouya Valley) was the site chosen to demonstrate how sustainable payment for environmental services related to preservation of good water quality can be realised. Through European Union co-financing contributions, the project also realized the installation of rainwater harvesting systems at several lower-income households, schools and institutions to address issues of water scarcity and poor water quality in the Mabouya Valley. Another issue addressed under the project was that of wastewater disposal. Some communities in the Mabouya Valley face the challenge of being located on shallow rocky soil that is not suitable for the optimal operation of septic tanks which leads to the improper discharge of sewage into the environment. To address this problem the project experimented within the installation of small-scale wetland filtration systems to absorb and filter household effluent before being released into the environment. Business Focus
A major component of the GEF-IWCAM Project was assisting participating countries, including St. Lucia, in the development of Integrated Water Resource Management (IWRM) Plans. Integrated planning for management of water resources seeks to address all factors related to the sustainable use of our surface waters (rivers and lakes), groundwater and coastal waters, so that human health and economic demands, along with the demands for maintenance of the natural environment are also met. An IWRM Plan lays out a process to engage all stakeholders in decision making for water to appreciate and understand all the interconnected issues and actively participate in the development and implementation of IWRM plans. It also disavows the notion that water management is the sole responsibility of the water utility company only, or that is merely a matter of distribution or a service. In fact water is really an issue that must be placed squarely in the context of sustainable development. One of the first tasks that most of the countries undertook under the IWRM initiative was the formulation of national water policy statements. These policies provide the strategic directions in freshwater and coastal water resources management especially in the context of the anticipated impacts that climate change will have on rainfall patters and in turn, on water availability. A roadmap toward the
formulation of a national IWRM Plan has been recently drafted for St. Lucia It is often not appreciated how delicate the balance could be in the context of Small Island Developing State (SIDS). Availability of water can determine whether a geographic area can be developed for residential, touristic, commercial, industrial or agricultural activities. Quite apart from the availability of water as a source for any of these activities is the problem of the impact of the wastewater generated from these activities, and the impact to the supply for other activities in close proximity. Taking a holistic and participatory approach to water resources management can assist in addressing potentially contentious situations on the ground where, for example, farming and other polluting activities take place upstream from a water intake that feeds domestic water supply, which can pose serious health risks to communities reliant on the supply. Land degradation and pollution upstream of water intakes, with the attendant heavy siltation of the rivers (during the rainy season), along with bacterial and chemical contamination, has significant implications for the cost of treatment of the water to safe standards. Excessive deforestation in watersheds for development can also limit the volume of water that percolates through the soil which can become available as surface and groundwater sources. In the coastal zone this also has negative outcomes
Lab work at CEHI
in terms of flooding and degradation of marine habitats of fish, crustaceans, corals and other coastal resources. Poor water quality in rivers and coastal waters also has negative consequences for tourism promotion. CEHI supports the efforts of its Member States, including St. Lucia, in adopting and applying various management strategies towards the reduction of pollution of the environment. One such framework that St. Lucia has recently signed on to is the Land-Based Sources of Marine Pollution Protocol (LBS Protocol) which is one of three protocols under the United Nations Environment Programme’s (UNEP) administered “Cartagena Convention for the Protection and Development of the Marine Environment of the Wider Caribbean Region”. This agreement supports the implementation of more stringent pollution prevention and controls at the national level. This includes implementing standards for wastewater discharges and industrial effluent, and through the promotion and use of best management practices and improved technologies, ultimately towards the protection of the shared resources of the Wider Caribbean Region. The Government of Saint Lucia, through the Sustainable Development and Environment Unit of the Ministry of Physical Planning, Housing, Urban Renewal, Local Government and the Environment and with funding from the European Union (EU) started the development of a Recreational Water Quality Standard for Saint Lucia. The guidelines developed by CEHI are to be used as the basis for developing the Standard. The primary references
for the development of the guidelines were the World Health Organization Guide for Recreational Waters, the LBS Protocol guideline for discharge limits, the United States Environmental Protection Agency and the Canadian and Australian governments’ guidelines for recreational waters. In partnership with the US Centers for Disease Control and Prevention (CDC) and the Water and Sewerage Company (WASCO), CEHI is facilitating the work of local stakeholders in the development of a pilot Water Safety Plan (WSP) for the water supply systems that service the Dennery and Mabouya Valleys. A WSP is a hazard risk reduction approach to conserve the quality of water all the way from the source (in the rivers) through the distribution systems and to the consumer, inclusive of household water safety practices. This pilot initiative aims to identify and make recommendations for actions that need to take place within the watersheds, the treatment plants and at the household level towards improved water quality which will result in a reduction in the potential for occurrence of water borne disease. Ultimately, CEHI exists to assist St. Lucia and
other Member States in ensuring that while important resources like water are made available for our current health, social and development needs, it will remain available in sufficient quantities and quality in the future, to guarantee the same for upcoming generations. BF Shermaine Clauzel Programme Officer Caribbean Environmental Health Institute - CEHI
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OECS-EDU The Foundation of manufacturing
he Export Development Unit within the Economic Affairs Division (EAD) of the OECS is mandated to promote and expand exports through the mobilization of technical and financial support for agri-business, services and manufacturing private sector. The EDU also plays an advocacy role to member Governments and Public Sector Agencies on behalf of OECS SMEs. The EDU operations are funded by the member governments of the OECS and its technical assistance me delivered through projects financed by international development partners. The EDU delivers its program of assistance through work programmes under three (3) broad areas. Management Enhancement of exportready and exporting firms to develop institutional capacity of these to operate Business Focus
to the standards required to compete regionally and further afield. This generally takes the form of training programmes and in-company technical assistance in areas such as financial management and accounting, business management, supervisory training, human resource management, and strategic planning for individual firms or clusters of firms across sectors. Product Development with concentration on in-plant interventions and industry initiatives such as programmes in branding and packaging, occupational health and safety awareness, plant layout, supply chain management, quality assurance and operations management within the firms. Marketing support spanning the whole gamut from market research, support for preparation of business and marketing plans, trade and product promotion, ITC
tools, website development, brochures, attendance at trade and consumer shows and the like.
EDU CLIENT PROFILE
The client portfolio of the EDU consists of about 200 firms across the OECS. Firms that have been established and operating for two (2) years and are exporting or having export potential are eligible for EDU assistance. In determining export potential and eligibility of any given enterprise a detailed audit is conducted focusing on their operations, level of product or service sophistication, financial & legal status, management and human resource capacity among other factors.
Food & Beverage, Agri-Business, Light Manufacturing Sectors
In 2010 the programme of interventions
through cluster programmes and direct assistance to Food & Beverage, Agribusiness, and Light Manufacturing enterprises is continuing with support from the European Union’s 9th EDF. In 2008-2009 the Unit implemented a pilot project preparing development plans for six (6) OECS companies: * In Dominica: Benjo’s Seamoss & AgroProcessing Company Ltd. and Caribbean Agro Producers Corporation * In St. Lucia: St. Lucia Coconut Growers’ Association Ltd. and Natmed Ltd. * In Grenada: Glenelg Spring Water Inc. and Grenada Distillers Ltd. Following initial consultations and detailed in-plant assessments, three (3) Year Development plans were created for these companies, outlining specific activities to be implemented, which included areas such as Management Organisation & Culture, Plant Layout, Design & Equipment, Supply Chain Management, Financial systems, Marketing, Human Resources, HACCP/GMP/Quality Systems, and use of technology. EDU has started assisting the firms with the implementation of these plans, and will continue to do so over the 2010 work programme based on the priorities identified in consultation with them. In one instance technical assistance to prepare structural drawings for new facilities to be built was provided to an enterprise to deliver plant layout and floor plans which incorporate HACCP principles and guidelines. This would facilitate HACCP implementation and certification on completion of the facility. Other enterprises have been receiving technical assistance in the area of branding, packaging and product development (labeling); breweries, water bottling companies, condiments and sauces. The UK-based renowned firm, Brand 42 recently conducted a Packaging and Labeling workshop which included participants from twenty-five (25) food & beverage and water-based manufacturing enterprises from across the OECS. This branding and label design project entailed the following:
Kittitian business person of Potter’s House in St. Kitts, Mrs. Carla Astaphan is greeted by St. Kitts and Nevis Prime Minister Hon. Dr. Denzil L. Douglas at her booth during ExpoCaguas 2009 in Puerto Rico
• Business case for Branding • Understanding the mechanics and psychology of branding • branding, packaging, and the consumer / Branding, packaging & corporate entity • Gap analysis and competitive environment • Brand profiling • Designing packaging to sell • Designing packaging for technical performance • Standards, regulation, and intellectual property • Finding suppliers, sources of packaging information • Working with designers • Assessments and advice for existing participants’ products Assistance in the area of nutritional analysis testing is another area where the EDU can provide support. For instance, EDU provides funding for the services of the Caribbean Industrial Research Institute (CARIRI) in Trinidad to perform nutritional analyses on products to assist client efforts to meet the requirements of export markets. Businesses in the food and beverage segment find this area of assistance to be significant in bringing
them in compliance with North American (USFDA and CFA) and European (UK) labeling standards. Similarly, enterprises may qualify for support in carrying out the certification and compliance process for ISO 22000:2005 Quality Systems Certification. Here in St. Lucia, for instance, Barons Foods can proudly boast to be the first company in the OECS (and first Food and Non-Alcoholic Beverage company in CARICOM) to receive this internationally recognised ISO 22000:2005 Quality System certification. Acquiring these certifications is undoubtedly a significant step towards becoming a world class manufacturer.
A significant level of EDU support goes towards marketing assistance to OECS enterprises. From attendance at Trade Shows, to website design and market visits, the Unit can make a difference to reducing the cost to the enterprise. In some instances, companies have utilized our support to hire design firms to develop the layout and design for product posters and brochures both in English and French in an effort to enhance the image and marketability of their products in English and French speaking Caribbean markets.
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Other firms have received support for market visits in the Dominican Republic, London and Germany, for instance, helping to establish business links with potential distributors for their products in Europe, or to get a better understanding of each of the countries legal requirements for their products.
OECS Canada Rum Tasting – St. Lucia and Grenada
In April 2010 the EDU supported some five (5) rum manufacturers and distillers from the OECS in participating in a rum tasting, workshop and one-on-one meetings with High Ranking Canadian Liquor Board Officials from 4 Canadian Provinces in St. Lucia and Grenada. This exercise allowed for networking, sharing of information and exploration of opportunities for specialty rums and niches in the Canadian market. The EDU will continue to provide support to companies targeting other marketing activities within the EU and ACP countries; it is anticipated that about thirty (30)
companies will receive support during the 2010 program cycle. These activities will range from: • Market visits • Market Research activities • Trade Promotion events • Training activities geared at marketing and promotion • Preparation of promotional products and marketing kits
In July, 2010 skills training for clients to ensure their sustainability and strong management was conducted across the OECS in cluster training programme dubbed ”Growing your Business.” This focused on areas such as Introduction to E-commerce, Costing and Pricing, Records Management, Financial Management, Marketing your Business and Human Resource. In addition in plant interventions in Financial Management is delivered, upon request, to individual firms or through cluster support to targeted firms. Areas
such as Accounting Automation, Costing and Pricing of product lines are part of the on-going EDU work programme. In 2010 our work programme will continue to provide support in many areas to include: 1. Development of promotional aid such as brochures, pamphlets and catalogues. 2. Preparation of Marketing Plans, Business Plans and Strategic Plans for client firms or cluster of enterprises in specific industries. 3. Implementation of Occupational Safety and Health Programmes. 4. Provide Industrial Engineering extension and advisory support. 5. Upgrading of accounting and finance systems including installation of ac counting software and user training for enterprises. 6. Training programmes in Business Administration delivered on a national level. 7. Advisory services delivered to companies. BF
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Ronald Ramjattan – Managing Director
Baron Foods Ltd. Setting the Standard F
or the few, who may not know, Baron Foods Limited is a food manufacturing facility located in the southern part on the beautiful island of St Lucia, the company is a manufacturing leader for over 150 different sauces, condiments, spices, exotic fruit beverages, essences and a range of fat free salad dressings and mayonnaise. Mr. Ronald Ramjattan, a visionary entrepreneur and a chemist by profession, founded Baron Foods in November 1991. From the inception, Mr. Ramjattan’s dream and now a reality is for the company to be export oriented. Today, Baron Foods currently exports approximately 45% of its total production to the English, French and Dutch speaking islands of the Caribbean, USA, Canada, Guyana and Europe by their presence in England, France and Germany. Business Focus
To support the everyday operations, the company has successfully implemented and achieved certification of the ISO 22000:2005 food safety management system making it the first such certified company in this new standard for the entire Eastern Caribbean. To ensure compliance with this standard, the company has employed a dedicated quality control manager who oversees the continual improvements in research, design, engineering materials and manufacturing techniques. The ISO 22000:2005 standard offers a global solution in harmonizing requirements towards safety management systems of a food supply chain with its main advantage being its synergy with the HACCP (Hazard Analysis & Critical Control Point) food safety system. A certified system evidences that the manufacturer 46
has created all necessary conditions for sustainable production of quality and safe goods. According to Mr. Ramjattan, “My experience in Baron Foods has proven you have to be consistent with your packaging, delivery (export and local) and quality. That is why; I never hesitated to have the plant certified.” Looking back at the available technology when production commenced in November 1991, the factory would not have catered for the dry spell earlier this year. With the advent of technology and standards, Baron Foods managed to weather the storm by being proactive in investing in adequate infrastructure and water supply treatment. Technology is also important for maintaining and improving consistent quality throughout the organisation and
its products. Every five years, labels are revised in keeping with new trends and most important, updated standards for various export countries. Because of this approach and others, the company has been the recipient of numerous awards both locally and internationally after only a few years in business. The company gained recognition with awards such as ‘Entrepreneur of the Year 1999 ’ as well as first place in the ‘Fiery Food
Challenge’ and make sure ‘Manufacturer of the Year Award’ just to name just a few. Over the years Baron Foods has formed strong links with the farming community. All farmers must have a contractual agreement with the company. These contracted farmers are located within 10 to 20 miles from the production facility so that transport costs can be minimized. To assist the farmers, they are supported through all their production stages by the company which include financial or other inputs such as fertilizer, drainage/ irrigation equipment, infrastructure, aid in transporting produce. Baron Foods further provides a guarantee that 100% of the crop assigned to a farmer or group will be bought by the company provided it reaches the required quality. Due to the availability of onsite cold storage facilities, the crops are purchased regardless of whether there is an immediate need for the item or even
when the company’s stock levels for the item are at peak levels.
Te c h n o l o g y transfers are also another way that Baron Foods made a stronger link with the farmers and to have more innovative products to satisfy their niche market. Innovation and track record are the key drivers for multi national companies to consider this possibility. Baron Foods embarked on an ambitious project of launching a range of fat free dressings and mayonnaise. Not possessing the adequate expertise in this range of products, the company decided to partner with the global giant, KRAFT Food Holdings whom after reviewing their corporate profile and being most impressed with the strategic backward linkage they had with their farmers, decided to facilitate the transfer of the relevant technology. This successful partnership has resulted in Baron Foods Limited now being the only manufacturer of salad dressings within the Caribbean. The innovation behind this was, to replace the fat with fresh locally grown produce available right in the Caribbean. Currenly, the company also direct a lot of its production time towards contract packaging and private labelling, which only serves in the expansion drive and to bolster revenue generation for the company. Customers can either provide their own formulation which must be in
accordance with approved standard protocols or they can enjoy the use of Baron’s very own formulated products but under their brand, which is termed “private labelling.” The ever-expanding company has set up a satellite plant in Grenada, which commenced operations in January 2010. Reasons for choosing Grenada include the strong agricultural and spice presence and also it being one of their largest markets within the OECS. Baron Foods received an invitation from the Grenadian Government to set up a plant where the concessions were encouraging and when the deal was finalised the government of Grenada constructed the plant, which they currently lease with 25 members of staff. By having a plant in Grenada sales have increased by 300%. Five years from now the company is aiming to employ 50 -75 additional employees and in terms of annual growth, their targets are set at 1520% annual increase. The company depends to a great extent on the enabling environment in the Caribbean region. In terms of exporting, they work with the Caribbean Export Agency out of Barbados and the OECS Export Development Unit out of Dominica. These are agencies, set up by Caribbean and OECS governments primarily existing to facilitate export. The support they provide includes financial, marketing, technical, equipment, labels and development and design of plants. Since this is a bona fide regional company how will the recently established OECS Economic Union impact conducting business? Mr. Ramjattan believes the signing of the treaty will
Bottled & Brewed In St. Lucia
Baron Foods St. Lucia Management Team From L to R: Geanelle Edgar - Operations Manager, Vernette Vaval- Accountant (Ag), Kaveta Sami- Quality Control Manager
impact Article 164, as this will now be enforced. Article 164 deals with goods like curry and baking powder that fall under a category that will prohibit the MDCs (More Developed Countries) like Trinidad and Guyana from shipping these products to the LDCs (Less Developed Countries) like the OECS member states until they are able to compete with the MDCs. “CSME is also encouraging to us because you can move goods and services freely within CARICOM without political involvement. An example at Baron Foods would be during the initial set up of the Grenada plant, Managers were moving freely and some permanently relocated to Grenada.” Mr. Ramjattan explained. Employees are perhaps the strongest link in the value chain at Baron Foods Limited. As part of their CSR (Corporate
Social Responsibility) policy, the company constructed and furnished a staff clubhouse for all Baron Foods Employees. It includes a gym, lounge area and a dining facility. There is a full time chef that prepares breakfast and lunch at a subsidized cost and also a gym instructor. Loans are also provided to employees to build homes, purchase school supplies for their children and medical assistance. Vehicles are also provided to all Management staff. According to Mr. Ramjattan “Your staff must feel surety and be allowed to grow with the organisation. The production level staff must be rewarded and they receive an annual increase of gratuity. We assist both the production and management level staff in building homes financially.” With regards to future plans, Baron Foods
have recognised that much has already been achieved but is also cognisant of the fact that much also remains to be done. Improving competitiveness and increasing investment are important factors in the development for the industry. Their next mission is to expand into Trinidad and the establishment of a semi-processing plant in Guyana. Baron Foods Limited’s number one goal is to continue to be the premier manufacturer of fine food products regionally and internationally and will continue their relentless pursuit for excellence in transforming culinary endeavours into gourmet delights! BF
Bottled & Brewed In St. Lucia
Chris Persaud Executive Director
Baron Foods Grenada
Chancal Persaud Administrative Manager
Now A Reality
aron Foods Grenada Limited represents the commitment to the vision of establishing a truly Caribbean brand synonymous with consistent quality and standards capable of competing with the global giants. The company’s decision to invest in Grenada was due in large measure to the loyal commitment and support of the people of Grenada towards the brand and also the Grenadian government’s infrastructure, which happens to be very investor friendly. The factory operates out of a combined working area of 12000 sq ft in the industrial park of the “bread basket” parish of St. Andrew. Grenada popularly referred to as the “Spice Isle” of the Caribbean is known for its fertility and ability to produce whatever is sewn. In the initial phase of the facility as with most startup companies, there were teething issues which were mainly Business Focus
due to lack of relevant awareness and bad past experiences especially in the farming sector. The company has since embarked on an aggressive campaign to deal with these issues and sensitize the farming communities which have thus far yielded positive results as the required fresh produce are being received in adequate quotas. The company now has a contracted pool in excess of 20 farmers all supplying various fresh produce on a weekly basis. Since the plant was established sales have jumped 300%. Prior to the establishment of Baron Foods Grenada, sales on the Grenadian market were dependent on the distribution drive of the appointed distributor. With the plant now establishing local roots, in addition to a more aggressive distribution drive, the products are also achieving enormous sales growth through the creation of brand loyalty and product awareness. 50
In keeping with the policy of the company, Baron Foods Grenada Limited is also an export-oriented company. The facility which operates weekdays, produce a range of 135 products for the local and prospective export markets. Future plans include the incorporating of an agro tourism facility whereby tourists can be involved in hands-on production process as well as a sampling area. Plans are already in place to create indigenous “Grenadian” sauces and condiments that cater for authentic local cuisine and for the Diaspora abroad in keeping with our “a way of life, a range of tastes” commitment. The five year plan for the company involves the construction of a wholly owned state of the art factory space which is to be built in keeping with their ISO 22000:2005 standards already adopted by the company. BF
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Awaking the Senses C
aribbean Perfumes, was founded on the 23rd of April 1979 by Myra Killip. She had experience in the art of perfume making and had come to St Lucia with her husband George, who was on loan from the Cheshire Education Authority in England to work for the Ministry of Overseas Development. Inspiration for St. Lucia Perfumes (as Caribbean Perfumes was known in its infancy) came from a visit to the Diamond Estate in Soufriere. Walking in the gardens in the late afternoon when the heat of the day was fading, the flowers and plants breathing with relief gave off their sweet fragrances. As explained to Myra fragrant fronds were sent from a particular tree to Martinique for perfume making, it was at this point that Myra decided to investigate the possibility of producing perfume in St. Lucia. Eventually with very little capital and a very large loan she went into partnership with a local gentleman and his cousin, an international potter. They created the now well-known restaurant “The Green Parrot” which was to be the home of Caribbean Perfumes for the next 24 years. Myra and George eventually returned to England and since then Caribbean Perfumes has changed hands three times. In 2002 Caribbean Perfumes was purchased by Jacques and Cathy Rioux the owners of Jacques Waterfront Dining in Vigie, St Lucia. This is where Caribbean Perfumes “The Perfumery” is now nestled in a beautiful Caribbean chattel house in the restaurant’s tropical garden. Cathy sees this as her passion. Quick with recognising scents, and a life long love of perfume (she collects perfume bottles) meant that it was only a matter of time before she followed her nose to Caribbean Perfumes and the delights of perfumes making. Soon after taking over the company Cathy repackaged the perfumes to give them a more contemporary look aiming to appeal to young and old alike. The history of the packaging from when Mrs Killip started the company and subsequent changes up to date can be seen at “The Perfumery” in Vigie Cove. Ladies fragrances are available in a 30ml eau de toilette and a 65ml eau de parfum natural spray in attractive frosted bottles. You can select from a number of fragrances including Ile d’Or (deluxe fragrance) La Passion; Le Bleu; Marigot Breeze; Pink Orchid; Soleil and Frangipani one of Myra’s original fragrances along with Isle d’Or. Tropique or Periquito for men are available in 50ml eau de toilette. BF
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The scent of rapture... Capturing the beautiful scents of St. Lucia for over three decades, the Caribbean Perfumes line is currently produced at “The Perfumery”, nestled in a beautiful Caribbean chattel house in the tropical gardens of Jacques Waterfront Restaurant in Vigie. Our signature, locally produced perfumes are available in selected hotel boutiques and stores in St. Lucia, and in individual stores throughout the Caribbean.
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Nicolson Lucien - Owner
BuzzingBusiness Buzzing Business B
eing stung time and time again by the very tools of his trade is but the least of Nicholson Lucien’s concerns. In fact, he’s had at least 36 years to get over whatever gripes he’s had with the millions of bees that have made his life as sweet as honey. After being an apprentice to a friend of his – Ferdinand Stanislas – for 12 years back in the 1970s, Nicholson got stung with the sweet idea of starting his own apiary. At first, the issue of start-up capital was a crucial factor. With just a few dollars of his own and seven hives to his credit, Nicholson purchased a further 10 hives from his former boss. Today, the Bois Jolie, Dennery beekeeper boasts about 170 hives. He extracts honey from the hives every three months, which earns him about 400 gallons of sweet gold honey per harvest. Despite the sweet taste his product leaves in his many customers’ mouths, Nicholson admits that getting his first market for his bottled gold wasn’t easy. After consulting an IICA official, he was directed as to the procedure he should follow. That led to him landing a deal with his main market, Super J, nearly 10 years ago. He also supplies Le Sport Hotel, as well as a number of small supermarkets across the island. BF Stan Bishop Business Focus
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Simply natural Dr. Gayle Segovia
atmed Ltd, prides themselves in being able to offer truly all-natural products, which are made in St. Lucia. Unlike many other companies, who often have chemical-based products with some herbal ingredients added, their products were created to be all-natural and gentle enough to be used with their newly born baby, back in 1997! Natmed Ltd was established in St. Lucia in 1997, as a manufacturer and distributor of the finest natural products. It was founded by two Doctors of Naturopathic Medicine-specialists in natural and preventive healthcare. As the owners and managers of the company, all areas of manufacturing are overseen to ensure the highest quality. The goals of the company are to manufacture and distribute natural-based products of the highest quality, and to make them affordable to the general public. As the underlying theme amongst all of the products is the promotion of health and wellness, it is clear that the products’
ingredients are all natural-based, and free of synthetic and harsh chemicals. The first product developed was the Caribbean Blue All Natural Insect Repellent. It was formulated with the goal to “avoid the bites and the chemicals”. While many chemical products on the market may be effective at keeping away the bugs, unfortunately they are also effective at keeping away your health! Ingredients such as DEET, are considered neurotoxins, and many studies show their damaging effects on health. The company now produces three distinct product ranges: • Caribbean Blue-natural basics line of all natural sunscreen, suncare and natural insect repellent products. The Sun Shield sunscreen is a 100% natural formula containing natural zinc oxide. Zinc oxide is the only ingredient that is FDA-recognised as having both UVA and UVB broad-spectrum protection, and it is great for the skin also. Formulated in a natural base of tropical oils, botanical extracts and antioxidant vitamins, the result is a completely natural, non-whitening, non-irritating formula that protects, moisturizes and soothes the skin. • Spa Exotiques range of lotions, massage oils, scrubs and other spa and body care products available in bulk and retail sized bottles. • Natmed Herbals line of natural herbal remedies features a comprehensive
range of herbal products for common health complaints. The extracts are produced locally using some organic raw herbs from the U.S. and extracts are prepared according to the British Herbal Pharmacopoeia standards. BF For further info: www.gocaribbeanblue.com
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Bottled & Brewed In St. Lucia
Quenching The Thirst
ndorsed by the St. Lucia Bureau of Standards, Paradise Water is a St. Lucian line of bottled water by the Goddard Catering Group produced from start to finish in the industrial town of Vieux Fort. The process starts when the ‘hard’ water goes through a five-stage filtration or purification process which include, Commercial Softener, Carbon Filtration, Ultra Violet Sanitizer, Recirculation, Ozone Injection and Reverse Osmosis to ensure the total elimination of sediments and chemical residues. As the Water is being prepared for drinking through the filtration process, the packaging that contains the water is simultaneously being made ready. The bottles found on the supermarket shelves start out as a test tube like shape. To attain their shape for holding the water, they go through a machine, which uses pressure for them to take the shape recognised as water bottles of the various sizes the company produces. After the bottles are ‘blown’ to full size, the labels are attached. Paradise Water produces 1000 cases of water a day, five days a week, in the various sizes including 1.5 litre and 500ml bottles. The bottled water company also carries 5 gallon bottles and water coolers. Sanitizing and disinfecting are critical steps in the bottle filling procedure. The bottles are filled by a filler machine and scanned for impurities. If a bottle does not reach the high quality standard, it is rejected and pulled from the products assembly line. After they are filled and the caps screwed on, the approved bottled water goes on to be packaged in the plastic cases and they are ready for delivery. Paradise delivers right to the door. In addition to the effective distribution into all local supermarkets and convenience stores, Paradise Water undertakes extensive home and office delivery of bottles and coolers on a weekly basis. This ensures their clients receive service, which complements the quality product. BF
West Indies General Insurance Company Limited
Contractors (All Risks) Computer (All Risks) Householders Motor Vehicles Money Fire Burglary Travel Insurance Goods in Transit Liability Marine
We cover the things you care for... A member of The Julian R. Hunte Group of Companies
Manoel Street, P.O. Box 64, Castries, St. Lucia, W.I.
Tel: 452-2230/1 Fax: 453-7671 email:email@example.com
"Supermarket, Hardware, Wholesale Meats & Drinks, Variety Store"
GLACE SERVES UP MORE THAN JUST THE BEST BREAD IN ST. LUCIA. WE ARE THE ONE-STOP, BETTER VALUE, SHOPPING OPTION.
Marisule, Bella Rosa & The Rodney Bay Marina. Tel: 758 452 8814
Since 1924 the St. Lucia Bay Rum Company has produced one of the finest Caribbean Bay Rum and Citrocol lotions. Splash on liberally after showering, bathing, or shaving.
Use to scent bath water. Refreshing and invigorating. Tones and conditions. Lightly scented with the clean, fresh scent of authentic Bay Rum.
Castries, St. Lucia, W. I. Tel: 1758 452 7460 Fax: 1758 572 7460
Bottled & Brewed In St. Lucia
Soothing Comfort s St. Lucia Bay Rum
s managing director of St. Lucia Bay Rum Company Ltd, Oliver Mathurin thinks the future of his newly-acquired business is wellpoised for the future. Mathurin recently assumed ownership of one of the island’s oldest businesses, the bay rum factory, which had been a family business of the Cox family for nearly a century. Since assuming ownership in March 2009, Mathurin says charting the way forward for the company is among his key priorities. Seeking more regional and international markets for the company’s products, he says, is just one of the plans in the scheme of things. Presently, the company enjoys a solid domestic market distribution; Martinique, Bermuda, and a favourable market in mainland France. Marketing is another aspect of the company’s operations that will need to be overhauled, he readily admitted. The company is currently phasing out the use of recyclable beer bottles and 750 ml rum bottles to make way for PET plastic bottles. A wider range of bottle sizes: 60 ml, 125 ml, 250 ml and 500 ml, will be introduced. Even better, the company is expecting to add other niche products to its Bay Rum and Citrocol brands so as to expand its portfolio. A new and improved logo for the local bay rum company and future physical expansion of its current Old Hospital Road factory are also in the works. For now, though, Mathurin seems confident that through the tireless efforts of himself, his wife and business partner Alexandrine and his staff of three are resigned to seeing that dream through to fruition. And since soothing comforts is what his business is all about, the obvious ensuing challenges to that end are just not the ones to cause him any headaches. BF Stan Bishop
unsmart Beverages Inc. is a local manufacturing company in Cul De Sac, Castries and was commissioned in 2009 to produce non-alcoholic beverages. The company has been contracted to produce People’s Choice Water, a line of natural pure water exclusively packaged for Consolidated Foods Limited, owners of the brand. The products are delivered to CFL’s central distribution system in Cul-de-Sac and Mega J’s. People’s Choice Water is sold on all Super J and Mega J shelves in 250ml, 500ml, 1.5L and 4 Litre bottles. The company also introduced a new line of natural fruit juice beverages last year, under the Sunsmart brand. This product is packaged in an innovative 200 mL pouch designed with a screw cap. The company is currently working on a new project that will result in the introduction of additional new lines of packaged fruit juices. To this end, the Management and staff of Sunsmart Beverages Inc. have committed themselves to manufacturing safe, healthy, non-alcoholic beverages, under the highest internationally recognised standards, that exceed customer expectations in domestic, regional and international markets. The company has built its philosophy on the core values of safety, integrity and respect utilizing guiding principles of quality, teamwork, responsibility and accountability, customer oriented, continual improvement, excellence, leadership, efficiency, effectiveness and communication in all its activities. Sunsmart Beverages Inc. has recently been awarded the St. Lucia National Standards Mark for its People’s Choice Water. This commences the ongoing process of achieving and maintaining standardization for all its products. Through this, it hopes to achieve its vision to be a model manufacturing plant, producing products that are consumers’ beverage of first choice. Sunsmart Beverages Inc. has recently enrolled in the FSSC 22000, a Food Safety and Quality Management system managed by the International Certification body, SGS Global. This programme which is the most updated of its kind is part of The Global Food Safety Initiative (GFSI) and is market driven. It comprises of a membership of major retailers, manufacturers and food service operators. Some of its members include Coca Cola, McDonalds USA, Kraft Foods and Walmart. The programme is a harmonized system combining Food Safety Management Systems (FSMS) and ISO 22000. It focuses on benchmarking food safety management schemes towards convergence between food safety standards. It commits its members to continual improvement in maintaining optimum standards for the Food Industry. BF Business Focus
Bottled & Brewed In St. Lucia
Producers of the
World’s Best Rums and Rum Products
ommitted to innovation and quality, St. Lucia Distillers Group of Companies’ is a rum distillery situated in the scenically beautiful and agriculturally rich valley of Roseau on the Caribbean island of St. Lucia. Formed in 1972, the company has grown from producing a single-label mass-market rum to a portfolio of premium rums and liqueurs. A passionate team of distillers, blenders, engineers, technicians and administrative staff work together to produce some of the world’s best rums and rum products. St. Lucia Distillers Group of Companies’ products have been recognised at the world’s most exacting competitions, winning numerous accolades and awards. The Company’s new product Chairman’s Reserve Spice Rum was recently launched at the London Imbibe 2010 Trade Show has won a Gold Medal in its first entry at the International Spirits Challenge 2010. Chairman’s Reserve Spice rums contains local spices and fruits including cinnamon, clove, nutmeg, vanilla, coconut, all spice, lemon and orange. These spices and fruits are added to rums distilled in copper alembic pot and continuous stills that are then aged in Kentucky Bourbon barrels to give a complex and balanced spice rum. Chairman’s Reserve Spice benefits from a combination of steeping certain spices in the rum from up to a year while the other ingredients are added during the blending process. In this way the flavour of the spices and fruits are brought out while preserving the complexity and harmony of the underlying rum. The Brand which will be formally launched in St. Lucia, United States, Australia, Italy and Spain in the coming months is expected to appeal to Chairman lovers and add to the impressive line of products which are produced by St. Lucia Distillers. The Company prides itself on its commitment to product development and has an offering of over 25 rums and rum products from premium rums and liqueurs to traditional pouring rums. St Lucia Distillers Group of Companies is HACCP compliant. Making an excellent rum product is central to St Lucia Distillers Group of Companies’ company ethos. It is the springboard from which all other aspects of the company’s operations are launched. The company prides itself on the development of quality-driven products with a broad product line. St Lucia Distillers Group of Companies maintains its commitment to efficiency of production and environmental responsibility. BF
For further info: www.saintluciarums.com Business Focus
Grad e r ie Premnite Gra Tel: 1(758) 450-4348
Fax: 1(758) 450-3643 Cell: 1(758) 458-9839
Bottled & Brewed In St. Lucia
Windward & Leeward Brewery Ltd. A Passion For Quality
stablished in 1974 and commenced production in November 1975, Windward & Leeward Brewery Ltd. is the Operating Company (OPCO) of Heineken International Beheer BV of the Netherlands, with major shareholders being National Development Corporation (NDC) and Desnoes & Geddes Limited, plus several CARICOM nationals. The current capacity of brewery is 280, 0000 hectolitres and the keys markets are St Lucia (domestic) and the wider OECS, Barbados, Trinidad, Belize, Guyana & Jamaica. The exports account for 50% of production, 90% of which is Heineken beer. The product category include three strategic brands Heineken, Piton Beer, Guinness Stout and eighteen tactical brands and 35 SKUâ€™s Viz: Rooster Select Dark Brew, Piton Shandy (4 flavours- Lemon, Ginger, Sorrel & Passion Fruit), Piton Malta, T- Malta, Amstel Bright & Green Sands (produced mainly for export), Royal Club Premium Mixers (three flavours - Soda , Ginger & Tonic), Red Stripe Beer (imported ex Jamaica), Climax Energy Drink (imported ex
Jonathan Hall - Managing Director
Shelley Black - Marketing Manager
Holland), Mauby (imported ex St Vincent), Strongbow Cider (Imported ex UK) & Vitamalt (two variants - imported ex St Vincent). The strategic branding drives the largest revenue growth and contributes to 80% of volumes. The largest producer and exporter of brewed beverages on the island which drive over 50% of production volumes in 10 export markets, WLBL has won three Chamber Business Awards including, Exporter of the Year, Business of the Year and Marketing Excellence for Rooster Select Stout. The Windward & Leeward Brewery Ltdâ€™. s distribution model in the St Lucian Market includes three dedicated direct delivery distributors based in the north, central & south of the island offering weekly
Prisca E. Delice - Human Resource Manager
Shun Chou - Financial Manager
Thomas Leonce - National Sales Manager
curbside service to over 1500 outlets. There is also an established route administrator, computerized billing system on each truck and three customer service representatives based at distributors for value added services. The companyâ€™s values are based on respect for individuals, society and the environment all essential for sustainable business growth. As a brewer, we advocate a policy of responsible alcohol consumption, both for our customers and our employees. As part of local communities around the world, we cherish a corporate culture that embraces diversity and a business approach that honors local laws and regulations. Recognising that rigorous environmental accountability is essential to our future success, we have
implemented programs to address three key areas of environmental concern: water, waste and energy management. Beer is all about enjoyment and for us, the social experience is inseparable from the beer. We sponsor music, sport, art and other commercial events because we think they are great ways for people to come together and enjoy themselves. We also try to positively express our values in the media, workplace, and in public life. Our business only works if we make great beer, but passion for quality at WLBL goes beyond the products. It touches everything we do, extending, for example, to our social policy and to the significant investment we make in our employees. BF
Bottled & Brewed In St. Lucia
Rooster Now Gold
n June of 2009, Windward and Leeward Brewery launched a brand new product on the Saint Lucian market, its name; Rooster Select. The drink is described as an extra smooth full-bodied dark brew, with a distinctive dry roasted lower bitterness taste, light malt aromas and caramel flavours. Nine months later and the drink struck gold as Rooster was entered at the Monde selection in Brussels and came back proudly with a gold medal marking its high quality brew and taste. The Monde Business Focus
Selection’s mission is to test consumer products and grant them a bronze, silver, gold or grand gold quality award. In June 2010, at a function held at the Sandals Grande ball room to mark this important milestone, Managing Director of WLBL Jonathan Hall stated that it was really not in the tradition of WLBL to trumpet their achievements preferring to be seen as quiet achievers. “Our Rooster select goes gold and that is great, great news,” Hall proclaimed. “Well done WLBL and thank you very much indeed.” He went
on to state that after being on the market for just nine months, Marketing Manager Shelly Black and his team decided to place Rooster under the strictest scrutiny in Belgium. The event was also attended by Prime Minister Hon. Stephenson King, Senator Tessa Mangal, the Minister of Commerce, Brian Louisy, Executive Director of the Saint Lucia Chamber of Commerce and Paula Calderon President of the Saint Lucia Manufacturers’ Association as well as other specially invited guests.
In his remarks the Prime Minister of Saint Lucia Hon. Stephenson King said that it was indeed an honour to join WLBL as they made public the announcement of the achievement of Rooster Select. “The high international quality recognition you received is testimony to the emphasis you place on developing products of excellence and for this I commend you and applaud you,” King said. Tessa Mangal who also spoke expressed elation on behalf of the Government and People of Saint Lucia. “Tonight we gather
to celebrate the achievement of your newest brand Rooster Select dark brew which has just won WLBL and Saint Lucia another gold medal. This brings to seven the number of medals won by WLBL over the years. The number of medals won over the years says emphatically that WLBL has succeeded and continue to be motivated to excel,” Mangal said. Brian Louisy said he could not believe that it was just nine months since he took part in the launch of the product at Bay Gardens and joined WLBL in celebrating
their achievement. “It says a lot about Saint Lucia and the potential of our manufacturers and that we can compete in the global market,” Lousiy said. The night however was not just talk but in keeping with a true celebration the music of the Diamond Steel orchestra filled the air, whilst the music of the Derek Yarde Project had the WLBL staff and their guests dancing as they shared in food and drinks, with some Rooster included of course. BF
Bottled & Brewed In St. Lucia
For Flammable and Combustible Liquids What are flammable and combustible liquids? Flammable and combustible liquids are liquids that can burn. They are classified as either flammable or combustible by their flashpoints. Generally, flammable liquids will ignite (catch on fire) and burn easily at normal working temperatures. Combustible liquids have the ability to burn at temperatures that are usually above working temperatures. Flammable liquids have a flashpoint below 37.8°C (100°F). Combustible liquids have a flashpoint at or above 37.8°C (100°F) and below 93.3°C (200°F). Flammable and combustible liquids are present in almost every workplace. Fuels and many common products like solvents, thinners, cleaners, adhesives, paints, waxes and polishes may be flammable or combustible liquids. Everyone who works with these liquids must be aware of their hazards and how to work safely with them. Following these basic safe practices will help protect you from the hazards of flammable and combustible liquids: • Obtain and read the Material Safety Data Sheets (MSDSs) for all of the materials you work with. • Be aware of all of the hazards (fire/explosion, health, chemical reactivity) of the materials you work with. • Know which of the materials that you work with that are flammable or combustible liquids. • Eliminate ignition sources (sparks, smoking, flames, hot surfaces etc.) when working with flammable and combustible liquids. • Use the smallest amount of flammable liquid necessary in the work area. • Keep storage areas cool and dry. • Store flammable and combustible liquids away from incompatible materials (e.g., oxidizers). • Use approved containers for disposal of rags and other work. • Store, handle and use flammable and combustible liquids in well-ventilated areas. • Use approved equipment, including labelled safety containers, for flammable and combustible liquids. • Keep containers closed when not in use. • Bond and ground metal containers when transferring flammable and combustible liquids. • Practice good housekeeping and equipment maintenance. Keep area clear of burnable materials. • Wear the proper personal protective equipment for each of the jobs you do. • Know how to handle emergencies (fires, spills, personal injury etc.) involving the flammable and combustible liquids you work with. • Follow the health and safety rules that apply to your job. BF Priscilia Stanislas Health, Safety, Environment & Security Officer (HSESO) St. Lucia Electricity Services Limited (LUCELEC)
here do customers fit in at your company? After lunch? Between that all important board meeting and those emails you absolutely must send out today? Or will you even be able to squeeze them into your ‘busy schedule’ at all this week? Sometimes customers are treated as distractions from the work at hand when they are in fact the reason for the work at hand. Here are five customer service champions and the mottos, which drive them. In this global market, these are your competitors: 1. The motto of the ‘e-tailer’ Amazon. com is ‘Work Hard, Have Fun, and Make History’. Amazon.com is considered one of the best at customer service partly based on its willingness to confront customer issues, its extensive range and its use of technology to meet customers’ needs. 2. LL Bean retails apparel and outdoor equipment. This company identifies its long serving employees as the key to upholding its culture of service excellence. LL Bean stands by the quality of its products by guaranteeing satisfaction as indicated by the motto “GUARANTEED. You Have Our Word.” 3. “Think Different” defines Apple’s approach to the market. The company sells more than tangibles – it sells a sense of belonging. The innovativeness, excellence in customer service and technical support turn Apple’s customers into fanatics. 4. Zappos is another ‘e-tailer’ but it specializes in shoes and accessories. This company encourages customers to call with all transaction related queries. To compete with the instant
gratification of purchasing in store, Zappos focuses on speedy order fulfillment. The company’s driving principles are “We are a service company that happens to sell _____” and “Powered by Service”. 5. Ritz Carlton hotels exist to make customers happy. Given this raison d’être emphasis is placed on continuous training, proper recruiting, staff motivation and empowerment. The hotel chain’s motto is “We are ladies and gentlemen serving ladies and gentlemen.” Today’s customers have more options, greater knowledge and by extension substantial power. To be in the running
in the customer service championships companies need to first make the customer a priority. Pilaiye Cenac Pilaiye Cenac is an entrepreneur. Her qualifications include a BSc in Psychology and Sociology, and MSc in Marketing. She is also a PMP® and a published writer. One of her companies— In Tandem— focuses on low cost approaches to enriching the customer experience. BF
Business Focus Business Focus
September/October 2010 September/October 2010
Stage for 30Years with Poise and Grace St. Lucia School Of Ballet
allet entails so much more than simply performing for the entertainment of appreciating audiences. After sitting-down with Theresa Lowrie-Collymore, founder, director and tutor of the St. Lucia School of Ballet & Modern Dance, which has now been renamed “The International Dance & Drama Institute of St. Lucia Ltd.” the commitment, grace, poise and the appreciation of such talent becomes even more apparent. Though the institution, which recently turned 30 years old, is well known for classical Ballet, it has expanded tuition offerings to encompass modern dance since 2002. Mrs. Collymore contemplated on her journey to make formal dance training (classical ballet & Modern dance) an accessible art form in St. Lucia, despite the challenges. Born and raised in the UK, her late mother, a St. Lucian and her late father an Englishman decided to invest in the agricultural industry and to take up residency in St. Lucia, in 1976. Theresa, who had been training in classical ballet from the age of 5 years, was now in St. Lucia at the tender age of 17. As a young woman, her ambition was to keep in touch with her knowledge and form of dance. Initially her intention was not to remain in St. Lucia, but to return to the UK in order to continue her advanced education and tuition in ballet. Since circumstances did not permit this opportunity to materialise, Theresa had the vision to impart her experience and talent in teaching by offering and exposing the public, especially the youth, to the world of Classical Ballet. As her efforts progressed and demand increased Theresa had to undergo advanced teaching training programmes and examinations. The success of the school grew from the initial registration of 50 students in 1979. After six years of entering students into the Royal Academy of Dance Classical Ballet Examinations she was granted a waiver to teacher’s status. However there was no resting on her laurels as she completed several international courses to further enhance her professionalism and expertise. As was explained by Mrs. Collymore, once you become a Royal Academy of Dance teacher now having obtained an international license, this can be revoked if you fail to produce 92% or higher pass rate from your student body. This culture of maintaining high standards lends itself to other aspects of her students’ lives and serves them in becoming professionals, nurturing confidence and respect. “In dancing you are in command of your body. The way you use it requires focus, judgment and also develops your inner resource.” She said. 70
Challenges arose in the beginning of 1981 from education authorities who did not readily accept or recognise that classical ballet could become part of the St. Lucian culture. “As an 18 year old I was puzzled by this idea. Adaptation is important because it impacts your behaviour, beliefs, spiritual orientation and how you present yourself to the world. Our culture should lean on being cultivated as much as possible.” Theresa believes that when adopting cultures it becomes about your own culture shinning through and dance is a global phenomenon even when used in advertising and entertainment. When it comes to professional dancing, many good dancers study classical ballet. Though they may not adopt it as their main style, it is the form, execution and foundation that
greatly develop their whole technique with a sharper execution. The school is run, as an institution, which single-handedly presents an opportunity for over 190 students, from child to adult, to learn, explore and express the essence of dance within them. The position of the arts in the local economy must be questioned given the current challenges of the institution, which includes maintaining a venue, since the school does not own a studio/performance venue. Regardless of the past, present and future challenges, Theresa LowrieCollymore continues to be driven by her passion, her most recent accomplishment, being an Associate Diploma in Modern Theatre Dance with the Imperial Society of Teachers of Dancing. Looking to the next 30 years she is currently working on
attaining examiner’s status with the RAD and the ISTD, presenting the opportunity to train and groom students in acquiring teacher’s status and to introduce new teaching techniques. Theresa is adamant that once you have a vision, a good product and it is maintained it will successfully develop. “This particular art form gave me leverage regarding discipline and integrity. This deepened my spirituality that awakened me to my already existing relationship with my God. But it is still a product that requires its standard maintained and also brings out your ability for leadership.” Mrs. Collymore said. BF Christy Recaii
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The Big Start Winners Team Climbers receives grand prize from Jacqueline Emmanuel OPSR Director
A Great Finish T
And A Big Start
he final two teams in The Big Start TV reality show competed at the finale of The Big Start which aired in mid August on HTS. After ten weeks of competition amongst ten qualifying teams, The Big Start was narrowed down to two teams – COTA and Climbers. In the end, Team Climbers came out victorious winning a grande prize of $50,000. Team Climbers were a front running team from the onset, winning five out of nine milestones. The five milestones won by Team Climbers were: - Milestone # 2 Government Regulations - Milestone # 5 Market strategy - Milestone # 6 Product Development Business Focus
and Refinement - Milestone # 8 Business Plan and Budget - Milestone # 9 Finance
The final judging process to determine The Big Start winner was based on 30% of the judges’ assessment, 30% on the ninth milestone and 40% on public voting. In the final analysis, Team Climbers succeeded over Team COTA. After their win, Severin Francois, one of two brothers who make up Team Climbers, stated, “We are so ecstatic and grateful to have won The Big Start. We worked hard and are very pleased that our hard work paid off.” He further believes that “This process has been a fantastic
learning experience as we were able to put into practice much of what we learnt at school. While the concepts were similar, it is important to practically apply the theory and really understand how business start up works. We are very thankful to Accela and the Office of Private Sector Relations for putting this whole initiative together as it is such an opportunity for young St. Lucians, and we are pleased to have been a part of it.” ‘The Big Start’ was the first of its kind to be locally produced and aired in Saint Lucia and was presented by the Office of Private Sector Relations (OPSR) and produced by Accela Marketing. The format of the show featured 10 teams who were
The Big Start Judges from L to R: Marie Piazza, Owner/Manager of Sportivo Fitness, Andre Chastanet, Managing Director of Consolidated Foods Ltd., Mae Wayne, Managing Director of Star Publishing Co. and Thaddeus Antoine partner of Francis and Antoine Chambers
selected out of 40 teams to participate in this reality series focusing on taking a big dream and making it a viable business. The selected teams were assigned a milestone each week for completion, with a mentor assigned to each team. At the completion of these milestones, teams faced the judging panel and every week one team was eliminated. The Big Start was hosted by young entrepreneur, Jodi Boodhoo, with a panel of judges, including Mae Wayne, Managing Director of the Star Publishing, Thaddeus Antoine partner of Francis and Antoine Chambers, Marie Piazza, Owner/
Manager of Sportivo, and Andre Chastanet, Managing Director of Consolidated Foods Ltd., alongside a number of other guest judges all of whom were in attendance to witness the final team win their Big Start. All of the participating teams were also present at the final ceremony to watch the winning team emerge. Many of the teams themselves won prizes for their own successes with the Milestones and all teams will receive special prizes from the OPSR for participating. The OPSR congratulates Team Climbers and all other participants for having the courage,
passion, creativity and work ethic to be a part of this exciting new initiative and hope that all St. Lucians have learned a lot by viewing the show and understanding the various milestones necessary to start a new business. For the OPSR, whose particular focus is on MAKING ST. LUCIA ENTERPRISING, this initiative, under the SFA 2005 STRIDE, programme was a great success. BF
SAINT LUCIA CAPTURES ACCLAIMED
ourism officials here in Saint Lucia are reporting that record growth in visitor arrival figures for the first half of 2010 are being matched by impressive global accolades for the island, and for many of the hotels and resorts that offer outstanding hospitality on the island. Recent awards include “Best Caribbean Island in 2010” by Porthole Magazine and “World’s Leading Honeymoon Destination” at the World Travel Awards for the seventh year, reflecting the country team’s commitment to providing visitors with an excellent product with high standards of service and legendary hospitality. “Although we don’t focus on winning awards, when we do win them, it reassures the entire nation that our efforts to give of our very best are bearing fruit,” said Director of Tourism, Louis Lewis. Some of the major recognitions include Ladera making Condé Nast Traveler’s “2010 Gold List” which includes the best places to stay in the world, while Fond Doux Plantation was named second “Best Plantation Retreat in the World,” by The Guardian in the UK. The acclaimed Jade Mountain luxury resort recently received the AAA Five Diamond rating, and the top rank for “World’s Best Service” in a recent edition of Travel & Leisure Magazine. This past weekend, Saint Lucia’s Prime Minister Stephenson King and Senator Allen Chastanet, Minister of Tourism and Civil Aviation, paid tribute to the management and staff of Anse Chastanet and Jade Mountain for winning major accolades. “You, more than anyone else, know of your commitment to your task, to your job, to the business of tourism that you are involved in; but by winning these highly coveted awards, you demonstrate unequivocally that commitment to the world,” noted Prime Minister King, who made a special presentation to staff members. Senator Chastanet, who made a special presentation to the management team of Jade Mountain, commended the resort owners for their foresight in choosing Saint Lucia as the ideal place to establish their atmospheric sanctuaries with the fourth wall of the rooms entirely absent. Jade Mountain, Minister Chastanet noted, has blended perfectly into the hilly and iconic landscape of Soufrière, cultivating the skills and talents of Saint Lucians to deliver a truly exceptional product. BF Bevan Springer
Jalousie Welcomes A New Investment Partner
London-based consortium has secured an interest in The Jalousie Plantation, Sugar Beach as the Soufriere resort continues its US$100 million enhancement project and transition to become The Tides Sugar Beach next year. Headed by British property developers, Anthony Lyons and Gary Wilder, the consortium has made a substantial investment in the hotel. They also bring a wealth of property development experience to the project, having been involved with such projects as the O2 Centre and Earls Court developments in London, and more than US$57.8 billion in transactions since the late 1990s. Both Mr. Lyons and Mr. Wilder will be joining the board of Jalousie Ltd. Roger Myers, who remains as Chairman and majority shareholder, said: â€œWe welcome this new partnership especially given their experience in property development, and we look forward to working with them as The Jalousie Plantation continues its multi-million dollar transition to Sugar Beach.â€? The Jalousie Plantation Sugar Beach is managed by the Viceroy Hotel Group, keeper of The Tides brand. The hotel will be rebranded and re-launched as The Tides Sugar Beach in 2011. BF
For further info: www.jalousieplantation.com
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September/October September/October 2010 2010 7575
eing on a hill commanding breathtaking views from one of the most stunning architectural marvels helped Jade Mountain get to the summit of the world’s top resorts - but it was attention to the little things that attracted its latest award. Attention to service in the hospitality industry made all the difference and Saint Lucia’s Jade Mountain resort was named number one by a prestigious magazine. Much-admired Saint Lucian resort, Jade Mountain, was given full marks by Travel + Leisure magazine readers for charm and attention to detail “in a region where island spirit often equals slow or spotty attention.” Number one in the Caribbean and number three worldwide based on the results of a 2009 Travel + Leisure “World’s Business Focus
Best Awards” readers’ survey, Jade Mountain placed number one out of 10 hotels for “World’s Best Service” this year and was the only Caribbean hotel in the Top 10 according to the June 2010 edition of the magazine. Its sister property Anse Chastanet Resort placed fourth. “Our resort team continues to place service quality at the top of our agenda and we spare no resource to ensure that each day we are at the top of our game,” said Karolin Troubetzkoy, the resorts’ executive director of marketing and operations. Troubetzkoy thanked Travel + Leisure readers for continuing to refer Jade Mountain and Anse Chastanet for its service excellence. Jade Mountain and Anse Chastanet enjoy one of the most scenic settings in the Caribbean, overlooking Saint Lucia’s twin 76
Piton peaks, a UNESCO World Heritage site. Nestling in a 600-acre estate with two soft sand beaches bordering pristine coral reefs, Anse Chastanet is in complete harmony with its natural surroundings and offers excellent diving facilities plus many other activities. In the fall of 2006, Anse Chastanet’s architect and owner Nick Troubetzkoy completed construction of Jade Mountain. His bold architectural design - individual bridges leading to extravagant infinity pool sanctuaries and rugged stonedfaced columns reaching towards the sky - have established Jade Mountain as one of the Caribbean’s most unique resort experiences. BF Bevan Springer
Bill Jelen ‘MrExcel’ Presenting
Excelling in Excel B
ill Jelen or MrExcel as he is known, was recently in St. Lucia to conduct two seminars, “Power Excel” and “Work Automation Techniques”. In the break of the power seminars held at the Bay Gardens Hotel, “MrExcel” himself sat down with BF to highlight that his techniques in using the Microsoft programme can increase productivity and boost white-collar efficiency in the business community. The seminar’s goal was not to teach attendees to use the programme as the attendees are well versed with Excel, it being
Attendees of the seminar
a core programme in their daily routine. “It’s very easy to start using Excel. The problem is that there are always faster ways of doing things in Excel. Generally a person who sits through my seminar can save one hour a week and that’s a total of 50 hours a year.” Jelen explained. The Microsoft MVP – an Award given by Microsoft has written over 30 books on understanding Excel and his website, launched in 1998, www.mrexcel.com answers 30 000 Excel questions a year, for free.
Attendees of the seminar covered a diverse group ranging from engineering to accounting, HR and marketing with levels from administrative assistants to senior management. The seminars were organised in collaboration with the St. Lucia Chamber of Commerce, Industry and Agriculture in association with Areef Ali and Associates Business Solutions, as the Chamber continues to seek to bring value added programmes to the members of the business community. BF
Malcolm Burns Moves On
With the PM Hon. Stephenson King and Courts Caribbean CEO - Mr. Mario Guerrero; at the ribbon cutting ceremony at the launch of the newly refurbished Castries branch in October 2009
alcolm Burns officially retired as Regional Director of Courts OECS on August 31st 2010. This year marks Malcolm’s 26th year with Courts, which is indeed a milestone and makes retirement congratulations greetings to him even more fitting, as he has shown unwavering loyalty and dedication to the company over that period. The 26-year long service accomplishment prompted us to research the symbolic significance of this anniversary, as the more popular 20th, 25th & 50th anniversaries, traditionally symbolized by china, silver & gold respectively have conventionally been the landmarks that spark celebration. Interestingly a 26th anniversary is symbolized by the token of “Original Pictures”, and we thought it fitting, within this vein, as a retirement tribute to one of St. Lucia’s Executive icons, to share with you some “original pictures” Business Focus
which aptly capture Malcolm Burns’ journey throughout his Courts career. Malcolm Burns first came to St. Lucia in April 1984, as deputy to then Managing Director, David Isaacs. David was subsequently appointed to open a new Courts operation in Mauritius in January 1985, at which time Malcolm was appointed as his successor in St. Lucia. Malcolm Burns served as Managing Director of Courts (St. Lucia) for ten years and in September 1994 moved to Trinidad to run Courts’ growing operations there. In 2002, he returned to St. Lucia and resumed the position of Managing Director. When Malcolm left St. Lucia in 1994, he left with a vision of returning someday to create a Courts OECS single operating unit. Upon his return in 2002, that vision was still very much intact, as he saw the economies of scale & scope that could be gained by such a strategic move.
In 2004, he was appointed Managing Director of Courts (St. Vincent) in addition to St. Lucia. In March 2005, he was also appointed to the position of OECS Regional Director - effectively CEO of all Courts OECS business units – and that appointment marked the start of the realization of his vision, but too, the challenge of transitioning the six Courts companies in the OECS into one trading unit. This task was officially completed in March 2009 and the opportunities from such a bold, proactive move, continue to be unveiled. In 2005/06 he was part of a team of four senior executives, who represented the 12 Courts Caribbean businesses in presentations to potential purchasers following the demise of Courts UK and he retained his position on the Courts Caribbean senior management team following its acquisition by Regal Forest Holdings in December 2006.
1985 Courts Cycle Race Castries-Micould-Castries, Mangal X2 on bike Burns X2 on Foot
As President of the Rotary Club of St. Lucia, 1993 with now Prime Minister Stephenson King
Prize Presentation Courts 50-Mile Race, 1988
With Chamber President Chester Hinkson and Leathon Khan of EC Global at the launch of the Courts Executive Club in July 2010
Malcolm retires from the company with some notable accomplishments under his belt. He was instrumental in growing Courts (St. Lucia) from two branches to its present day portfolio of seven branches, and has the record as the Managing Director to secure the highest sales & highest profits in any one year. His humanitarian activities cannot go unstated, and though he’s retired from Courts, he still carries on his work as chairman of the Salvation Army Advisory board, pioneering numerous fund raising activities and giving support to
Sportsman/Sportswoman of the Year Dinner at Cunard La Toc Hotel
With new Courts OECS Regional Director - Mr. Lester Alvis
the Salvation Army’ ‘Meals on Wheels’ programme and annual Christmas Kettle Appeal. Malcolm’s first stint in St. Lucia saw him as an active Rotarian and in fact, he served a term as the President of the Rotary Club of St. Lucia. In that capacity, he assisted with numerous charitable projects. Building on the excellent foundation laid down by David Isaac - Malcolm was instrumental in ‘bringing to full circle’ the Courts business model of a brand that is viewed as a good Corporate Citizen and under his leadership the company invested Business Focus
in numerous sporting, education, human development and community projects. Affectionately known as “Mr. Courts,” Malcolm Burns has indeed left the clichéd indelible mark on the company and the wider society. BF Lorraine Sidonie Courts OECS Marketing Director
events 2010/11 REGIONAL TRADE SHOWS AND CONFERENCES
IF YOU HAVE MISSED THIS YEAR’S EVENTS, ENSURE TO PENCIL PLANS FOR ATTENDING NEXT YEAR. LOOK OUT FOR NEW DATES.
Caribbean Media Exchange
30 September – 4 October 2010 Jamaica Pegasus Hotel, Kingston, Jamaica This year’s conference will be held under the Theme: "Tourism: Linkages for Growth" Delegates will have the opportunity to examine how tourism impacts and contributes to economic development, and to assess the For further info: www.caribbeanmediaexchange.com
HUMAN RESOURCE MANAGERS CONFERENCE
7 – 8 October 2010 Bermuda Human Resource Managers engage in discussions on the strategic importance of their role. This dialogue For further info: firstname.lastname@example.org or visit: www.carilec.org
FLORIDA CARIBBEAN CRUISE ASSOCIATION (FCCA) - 17th ANNUAL CRUISE CONFERENCE & TRADE SHOW 25-29 October 2010 Santo Domingo, Dominican Republic
ference & Trade Show is the premier industry event of the year to meet with key industry players, analyse trends and discuss current issues. It is because of the unique forum provided by the ConFor further info: email: email@example.com or visit: www.f-cca.com
28th HAVANA INTERNATIONAL FAIR - FIHAV 2010 1-6 November 2010
success of FIHAV. We take this opportunity to cordially invite entrepreneurs and businessmen of the For further info: email: firstname.lastname@example.org or visit: www.cpalco.com
CARIBBEAN ASSOCIATION OF INDIGENOUS BANKS INC. - 37th Annual Conference 9-12 November 2010 Castries, St. Lucia Service Industry.
events 2010 / 11- REGIONAL TRADE SHOWS AND CONFRENCES
63RD GULF AND CARIBBEAN FISHERIES INSTITUTE
1-5 November 2010 GCFI announces the 2010 conference. GCFI is pleased to announce that Professor Callum Roberts from the University of York will be the keynote speaker at the 63rd GCFI. For further info: www.gcﬁ.org
WORLD TRAVEL MARKET 2010
8 – 11 November 2010 ExCel, London, UK Staged annually in London, World Travel Market - the premier global event for the travel industry - is a
For further info: www.wtmlondon.com
CARIBBEAN MARKETPLACE 16 – 18 January 2011 Jamaica
hotel members with approximately 125,500 rooms, and more than 600 supplier companies represented as 'Allied' members.
16th CARIBBEAN GIFT AND CRAFT SHOW 18-20 February 2011 Dominican Republic
INTERNATIONAL POWER SUMMIT 2011
23 – 25 February 2011 The Algarve, Portugal
and a strategic level. This is the ideal opportunity to reach all those buyers and suppliers from the such as Central and Eastern Europe, India, China and South East Asia.
Major Moves The Board of Directors and Staff of Caribbean Association of Indigenous Banks Inc. (CAIB) welcome the new Chief Executive Officer, Mr. Desmond D. Simon. Mr. Simon has over 10 years working experience in the areas of Economics, Banking and Financial Matters, at the national and regional levels. His work experience at the External Relations Unit (ERU) and the Financial Enterprise Development Department, (FEDD) at the Eastern Caribbean Central Bank, (ECCB) and the Economic Development Policy Tax Administration and Research Department (EDPTA&R), at the CARICOM Secretariat has accorded him first-hand experience and a general understanding of national policy matters and issues affecting the region’s productive sectors, including the banking and financial sectors. Mr. Simon a Saint Lucian by birth, has been at the forefront of initiatives aimed at enhancing capacity development at the national and regional levels through CIDA supported ECEMP Programme in the OECS. Locally, he has also lectured first year university students at the Sir Arthur Lewis Community College. More recently, he served as the lead regional administrative expert of a multi-million dollar grant fund, aimed at fostering socio-economic and other developments in the CARICOM subregion. Mr. Simon holds a Bsc. in Economics with Management from the University of the West Indies, Mona Campus in Jamaica and a Msc. in Economic Development and Policy from the University of Strathclyde in Glasgow, Scotland. He has also completed Level I and II in Project Management with the Arthur Lok Jack Graduate School of Business in Trinidad and Tobago. Business Focus
The FloridaCaribbean Cruise Association (FCCA) has named Kevin Sheehan as Chairman of its Executive Committee. Sheehan, who is also Chief Executive Officer of Norwegian Cruise Line, replaces Micky Arison, Chairman of Carnival Corp., who steps down from the FCCA Chairman’s post following 10 years of distinguished service. The FCCA is the cruise industry’s primary association and liaison for legislation, tourism development, ports, safety and security across the Caribbean and Latin America. “I am honored to take on this role and look forward to working with all the cruise lines and partners.” Sheehan added he is also excited to assume the Chairman’s position in time to preside at the FCCA’s 17th annual Cruise Conference and Trade Show in October and is also excited to work with the FCCA on all its programs and events, specially working directly with all FCCA Platinum/ Associate Members. “I see this as a great opportunity to continue to foster the ongoing relationships that the FCCA has and I hope to develop new partnerships on behalf of the cruise industry,” added Sheehan. Sheehan joined Norwegian in November 2007 as Chief Financial Officer, taking the helm as CEO in 2008. Before joining Norwegian, he served as Chairman and CEO of Cendant Corp.’s Vehicle Services Division. Sheehan is a graduate of Hunter College, and the New York University Graduate School of Business, and is a Certified Public Accountant.
F o r m e r University of the West Indies lecturer Winston Anderson took the oath of office as a Judge of the Caribbean Court of Justice (CCJ), becoming the first Jamaican to sit as a jurist on the regional court. The ceremony took place at the official residence of the Governor-General of Jamaica. Professor Anderson replaces Justice Duke Pollard, who retired from the bench on June 10. He is the first Jamaican national to be appointed Judge of the CCJ that was established in 2001 by Caribbean Community (CARICOM) governments. The CCJ has both an original and appellate jurisdiction. But while most CARICOM countries are members of the original jurisdiction that functions as an international tribunal, hearing disputes arising from the interpretation and application of the Revised Treaty under the CARICOM Single Market and Economy (CSME), only Barbados, Belize and Guyana have signed on to the appellate jurisdiction. Professor Anderson, a graduate of the University of the West Indies (UWI) holds a doctorate in Philosophy in International and Environmental Law from the University of Cambridge and has been called to the Bar successively in England, Barbados and Jamaica.
Major Moves The staff of LIME welcomed the new General Manager, Mr. Lawrence McNaughton. Mr. McNaughton takes over from Mr. Sean Auguste who has taken up the post of General Manager of the LIME business unit in the British Virgin Islands. Mr. McNaughton will also be Managing Director for the LIME businesses throughout the Windward Islands, including, Grenada, St. Vincent & the Grenadines and the Commonwealth of Dominica. A highlytrained telecommunications executive, Mr. McNaughton brings to the St Lucian community more than 30 years of experience in the telecommunications industry. A Jamaican by birth, Mr. McNaughton joined Cable & Wireless in 1980 and has held various positions in the company including VP Carriers & Service Providers (Caribbean), VP Marketing, Jamaica and Head of Mobile, Jamaica. In June 2004, he was appointed Executive Vice President for Carrier Services (Caribbean) with responsibility for C&W’s Carrier & Wholesale Business across the Caribbean, a position he held until November 2009. As head of Carrier Services he played a key role in the development of regulatory strategy and account management of Cable & Wireless’ international carrier partners such as AT&T, Sprint and British Telecom. Mr. McNaughton holds a Bachelors Degree and a Masters Degree in Electrical Engineering from Howard University (Washington DC) and a Post Graduate Diploma in Management from Henley Management College in the UK. He has been an Accredited Director (ICSA-Canada)
since March 2009. Mr. McNaughton is a member of the Government of Jamaica task force on Information and Communications Technology (ICT) for its 2030 vision. He has been a member of the board of directors for C&W St Kitts & Nevis since 2004 and Board Chairman since March 2008. In 2008 he was appointed co-lead of Cable & Wireless’ One Caribbean transformation project which was designed to facilitate the company’s changeover from Cable & Wireless to LIME. He brings to the St. Lucia business a proactive management style and believes in motivating and empowering his staff. LIME General Manager, Mr. Sean Auguste is leaving his post to take up a new appointment as General Manager of the LIME British Virgin Islands (BVI) business. Mr. Auguste was appointed General Manager of the Saint Lucia business in 2008. During his tenure as GM, Mr. Auguste successfully managed the transformation of Cable & Wireless Saint Lucia to LIME and spearheaded the restructuring of the business to allow for better efficiencies and an improved customer experience. Under his leadership, the company was able to expand its mobile and broadband coverage, thus making both services more easily available to customers throughout the island. Mr. Auguste who has been employed with the company for 22 years has served in various positions, including VP of Networks and Technology in Saint Lucia and Head of Networks in Cable & Wireless St. Kitts & Nevis. In his new role as General Manager of the Business Focus
LIME BVI business he is charged with the development and execution of business strategies geared toward the continued growth of the business, the fostering of greater efficiencies and the enhancement the overall customer experience. “I am proud and gratified to have been given this opportunity to join the LIME BVI. It is another great opportunity to broaden my professional experience and share my knowledge and skills with other members of the LIME family and also to learn from Dr. David McBean has been appointed to the position of Managing Director, LIME Customer Solutions, effective September 8, 2010. David has some 15 years experience in Media Management, Teleco m m u n i cat i o n s and Information Technology. He has held senior positions with Cable & Wireless Jamaica, Cable & Wireless Latin America, Air Jamaica and the CVM Group of Companies where he is currently the Chief Executive Officer. David studied Engineering at the University of the West Indies, St. Augustine on a Jamaica Independence Scholarship, gaining a B.Sc. in Electrical & Computer Engineering (First Class Hons). He then went on to the University of Oxford on a Rhodes Scholarship where he completed a D. Phil. in Engineering Science. David will lead LIME’s Product Management team and will be accountable for Product Strategy, Product Planning and Management and Regional delivery of Customer/Product Solutions. David and the Product Management team will work in collaboration with the Business Units and the Customer Segments, Marketing and the Project Management Office in the September/October 2010
Major Moves design, delivery and lifecycle management of products and solutions for customers. David, who will be based in Barbados, is married with two children, and serves on several company boards and charities in Jamaica. He plays squash and table-tennis competitively at the club level. Emerson Hewitt has been appointed Vice President of Imagineering and Product Development for LIME Caribbean. Mr. Hewitt has worked with Cable & Wireless/LIME for 14 years in Finance, Billing, Marketing and Sales Support. In making the announcement, Chris Dehring, Chief Marketing Officer (CMO) for LIME Caribbean said: “Emerson’s wide and varied experience in the business has given him an almost 360 degree view of our business and the telecoms industry and gives him a unique perspective from which to deliver in his new role. We are very excited at the possibilities.” In his newest challenge, Emerson will lead LIME’s Imagineering Team that is charged with the responsibility of creating solutions outside of the boundaries of “what is”; and engineering the applicability of those solutions that are on the leading edge of technology. A Barbadian citizen, Mr. Hewitt has worked with Cable & Wireless in his native Barbados, Jamaica, the US and the United Kingdom. Mr. Hewitt, commenting on his appointment said: “I am very excited about this once in a lifetime opportunity and I am sure the skills and knowledge I have accumulated over the past 14 years will help me drive the solutions that will ensure that LIME wins against all competitors.” Business Focus
M a t t h e w Render has been appointed as the new General Manager of Caribbean R e s o u r c e s Corporation (trading as Duty Free Shoppers), a duty-free retail business with stores at Point Seraphine, Hewanorra Airport and Coconut Bay Resort & Spa. Mr. Render is well equipped to take up this post of GM, having worked in retail management for seven years in the UK before moving to St. Lucia in 2004. Since being based in St. Lucia, he has been employed as the Marketing Manager for Colombian Emeralds International and the Sales Manager for Rex Resorts prior to joining CRC. He holds a degree in Law from the University of Sheffield, UK and is a Past President of the Rotary Club of Gros Islet.
Hanschell Inniss Ltd has welcomed its new General Manager, Mr. Gareth Narinesingh. Mr. Narinesingh comes to the company with several years’ experience in supermarket Retail management, Sales, Operations, IT and Project Management. He previously worked with Trimart Supermarket, Barbados for the past four years, as its Chief Executive Officer where he successfully provided strategic,
operational and financial leadership to the company. Prior to that, he had worked in Trinidad with Caribbean Packing Industries Ltd in several capacities including Commercial Manager, Operations Manager and Customer Service Manager; and with Tru Valu Supermarket as Operations Manager where he was responsible for managing the daily store operations. Mr. Narinesingh graduated from the University of the West Indies Institute of Business in Trinidad with an International MBA, majoring in Finance and from the University of Surrey, England with a BSc. Honours degree in Retail Management. We welcome Mr. Narinesingh to the Goddard Group.
Lester Alvis is the new Managing Director of Courts OECS. Mr. Alvis joined Courts as a Superstore Manager in April 1993, having already spent almost 9 years in furniture retail with a UK competitor. During his 17 years with Courts, Lester has successfully served in a number of capacities in Dominica, Indonesia, UK and most recently as Managing Director of Courts (Guyana) Ltd., where he was responsible for 12 locations and employed more than 300 colleagues. Lester has a Masters degree in Business Administration (Retailing), in which he specialized in Marketing and is married, with two sons.
Major Moves Oliver Jordan has been elected Treasurer of the Caribbean Hotel and Tourism Association (CHTA). He is the lone Barbadian on the CHTA board, which will be led by newly elected president, Josef Forstmayr of Jamaica. Commenting on his new post, Jordan said his role would be to work closely with the president, board and management â€œto ensure that the CHTA remains a financially healthy organisation that is well positioned to support the regional tourism industry during these challenging timesâ€?. Jordan is well known in local and regional tourism industry circles, having served as president and CEO of the Barbados Tourism Authority. He is also a past director of the Caribbean Tourism Organisation and the Barbados Hotel and Tourism Association, and former chairman of Barbados Tourism Investment Inc.
New Company New Company Registrations Companies
Brothers Trading Company Ltd.
Ricardo Alonzo Corbin Stephen Noel Herbert Edwin Denis Clarke Ellen Gopaul
A P Publishing Ltd Irvin Loctar, Thygeson Joseph Xpert Shipping and Brokerage Limited Nicholas Altenor, Melanie Altenor CHJH Limited Andre Chastanet, Gordon Charles Robert Hadad, Joseph Hadad Galatic Sands Inc. Sameera Bhalla
Music Publishing / Recording Brokerage, Shipping, Frieght Forwarding Wholesale Services
Land and General Development
KMYAJ Designs Incorporated Quintin Homes Ltd.
Sieana Rambally Sintra Rambally-Khan
Jewel of Paradise Inc.
Malabar Farms Trading Ltd.
George R. L. Bovell, Richard A. Bovell, Rhory McNamara
Property Holding Company
Jaydee Ltd. Irene Digva
To acquire by purchase, lease, exchange or otherwise land and property in St. Lucia.
ECO2 Caribbean Homes Inc.
Construction of Prefab Housing
Adrian Mark Aston Steven Charles Thomas
CSW Aviation Inc. Frederick Charles Corbin, Leonard Hobbs, Tafawa Williams
To carry on business of the provision of corporate aviation jet servicess including but not limited to providing refuelling services, basic jet maintenance, customer services, etc.
Hossain & Co. Ltd. Altaf Hossain, Lynn Hossain Caribbean Projects Saint Lucia, Inc. Bespoke Nominee Services Limited
Carielle Fitness Centre Inc. Samuel Decaille
To engage in the operation of sporting activities
Deep Sea Atlantic Inc. Ricardo Shivtahal AITEMS Inc. Robertson Felicien, Shawn Greene, David Louis, Joanne Mills-Felicien, Kennedy Felicien, Elizabeth Felicien
Wholesale & Retail of seafoods and other related products and services
Provider of simply, high impact, cost effect- ive management services/business solutions to private/public sector organizations and independent contractors/professionals
Advanced Cardiovascular and Diagnostic Services Ltd. Dr. Romel Daniel Medical and related surgical business Dr. Andrew Richardson Dr. Dawit D. Kabiye Dr. Kendall Griffith Dr. Martin Didier Business Focus
New Company New Company Registrations
Companies Top Shelf Inc.
Crown Foods Ltd.
Marine Service Company
W. Michael Craig, Lois Blackman Craig, Real Estate Steven Michael Craig, Marcy Jeanne Islas Robyn Lynn Christenson
Lawrays Manufacturing and Trading Ltd.
Anthony Erickson Raymond Kiing-Huong Wong
Manufacturing and Trading of Stainless Products
C D Holdings Ltd.
Property Holding & Development
Meat Express Limited Ramon Esper, Marc Esper LUSEA LTD. Bruno Gouyer, Pascole Gouyer Evoke Communications Inc. Christopher Wagstaff Vincent Cafferky West Technology Group Inc. Rashid Jean-Baptiste
Information Technology Services
L Caribbean Construction Inc. Anthony Leon, Louis De Leon
Construction of private and public roads and all other ancilliary services
Wholesale and Retail of Frozen Foods Property Holding Company Acquistion, Creation and Distribution of Content for Regional Service Providers of (Cable/ IPTV/ VOD)
Oceanic View Hotel Limited David Grant, Glitz Corporate Services Ltd., Holding Company Fincos Nominees Limited Simpson Finance Limited Kyffin David Simpson, Brent William Murphy, Financing Deborah Anne Simpson, Donald Ward Simpson Andrew St. Clair Hutchinson, Mario G. J. Reyes Bailey Investment Limited Peter Callou, Susannah Bailey Property Investment Aanola Villas Ltd. Ross Boxill, Desma James Rental of Villas NAGICO (St. Lucia) Limited Imran McSood Amjad, Michael E. Bishop, Insurance John D.K. Lawrence, Ronald Knowles The Vieux Fort Childrenâ€™s Society Inc. Beverlyn John Prisca Alexander To work in partnership with children Kathleen Comito De Lourdes Lopez and their families to promote a positive Susannah Jane Chatburn Dianne Joseph future. Sophia Brenda Simon Consolidated Architects Illustrators & Interior Daniel Leroy Marcion Architecture & Illustrations Designers Ltd. Jamal Francis Dexter Fassale Tidelands 21 Ltd.
New Company New Company Registrations Companies
Di Stefano Enterprises Ltd.
Floria Di Stefano Glen Guiste
Fraser & Company Inc. Horace Renison Fraser Clarita Phillip Floralight Bridal Ltd. Frances Jn Baptiste Anthony Jn Baptiste Ozie’s Pumice Ltd. Oswald Flavien Belle Etoile Limited Nick Troubetzkoy
Law firm specializing in real estate, conveyances, administration of estates, family, commercial, public, criminal and civil laws Selling bridal gowns and wedding accessories Mining Pumice Real Estate Investment
RBG Caribbean Limited
Elizabeth Ann Wells-Browne Damian Robinson
Jay’s Marketing Ltd.
Yare Properties Ltd.
Property Holding Company
Nigel Mitchell Sameera Bhalla
Retail food and drink operation
Selling of books
AJ Management Inc. Albert Ledra O’ Shaughnessy June Janette O’Shaughnessy
To manage and engage in all types of maintenance works on immovable properties.
Rovan Quarries Limited
Rosemarie Khodra Vernantius Brown
Land and General Development
Raquel Du Boulay-Chastnet Michelle Anthony-Desir
Providing Courier Services
Family Mart Limited
Marvin Cherubin Andrea Cherubin
To provide Mini Mart services and other related services
Torii Sushi Inc.
Yann Chalono Restaurant Yves Chalono
Pja Properties Ltd.
Intelligent Solutions Inc. Glen Guiste Information Technoogy Consultancy and Development Ancestoral Shades Inc.
Buying and selling shares
Timothy Moffat Lorraine Moffat
General Business Operations